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Problem
People resist requests that do not help them achieve their goals.
Action
Learn what the other person wants and connect your request to that interest.
Outcome
Others become more willing to support your objectives.
Chapter: The Influence Model: Trading What They Want for What You’ve Got (Using Reciprocity and Exchange)
Problem
Influence fails when the offered value is not meaningful to the other person.
Action
Provide help, information, recognition, access, or resources that the person genuinely values.
Outcome
Your requests receive stronger cooperation.
Chapter: Goods and Services: The Currencies of Exchange
Problem
Influence is weak when you do not understand what drives someone’s behavior.
Action
Identify the goals, constraints, incentives, and concerns affecting that person.
Outcome
You can tailor your approach more effectively.
Chapter: How to Know What They Want: Understanding Their Worlds (and the Forces Acting on Them)
Problem
People often underestimate the resources they can use to influence others.
Action
Identify the knowledge, relationships, skills, and support you can offer.
Outcome
You gain more opportunities to create productive exchanges.
Chapter: You Have More to Offer Than You Think If You Know Your Goals, Priorities, and Resources
Problem
Influence is difficult when trust and goodwill are missing.
Action
Invest time in helping others and maintaining positive relationships.
Outcome
People become more receptive to your requests.
Chapter: Building Effective Relationships: The Art of Finding and Developing Your Allies
Problem
People resist proposals that appear one-sided.
Action
Look for agreements that advance the important interests of everyone involved.
Outcome
Commitment becomes easier to secure.
Chapter: Strategies for Making Mutually Profitable Trades
Problem
Assumptions based on stereotypes can reduce influence.
Action
Adjust your communication to each person’s preferences and needs.
Outcome
Your interactions become more effective.
Chapter: Gender and Influence: Beyond Stereotypes
Problem
Managers are less likely to support ideas that do not advance their objectives.
Action
Show how your proposal helps your boss succeed.
Outcome
Your influence with your boss increases.
Chapter: Influencing Your Boss
Problem
Cross-functional groups often struggle because members have competing priorities.
Action
Connect each person’s interests to a common objective.
Outcome
Collaboration improves across the group.
Chapter: Working Cross-Functionally: Leading and Influencing a Team, Task Force, or Committee
Problem
Different departments support ideas for different reasons.
Action
Explain your proposal in terms of the priorities of each group.
Outcome
You gain broader organizational support.
Chapter: Influencing Organizational Groups, Departments, and Divisions
Problem
Distance can weaken trust, understanding, and coordination.
Action
Maintain regular communication and confirm shared understanding.
Outcome
People stay aligned despite being apart.
Chapter: Can You Hear Me: Influencing at a Distance
Problem
Personal conflict can block cooperation.
Action
Keep discussions centered on common goals and work-related interests.
Outcome
Productive collaboration becomes more likely.
Chapter: Influencing Difficult Colleagues
Problem
Major change efforts often fail because key people resist them.
Action
Involve influential stakeholders early and address their concerns.
Outcome
Support for change grows more quickly.
Chapter: Initiating or Leading Major Change
Problem
Important decisions are often shaped by informal influence networks.
Action
Identify key influencers and build credible relationships with them.
Outcome
You can move initiatives through the organization more effectively.
Chapter: Understanding and Overcoming Organizational Politics
Problem
Some situations cannot be resolved through cooperation alone.
Action
Use formal authority or escalation after collaborative methods have been exhausted.
Outcome
You increase the likelihood of achieving necessary results.
Chapter: Escalating to Tougher Strategies When You Can No Longer Catch Flies with Honey