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Influencing and Coaching

Introduction

      A key element in any managerial role is to understand how to use influence to get things accomplished. Used effectively, influence helps shape the destiny of organizational unit, the perceptions of the manager as a leader, and the performance of subordinates. In fact, leadership often means working with subordinates to help them perform effectively through the use of effective coaching techniques.

Influence v. Power

      Power has a negative emotional connotation that may make some people uncomfortable. To have power, in the minds of some, may mean manipulation or ruthless Machiavellian tactics. On the contrary, power in an organization sense, is value free. It simply means acquiring the potential to get things done. In this neutral use of the word, people with power are able to have an impact on their environment, whereas psychologists note, powerless people are often at the mercy of their environment. Power is differentiated from influence because the latter implies the tactics people use to transform the power they have into influence conveyed to others. As Warren Bennis and his colleague Bert Nanus note, it is difficult to imagine how leaders could help subordinates achieve difficult tasks without influential clout (Bennis & Nanus, 1985).

Types of Influence

      The major types of influence strategies are coercion, reciprocity, and appealing to logic. As the name implies, coercion is the application of force or intimidation to achieve results. Despite creating resentment, this method of influence has the advantage of being effective when quick decisions are needed, such as genuine emergency or crisis settings. Reciprocity is best described by the Latin expression, quid pro quo. If you do this, I will agree to do that. In effect, reciprocity uses valued enticements to elicit cooperation, support, or compliance from others. While reciprocity may be an effective influence tactic, it may also invite charges of favoritism or manipulation. Appealing to logic uses fact, appeal to shared values, or altruism to influence others. Although logic appeals to the common sense side of human nature, it is based on assumptions that the person is trustworthy and that he or she does, in fact, sharing one’s own values.

Coaching

      Coaching subordinates is one of the most essential aspects of the managerial role. Perhaps because it can be difficult, managers often neglect it. Coaching has two components central to achieving organizational or unit effectiveness. It can help a subordinate understand what shortcomings exist in performance, their causes, and specific steps the person can take to improve. Rather than rely on retribution tactics, for example, effective managers can think of coaching as helping the subordinate improve performance. Frequently, managers can coach a subordinate not only about what to do, but also help the person understand how to approach a task. Just as importantly, coaching presents an opportunity for managers to reinforce good performance and even to mentor high potential employees. Coaching sessions can also encourage subordinates to reach higher goals, in addition to providing insights into career pathways to success. Coaching is, in other words, at the heart of the managerial role as a developer of people. It is central to the manager’s own success because his or her fate is usually linked to high levels of performance of subordinates within the work group.

Conclusion

How well a person acquires and uses influence in an organization often plays a key role in determining the individual’s success. Having a power base in an organization and knowing how which influence strategies to employ, frequently determine which projects fail and which succeed. At an individual level, coaching plays a pivotal role in helping people remedy performance shortcomings. For managers who aspire to leadership positions, it is important to realize that coaching is fundamentally helping behavior that links the interests of the employee with the manager.

 

Reference

Bennis, W., & Nanus, B. (1985). Leaders. New York: Harper & Row.