Influencing within your organisation

Colin Howlett

Agenda Why Influence? What to Influence? How to Influence? Who to Influence?

Why Influence? Product Managers always have an agenda Product Managers rarely have direct control

What to Influence? Buying Decisions Upgrades Switching brands What gets pushed & how What gets built / bought What gets killed Internal processes

How to Influence Leading by example Logic Building consensus Appealing to your target’s motivations Explicit or Implicit Negotiation Seeking ‘small wins’

Keys to success: Understand why you believe what you believe Understand why they believe what they believe Emphasise points of agreement Argue to move selected points of difference in your favour Start from their starting point Provide opportunities to save face Pay attention to non-verbal cues Choose the time and place Persistence

Cialdini's six principles

Reciprocation People are more likely to help those who help them

Commitment/consistency The message must be consistent with an existing commitment

Authority People are more willing to take notice of someone with authority or expertise

Social validation People are more willing to take notice if they see evidence others are, too

Scarcity Holding the key to scarce information or opportunities boosts influence

Liking/friendship People like to say “yes” to those they like

Who to Influence? Customer Sales force Channel Partners Marketing Engineering Other PMs Your boss Strategic Partners Top brass