Influencing Staff Teams

When trying to influence teams, a manager has to be able to present the facts, debate and negotiate. The credibility of the speaker and emotional appeal of the message can help to sway opinions, and by combining as many of these methods as possible while adapting the message to suit the people he is speaking to, a manager can get the results he wants.

To influence small teams, a manager should try to make his message intimate and specific, but to persuade larger teams make the message more wide ranging in scope. Understand what drives each individual in the team and outline the benefits for everyone involved in achieving team goals.

A manager’s ability to influence others will increase if he is able to be firm yet flexible. He should establish the interests he has in common with members of staff and aim to meet their needs as well as his own. If he can manage to build a rapport and create mutual respect, it will be easier for a manager to gain the support of others.

Inspire Staff

Managers have to inspire staff to participate in a vision while balancing the need to get the job done with the need to maintain good relationships. If a manager is clear about his purpose and the purpose of the business, it will give him an underlying strength that staff will sense. Once a manager has identified what needs to be done to overcome the obstacles to success and achieve results, he is in a position to exert influence.

To be an effective influencer, a manager needs to do more than wait for opportunities to present themselves. Reactive people back away from challenges feeling powerless to influence events, but a manager has to be proactive, acknowledging that he is responsible for what happens and always assuming that life is what he makes of it.

A manager has to put himself at the forefront of projects, meeting and encouraging people and making business contacts. When developing influential attitudes, a manager must not feel defensive when criticised, become complacent or shy away from more responsibility, but should relish fresh challenges, believe in his ability to achieve more in the future and continually aim to improve his skills.

Take The Lead

To create a top-performing team, a manager must take the lead, brief the team well and allocate responsibilities. First of all, establish the purpose of the team, identify and summarise the immediate goals and discuss how these goals can be achieved. Form a plan, allocate responsibilities and then outline any aims for the future. Manage the project as it progresses by meeting and encouraging staff, being available to offer advice, listening to feedback and offering support.

Every member of staff has at least one good reason for being in their chosen occupation, be it a regular income, the chance to be creative or convenient working hours. It is up to a manager to find out what motivates his staff, because the key to influence is knowing what people value.