Influencer
by Kerry Patterson, Joseph Grenny, David Maxfield, Ron McMillan, Al Switzler
The power to influence others is probably the most important skill in management and leadership. Unfortunately, its development is nowhere near as advanced as it should be. In this interesting, easy-to-read guide to building one's ability to influence others and to thereby create constructive change, the authors provide an essential toolbox for all of us. Building upon the work of Albert Bandura, Stanley Milgram, and other psychologists who specialized in social learning theory, the authors of Influencer: The Power to Change Anything went hunting for people, all over the world, who were able to accomplish major tasks by influencing people to change their behavior. The authors then analyzed what these expert influencers did, so as to give the reader ideas on how to exert influence in more effective ways. The authors also included several examples of major efforts to bring about change that failed dramatically, and gave their view of what was missing in those change campaigns.
Learn how some of the world’s most powerful influence masters have risen to the top by employing a relatively simple set of practices and attitudes. Eric Conger takes us easily from Bangladesh to San Francisco and South Africa, deftly placing us in the presence of some of the finest change agents of our time. His charming and authoritative voicing amplifies the intrinsic power of this work.
So, what did the authors find? Most persistent problems that seem immune to change efforts, have one, or both, of two factors in common: the people involved do not feel capable of making the change; the people involved do not feel that the proposed change would be an improvement. In other words, the factors are ability and motivation. The authors also looked at three different levels, for each problem: the individual, the social group, the environment of the situation. Thus, if you want to influence people to make a change, there are six basic loci for change input: individual ability (i.e., skill training), individual motivation (e.g., incentives), group ability (e.g., increase networking), group motivation (e.g., modeling and healthy competition), environmental assets (e.g., make the necessary components more readily available), and environmental feedback (e.g., improve the consequence system for success and for failure).
In order to explain how these six different modes of, or targets for influence, can be affected, the authors use a handful of examples to illustrate what they mean. They keep returning to these examples, and the reader gets to know them well. The two best ones are probably the Delancey Center in California, where oft-convicted drug-abusing felons are helped to step out of that way of living and, with a high success rate (according to this book) become employed, law-abiding, drug-free citizens; and the Carter Center's efforts to eradicate a horrible parasitic infection that was once widespread in Africa and Asia, called the guinea worm. By repeatedly returning to these examples, the reader not only understood the complexity of the approach needed, but also how it was done, without tremendous cost, using all six of the influence factors.
The book is written in a friendly, almost familiar, conversational tone. While that might not fit every non-fiction book, it worked well here, as another example of how to present information in a listener-friendly manner. It was also quite clear that the authors believe in what they say, passionately.
“Far and away one of the best business books of the year.”
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