Duration: 1 hour
- Why is the ability to influence more important today than ever before?
- Why are we able to have a positive impact on one person’s attitudes and actions while failing to impact another?
- Why do we find it easy to accommodate one person while resisting another?
- Why is our capacity for influencing such a significant leadership skill in today’s workplace?
Regardless of position or industry, influence is emerging as a critical competency for job success. In this session we will concentrate on preferred influence styles and their situational appropriateness and effectiveness. We will explore:
- The changing face of influence
- Generational and gender differences
- The impact of decentralized organizational structures
This session will examine five influence styles: Rationalizing, Asserting, Negotiating, Inspiring, and Bridging along with two influence orientations, Advocating and Uniting. It will help you understand the role of personality and personal preferences both in how we influence others as well as how we are best influenced.
Target Audience: Coaches, Trainers, T&D Managers, OD Managers, Team Developers
Christopher Musselwhite founded Discovery Learning in 1990. He is currently the president and CEO. The organization, based in Greensboro, NC, has a broad range of international expertise in management and organizational development. Chris has been involved in organizational and leadership development since 1972 and has held a variety of positions including associate professor of engineering and industrial management at N.C. A&T State University and senior program associate at the Center for Creative Leadership. Chris has developed and delivered programs in leadership development, creativity and innovation, managing change and team building. In addition to North America, he has delivered experiential leadership programs in several European, Asian and African countries including The Netherlands, Germany, India, China, Japan, Malaysia and Ethiopia. Chris was involved with the development of the highly experiential LeaderLab program at the Center for Creative Leadership and has participated in the creation of seven simulations including PressTime®, EdgeWork®, Paper Planes, Inc®, and The Acquisition®. His innovative assessment tools include Change Style Indicator®, Decision Style Profile®, Change Readiness Gauge™ and the Discovery 360º Series. As a Kellogg Fellow (1987-1990) Chris had the unique opportunity to explore leadership and innovation from a global perspective. He has studied at the Norwegian Center for Leadership Development and the Norwegian Creativity Institute. Chris has consulted with the Creativity and Innovation Division of TNO (Netherlands Organization for Applied Scientific Research), the Center for Creative Leadership, Motorola University, the World Bank, the Canadian Centre for Management Development, the Hong Kong Productivity Council and the Ethiopian Ministry of Health. With an interdisciplinary master's degree from West Virginia University and a master's degree in industrial engineering from N. C. A&T State University, Chris received the Ed.D. in adult learning from North Carolina State University in 1985, with an emphasis in management and organizational development. He has published numerous articles and five book chapters on leadership development, manufacturing management, self-managed teams, change management and time-based innovation. His articles have been published in Chief Learning Officer, Talent Management, Harvard Management Update, American Executive, T&D Journal, Work Force Training News, Training, Business Week Japan, Entrepreneur, Fast Company, Inc.com, and Fortune. His book, Dangerous Opportunity was published in April 2004.