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Exercising Influence: A Guide for Making Things Happen at Work, at Home, and in Your Community, 3rd Edition by B. Kim Barnes

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Appendix EInfluence Scenarios

Let's revisit the scenarios from the beginning of the book. In the following few pages, we'll imagine a better (though not necessarily ideal—that's life!) outcome for each scenario through the conscious use of influence. As you read the scenarios, notice which behavioral skills are being used and how some of the principles discussed in the book are being implemented. These are not intended as “school solutions” to these problems. Rather, they represent one productive way to approach the situation. How might you handle the situations now that you've had a chance to think about the process of influence?

1. It's five o'clock. You've been at your desk since six this morning, and you're nowhere near ready to go home. You have a meeting with your manager tomorrow morning, and you're supposed to have a report finished. You would have, too, if the other people involved had done their parts. First, the data was late from your counterpart in the other group. The people on your team had other priorities and couldn't help you with the analysis. Then the “admin” was too busy to help you prepare a decent-looking presentation. You might have asked your manager for an extension, but you didn't want to look unprepared, so you decided to do it all yourself. It looks like an all-nighter.

It's two weeks before your report is due. You notice that some of the data you are waiting for is overdue from your counterpart in the other group. You call and arrange to meet him briefly ...

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