Power • Influence • Impact

Adding Emotions to Your Influence Processes

All of the time I am consistently advocating that when you are working on the politics around your work, you need to put your emotional reactions to one side, at least while you are doing the intelligence gathering, analysis and making decisions.

This is critical because of the degree to which they can hamper clear thinking. By all means, bring the emotion back once you’ve made your decision, in a conscious and deliberate way.

Yet, you cannot deny your emotions either. Here are some important points I discussed with a coaching client last week that helps to make the emotions more manageable.

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One of the rapidly growing problems today, as disruption lands across every level of an organisation, is building and maintaining real influence in complex settings.

Ethical Strategic Influence

 

The practical process, first developed in 2008, that is currently helping serious professionals in organisations like GSK, Zurich, and the NHS.