Log In
Or create an account ->
Imperial Library
Home
About
News
Upload
Forum
Help
Login/SignUp
Index
Cover
Contents
Title
Copyright
Preface
Acknowledgments
Part I: Fundamentals
Chapter 1: The World Has Changed
The Impact of Large Power Differentials
Becoming a Partner
The Book’s Organization
Chapter 2: How Power Differentials Blind Smart People
Introduction
Common Negative Consequences of Having Relatively Great Power
The Necessity of Power—But “Mind the Gap!”
Sources of Power—Organizational and Personal
Bad Patterns, Not Bad People
Chapter 3: How Power Differentials Give Smart People Laryngitis
Actual versus Virtual Power
The Danger of a Dysfunctional Dance
The Costs to Both Parties
Conditions for Altering Power Relationships and Narrowing the Gap
Chapter 4: Overview of the Steps Required to Access and Influence Powerful People
1. Determine Who Has to Be Influenced
2. Assume That Each is a Potential Partner
3. Determine Their Power and the Power Gap
4. Diagnose the World of the Powerful, Their Currencies (What They Value), and Which Ones You Can Offer
5. Figure Out How to Gain Access
6. Clarify What You Need and Your Priorities
7. Diagnose Your Relationship and the Preferences for How to Approach
8. Negotiate Win-Win Exchanges
Chapter 5: The Influence Model at Work
Next Meeting
Part II: Building a Powerful Partnership with Your Boss
Chapter 6: Partnership
The Gaps That Make Influence Necessary
The Meaning of Partnership
The Characteristics and Expectations of True Partnership
Why Partnership is Needed
What Does Partnership Require from You?
Whose Responsibility is It?
What Does an Elusive Boss Look Like?
The Partnership Approach Can Work with Senior Powerful People
Chapter 7: Building a Partnership Relationship with Your Boss
1. Examine your own beliefs for barriers
2. Adopt a Partnerlike Mind-Set
3. Accept That Your Boss Isn’t and Can’t Be Perfect
4. Assess the Gap in Power between You and Your Boss
5. Stop Giving Away Your Potential
6. Understand Your Boss’s World or Specific Situation
7. Raise Your Concern in a Direct But Nonblaming Way
8. Acknowledge Your Part in Any Difficulties
9. Accept Your Boss’s Concerns as Legitimate
10. Don’t Undermine Yourself
Chapter 8: The Art—and Responsibility—of Helping Your Boss Succeed
Taking on Some of the Boss’s Tasks
Relieving the Boss of Heroic Tendencies
Proactively Giving Support
Knowing the Impact of Your Boss’s Behavior
Helping Your Boss Be a Better Boss
For Whose Sake?
Chapter 9: Recovering from Failed Talks with Your Boss
Ways You Might Have Trapped Yourself
Can We Discuss the Way We Can Talk?
Disagreeing with Your Boss . . . and Surviving or Thriving
But What If Directness Does Not Work? Andy’s Vanishing Boss
But What If I Have a Truly Toxic Boss?
Your Fallback Position
Part III: Influencing Powerful People
Chapter 10: Framing Your Change Strategy
Failing to Identify Key Stakeholders—in or outside of the Company—Can Be Extremely Costly
Difficult Founder
Progress after Baker
Known Stakeholders Ignored—At Great Cost
Start with a Power Map
Stakeholder Power
Partnership Mind-Set
Sequencing of Action
Chapter 11: What Do the Powerful Care About?
Factors in the Organizational World That Shape the Currencies of Powerful People
Are You Seeking to Influence People inside or outside the Organization? About One Event, or Multiple Issues?
Use a Powerful Proposal Style Whether Dealing Internally or Externally
Chapter 12: Action Steps for Gaining Access to Powerful People
The Bold, Direct Approach
Networking Advice
Summary of Overall Access Approach
Chapter 13: Clinching the Deal
Dual Focus: Determining What You Want and Constantly Improving the Relationship
Addressing the Power Gap
Other Strategies for Increasing Your Power with Senior Management in Your Own Organization
Connecting to Frequently Important Personal Currencies
Where You Have Little Relationship and Trust is Low
Chapter 14: The Contours of Change
Background: The Need
Finding Allies
Overcoming Institutional Objections
A Complex Integrated Plan—and Real Time Corrections
Outside Influences
Remembering Less Prominent but Still Important Stakeholders
Conclusions
Chapter 15: Influence across Multiple Organizations
Key Players
Gaining Credibility
An Early Test
Nearing Agreement, Internal Dissent from Unplanned-For Stakeholders
Saving Face for Elected Officials
Legal Hitches
Lessons for Influencing on a Grand Scale
Additional Resources
Index
← Prev
Back
Next →
← Prev
Back
Next →