Colin Gautrey

Stakeholders: Natural Born Liars

by

No, I don't believe this to be the case, but you have to admit, sometimes it seems that way doesn't it? In any complex political environment (or rather, in any large organisation), you need to get to the bottom of what your stakeholders are thinking. Unless you can get the truth from them, you'll be shooting in the dark with your work, plans and proposals. You can't even solve problems unless they tell you the full story behind their reservations or resistance. Knowing this, when you've hit an issue or a problem, you rightly make the approach and ask the questions. Sometimes Read More

Individual Analysis

by

The purpose of this exercise is to delve deeper into the individuals who have a major influence within groups and around your work. The idea is to record your initial knowledge and look for gaps that need to be closed. For each of the headings, record a few sentences In total aim for between 750 and 1000 words for each individual you are analysing. Read More

Group Analysis Example

by

To give you more of a feel for what we mean by group analysis and the level of detail that is useful, below is an example. It is not complete, but hopefully as you read you will begin to get a feel for what the group is all about and how it is working. Read More

An Audience with Your New Boss

by

Bosses generally don't tend to stick around too long these days, and those who do, you probably wish they didn't. Frequently, bosses, being ambitious types, get promoted or move on to more exciting opportunities. That's if they are good. If they are not so clever, they get fired or choose to spend more time with their family. Regardless of why they go, their departure means that you are going to have a new boss to work for. People commonly approach this event with a Read More

Lost in Translation: Influencing Mistake No. 8

by

Arguably, this mistake makes several others almost inevitable. It also presents a fantastic opportunity to avoid several others too. This is all about becoming so immersed in your own agenda that you fail to translate what you are doing, and what you want others to do, into terms that they can easily understand and relate to. Put another way, this is the mistake of failing to appropriately link your agenda and language to that of the person you are attempting to influence. It creates an immediate and significant hindrance to your prospects. There are several divisions to this mistake. Read More

Analysing Groups

by

This exercise is exclusively for participants on the Strategic Influencer Programme. The purpose of this exercise is to help you explore what you know about a group that is important to your purpose, and more importantly, what you don't know. You will never know everything, but you need to know enough to reduce the risk of making the wrong move, or at least, influencing in an ineffective manner. For each group you apply this exercise to, Read More

Adjusting Your Attitude

by

During the first webinar we covered a number of attitudes that help and support your transition into a strategic influencer. The purpose of this exercise is to give you the opportunity to do a little self-analysis and also, make decisions about adjusting the attitudes you approach your work with. Read More

Cultivating Passion

by

influentialleadership2This text is taken from the original draft manuscript of Influential Leadership: A Leader's Guide to Getting Things Done and is provided here to enrich your learning on the Strategic Influencer Programme.     Since Influential Leaders need to be passionate about their purpose in order to make swift progress, you need to do everything you can to cultivate the passion you feel about what you are aiming to achieve. When you have developed your passion, it will show and it will help you to become more influential. In a work context, passion is an intensive emotion compelling unusual levels of excitement for a particular subject, cause or purpose. It goes beyond simple motivation and Read More

Assessing Risks and Opportunities

by

influentialleadership2This text is taken from the original draft manuscript of Influential Leadership: A Leader's Guide to Getting Things Done and is provided here to enrich your learning on the Strategic Influencer Programme.     Besides building and protecting your motivation, it is also important to be aware of the diverse range of events that might happen which could seriously affect the pursuit of your purpose. Consideration of these now can enable you to be more proactive and reactive in the face of these events. The severity can range from mildly frustrating to “show stopper” level. At the opposite end of the spectrum, other things can happen which can dramatically improve your prospects. Often, at first sight, they have only a minor connection with what you are engaged in. Being prepared for these, spotting them when they occur and responding to them well is an important part Read More

Protecting the Short-Term

by

influentialleadership2This text is taken from the original draft manuscript of Influential Leadership: A Leader's Guide to Getting Things Done and is provided here to enrich your learning on the Strategic Influencer Programme.   Before you get too carried away by your purpose, remember that Influential Leadership needs to balance longer term progress with short term results. The chief risk that you face is not being able to devote enough time to working on your purpose because of the demands you face right now. Losing your position because of poor performance is unlikely to help you progress towards your purpose – unless you are heading into a completely different arena. Assuming that you are already working in the arena you want to Read More

Terms and Conditions

ALL CONTENT PROVIDED ON THIS SITE IS FOR GENERAL INFORMATION ONLY. YOU REMAIN FULLY RESPONSIBLE FOR ANY ACTION YOU TAKE.

View Terms and Conditions

Footprint

We help professionals in organisations such as:

Accenture | AXA | Bank of America | Barclays | Citigroup | Clifford Chance | Credit Suisse | EDF | Ernst & Young | Fiat Chrysler | Fujitsu | GE | Goldman Sachs | GSK | IBM | Lloyds Bank | NHS | O2 | Orange | Pfizer | SAP | Shell | Tesco | UBS | Unilever | Zurich