Influencing Up by Allan R Cohen and David L Bradford

Influencing Up
Allan R Cohen and David L Bradford

Format: Hardcover, 256pp.
ISBN: 9781118038451
Publisher: Wiley
Pub. Date: June 26, 2012

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Description and Reviews
From The Publisher:

No matter what you're trying to accomplish, influence matters. You need powerful people to cooperate in order to get information, approval, resources, introductions, and support just to get your job done. But how do you win cooperation from a boss who is uninterested in your concerns, resistant to change, or threatened by your potential? How do you secure buy-in from senior managers, inside or outside your organization, who are hard to reach, and hard to sell on your ideas, products, or services?

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. Influencing Up applies those ideas to problematic bosses and other powerful people, with sophisticated tactics for building partnerships with them. This book explains the dynamics of power and encourages you to engage in difficult conversations, overcome your fear of "no," let go of your understandable "problems with authority," and become willing to give something valuable in order to get cooperation from a powerful person.

If you're afraid of retaliation or just unclear as to how to change a powerful person's behavior, don't remain paralyzed. Influencing Up gives you the tools to bridge the power gap. You'll get critical advice that will help you achieve your goals and elevate your career, including:

How to overcome the common difficulties that arise when building a partnership relationship with your boss
How to help your boss succeed
How to effectively deal with more distant senior executives—inside and outside of your organization—and understand the power discrepancies that come into play
How to identify relevant stakeholders and assess their role in the change process
Examples of determined, persistent, and effective influencers who have reached solutions through careful diagnosis or by intuitively sizing up the needs and concerns of others

You can't achieve your objectives without help. If you're trying to make significant contributions at work, you need to learn how to influence powerful people you don't control. Discover what a great partnership with your boss or senior executives can do for your career—and your mental health!

About the Authors

Allan R. Cohen is the Edward A. Madden Distinguished Professor of Global Leadership at Babson College. He has consulted on organizational change and leadership at a wide variety of organizations, including GE, Polaroid, IBM, and Fidelity, and holds MBA and DBA degrees from Harvard Business School. David L. Bradford is the Eugene O'Kelly Senior Lecturer in Leadership, Emeritus and Director of the Executive Program in Leadership at Stanford Graduate School of Business. He has consulted for a wide array of companies, including Frito-Lay, Levi Strauss & Co., Raychem, Genentech, and AutoDesk, as well as the Whitney Museum of American Art.

Table of Contents


	Preface
	Acknowledgments

	PART I Fundamentals
1	The World Has Changed: To Be Successful You Need to Influence Up
2	How Power Differentials Blind Smart People
3	How Power Differentials Give Smart People Laryngitis
4	Overview of the Steps Required to Access and Infl uence Powerful People
5	The Influence Model at Work: Moving a Tough Boss

	PART II Building a Powerful
	Partnership with Your Boss
6	Partnership: The Critical Mind-Set to Overcome Power Gaps
7	Building a Partnership
	Relationship with Your Boss
8	The Art—and Responsibility—of Helping Your Boss Succeed
9	Recovering from Failed Talks with Your Boss

	PART III Influencing Powerful People
10	Framing Your Change Strategy: Fitting Your Approach to the Players
11	What Do the Powerful Care About?
12	Action Steps for Gaining Access to Powerful People
13	Clinching the Deal: “Exchanging” to Build Trust with the Powerful
14	The Contours of Change: Dr. Pomahac and the Challenge of Influencing Multiple Senior Managers and Surgeons to Allow the First Facial Transplant in the United States
15	Influence across Multiple Organizations

	Additional Resources
	Notes
	Index

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