Your influence is directly tied to the amount of value you bring to the organization. If you want to play bigger and lead better than you must be intentional about being an influencer at work.
Here are four secrets that no one shares or talks about, but they could be holding you back from the influence you could have.
SECRET #1: ADD MORE VALUE THAN NOISE
The first, fundamental step in creating influence is producing kick-ass work that adds value to your team and the organization. If your work is not making your team look good and your boss’s job easier then you are holding yourself back and you are not as valuable as you might think you are.
QUESTION TO ASK YOURSELF:
How can I add more value to my team and manager?
SECRET #2: PUT THE TEAM BEFORE YOURSELF
Once you start producing great results, you have a responsibility to put just as much effort and intentionality on building quality relationships throughout the organization. Influence happens when people buy into you and the relationship they have with you. Building authentic relationship that people buy into requires you to zoom out from your perspective and self-interest, create win-win outcomes, be socially responsible to what is best for the team and the organization, and focus on how you get results.
QUESTION TO ASK YOURSELF:
What would I do differently if I put the relationship before the result?
SECRET #3: MOVE THE CONVERSATION FORWARD
One of the core lessons I teach my clients around cultivating stronger presence and influence is only speak when you can move the conversation forward. Forward-momentum can sound like summarizing or identifying the core problem or concern so everyone gets on the same page, providing an additional perspective that has not already been communicated, or acknowledging others’ perspective and asking a question for further clarity. Forward-momentum is not speaking to just prove yourself to others in the room or to demonstrate how brilliant you are.
QUESTION TO ASK YOURSELF:
Is what I’m about to share going to move the conversation forward?
SECRET #4: EARN THE RIGHT TO GIVE FEEDBACK
I spoke in Lynchburg, Virginia where a group of leaders expressed interest in creating a culture of feedback. They wanted my opinion on best practices for how to create that transformation across their organization. I told them that we do not just inherit the right to give people feedback. Great relationships are built on trust and you always listen deeper and respond kinder when someone you trust gives you feedback. Therefore, people in the organization must earn the right to give feedback and always be clear about the intent on why they are offering it.
QUESTION TO ASK YOURSELF:
Have I earned enough trust with this individual to give this feedback or would it be better coming from someone else?
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