Influence Without Authority is the classic guide to getting what you need from people you don't control. This book introduces the Exchange Model, in which you get what you need by offering something of value in return. The key lies in knowing what the other person values—that's their 'currency,' and it's your immediate tool for coaxing their cooperation. This book shows you how to implement the Exchange Model at the personal, team, and organizational level to raise the bar for performance and leadership.
This new third edition has been updated reflect the changing face of the workplace, and includes new examples and information on geographically dispersed virtual teams.
● Get what you need from the people who have it through mutual exchange
● Think in terms of interest, and pinpoint the 'currencies' other people trade in
● Apply the Exchange Model across entire organizations to lead major change
The ability to influence those not under your authority is becoming ever more valuable. Influence Without Authority provides a proven model for success in this new environment, with expert guidance for real-world application.
A classic guide to getting what you need from your colleagues, as relevant now as when it was first published. Faced with shifting business environments and mounting layoffs, professionals and managers today often experience great increases in responsibility without parallel increases in authority. Influence Without Authority 2E offers a time-tested 'influence model' for attaining cooperation from those who command the resources, information, or potential support you need. The book breaks down the process of negotiating exchanges, with a focus on thinking in terms of the interests of colleagues and learning to deal in the 'currencies' they value. Other topics covered include: how to 'manage' your boss so that both of you reach maximum effectiveness; when and how to claim responsibility; how to attract challenging projects, and how to cultivate positive work conditions.
A remarkable proportion of people who work have complaints about their boss. The problem of getting any attention or guidance from the boss is increasingly frequent under current lean organizational conditions. On the other hand, bosses are often too overbearing, too restrictive, vague about expectations but judgmental about performance, self protective, self promoting, afraid or unwilling to do necessary aspects of their jobs, uninterested in what matters to the subordinate, or occasionally not technically competent to do the job. Fearful of retaliation or a career limiting move, or just unclear as to how to go about trying to change the boss's behavior, people get paralyzed into inaction. Yet for many people, their boss is the organization, and their commitment and satisfaction depends on this critical relationship. In their classic book, Influence Without Authority, Allan Cohen and David Bradford provided a universal model of how to influence someone you don't control. This new book will build on those ideas but provide many examples of problematic bosses and how to approach building a satisfying partnership with them, along with examples of what a great partnership with your boss can do for your career - and your mental health! It offers a new model of manager subordinate relationships, and a lot of practical advice about how to bring the relationship into more of a partnership in which both parties benefit.
