With an understanding of what influence is, and how procurement can leverage it, we can now look at what the common traits of influential people are, and how to develop them.
In my previous article, I reviewed some of the available literature on influence and influencing skills, in this article we look at what the key traits of influential people are, and how to best develop these skills ourselves.
These key traits and ways to develop have been identified following a range of discussions with a variety of procurement leaders.
1. Excellent Communication Skills
The most important trait to of influential people was the ability to communicate effectively. An example of effective communication was described as, “when they spoke to a room, it felt as though they were personally being addressed”.
This ability to communicate to many people, and make each person think that the message is for them, was identified as a key communication skill.
The research identified that there are different aspects of excellence in communication skills, which can be summarised as:
- Develop and adapt communication plans based on the listener
When developing communication plans, it is imperative to consider how the person being communicated with likes to receive that communication. This then drives the method of communication – be it face to face or electronic, as well as the actual content. This adaptability of communication is again one of the key traits of influential people.
Goleman[i] suggested that effective planning specifically for the individual is a critical success factor for effective communication.
- Make persuasive arguments
This links to making points in specific language that the listener understands. In other words, when making persuasive arguments, influential people spoke the language of the listener, rather than their own procurement language.
- Listen to the responses and read the room
Listening and active listening is a key trait of an effective communicator. That it is more than what is being said that makes an effective listener.
2. Delivered results and built trust
The need to deliver on the promises that have been was seen as a ‘ticket to entry’ to a wider discussion. Therefore the ability to keep ones promises, i.e. contractual trust[ii], was identified as a non-negotiable to build trust both for the individual and the function.
The leaders influence increased within their businesses the more they delivered either on bottom line savings or on specific projects that they were asked to deliver.
3. Top influencers have empathy (and not sympathy)
Sympathetic listening is defined as how we care and show we care about the other person, and that we pay close attention and maybe share their feelings. Whereas when we listen empathetically, we go beyond sympathy and attempt to seek a fuller understanding of how others are feeling.
Empathetic listening means listening to the responses and asking more questions to understand the points made, which requires excellent questioning and close attention to the nuances of emotional signals.
4. The best influencers have great knowledge and great passion
Top influencers need to have credibility in order to be considered influential. When reviewing top influencers, all of those people had “been there, done that”, and were able to bring a huge amount of experience and credibility.
This referencing of credibility has an interesting link to the French and Raven work on expert power[iii].
Having passion in the field in which the influencers excel, be it procurement, or other topics, allows the influencer to demonstrate knowledge about their subject matter, which will increase the ability to deliver great outcomes.
5. Network and built great teams
The idea of networking with other senior leaders and influencers is an important leadership development tool. Harvard Business Review identified networking as operating at three levels, Operational, Personal and Strategic.
In order to be an effective influencer, the procurement professional needs to operate at all three levels.
How to Develop Influence
So if these are the key traits of influence, how do we go about developing these skills?
The number one thing that influential people do to develop their skills is the observation of others, especially those that they felt were influential.
This is then internalised by the individual to consider what it meant to them, and whether they felt it was something that they could do themselves, or something that they did not wish to do, or could not apply to their own style of influencing.
Top influencers have stated that they learnt as much from bad influencers as good ones, as this leads to things definitely not to do.
- Training programs can add value…but need to be linked to on the job development
Attending a specific training program can provide lightbulb moments in terms of developing influencing skills. Many top influencers stated that this was unlikely to be a “learned skill” from a textbook, but more of an acquired skill through observation and mentoring.
This seems to add credence to the 70-20-10 learning methodology[iv], its application for active learning programs, and the use of formal mentoring or coaching activities.
- Feedback loops from trusted and diverse sources
The requirement for an independent person to review performances and give detailed feedback on what was done well and not done well was considered to be a key ingredient to developing these skills.
The trusted sources could be a mentor, either formal or informal, potentially someone that the individual trusted or rated as a top influencer. Some have also mentioned that having a different diverse perspective in giving this feedback was a great way to develop skills, both in general and in relation to the topic of influencing.
The need to practice the new skills when they had learned them links back to the earlier identified method of more on the job based training, or more planned activities following specific training programs. Top influencers have stated that the more they practiced and prepared the better they got.
- There is a need to identify who you are trying to influence and decide on the best way to influence that individual.
- This means that the practitioner needs to have multiple ways to influence rather than rely on the same approach for all.
- If you want to develop your influencing skills then there is a key need to understand the way you process information and learn new skills.
- Observational skills are paramount to increasing your influencing skills.
[i] Goleman D (1998) Emotional Intelligence: Why It Can Matter More Than IQ; Bloomsbury Publishing
[ii] Sako M; Does trust improve business performance? London School of economics 1997
[iii] French, J. R. P., Jr., & Raven, B. H. (1959); The bases of social power. In D.Cartwright (Ed.),Studies in Social Power (pp. 150–167). Ann Arbor, MI: Institute for Social Research
[iv] Kajewski K, Madsen V, (2012), Demystfying 702010. Deakin Prime