Background
Many participants in CCL’s educational programs discuss their need to learn how to better influence their organizations. They lament their inability to influence people over whom they have no direct authority. With the organizational structures emerging in our world today, this need to influence without authority is magnified.
Many of CCL’s instruments have items that ask raters to assess a person’s ability to influence them. In some CCL programs—The Looking Glass Experience and Foundations of Leadership, for example—participants receive direct feedback on their influencing skills. In Developing the Strategic Leader, the major focus is on thinking, acting, and influencing strategically.
Much of what this guidebook speaks to is the ...
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