I have always been fascinated by Starbucks. Who is not? I am a coffee addict, and what better place to have those gazillion start-up meetings and those brain storming sessions other than Starbucks. The Wi-Fi is incidental, and so are the Espresso-double shots. What fascinated me is the experience in a Starbucks that is consistent – it does not matter whether I am in San Francisco or Singapore, Bangkok or Bali, Hanoi or Hyderabad, it is the amazingly same experience with the Baristas.

Being an entrepreneur myself and also having managed global organizations in the past, I have always been curious and passionate about building cultures. I believe that building a strong positive culture is one of the sustainable ways to makes an organisation successful – short-medium and long term. I also believe that culture plays, a bigger role on impact than building a skill-set.

A strong ‘culture’ in an organization might take a long time for it to show, as it needs to be ingrained into the DNA of the organisation. Unlike a skill, that can be incorporated by training its workforce at any point, culture requires continuous focus from the moment of an employee joins the organisation. The employee is exposed to a ‘ways of the world here’, and pretty much adopts that particular way as their own.

It is in this context, that I wish to use the Starbucks example. What makes Starbucks do something that is so insanely simple and yet, delightfully magical? It is not their covfefe for sure!

Every employee that joins Starbucks, is given a small 4″X5″ ‘the green apron book’ on the first day with the company. In a simple lucid way this booklet explains the culture of Starbucks. Since this culture is immediately manifested across the organisation, it is easy for the new employee to adapt and adopt these practices.

‘Culture drinks strategy for coffee’ Drucker would have said, had he seen Starbucks.

At Starbucks, every employee follows this green apron book, which has five values. These values can pretty much be applicable to any organisation. However Starbucks, has made it ingrained into their culture and not surprisingly it isas successful as what we see today.

1. Be welcoming:

Being welcoming helps people share their concerns openly without inhibitions. It helps customers return to the store repeatedly. It helps build a sense of belonging between people and share their thoughts openly. Such a simple phrase, when inculcated in a culture can put 1000 strategies to shame.

2. Be Genuine:

Being genuine is a simple way to ensure that everything, everyone does an organisation has a sense of connection to the other person. It helps establish trust between its employees and between its employees and customers. Being genuine means being responsive to the needs of others. We can call it by any other name, but these two words ‘be genuine’ puts it succinctly.

3. Be knowledgeable:

Love what you do, share it with others. Loving what you do is being knowledgeable on your job. When your knowledge is shared between yourselves and the community, the overall level of engagement increases.

4. Be considerate:

This is the way Starbucks ensures that everyone within the organisation and its customers have a sense of being cared for. This philosophy that drives Starbucks and I would think this is something every other organisation can adopt.

5. Be Involved:

When you’re involved with what you do, your productivity increases. You effectiveness improves. Imagine spreading it like in eponymic across your division, your company, and the community and you have a surefire answer to success.

 What makes Starbucks do something that is so insanely simple and yet, delightfully magical? It is not their covfefe for sure!

And these are not just posters on the wall, or some card at deep within the drawer.

Each one has a specific action items for each of these that can translate into everyday activities and they are described in the subsequent pages. It is easy to brush off saying they are just a company that sells coffee. Imagine yourself of a company that sells something as commonplace coffee and some becoming a global name for the coffee experience. And to add to that its beverages are not cheap. To attract that sort of a premium over something that could be domestically available, I believe requires definitely a good strategy, but more importantly a wonderful culture as described above. Wait is time for each of us to take a cue from here and see how it can help us.

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Please do share your thoughts and feedback and I will be glad to learn from you.

The author is an entrepreneur with two decades of senior leadership experience in India and Asia-Pacific and now runs Futureshift, a boutique consulting outfit that helps businesses chart their digital marketing strategy with the @ZMOTly framework to achieve impactful outcomes. He is available at rajesh@futureshift.com.sg

In my earlier post, “Part 1: What Influencer are you? [6 types]” [Link], I shared with you the 6 types of Influence – Coercive, Reward, Position, Expert, Personal and Information.

We also saw how leadership is all about influencing people. We also shared on how different people can be influenced and are willing to be influenced.

In this part I share some frequently-asked-questions (FAQs), and thoughts post focuses on 6 sources of influence commonly used in the workplace. It is for you to use the right one that is appropriate for the occasion.

 Influence: FAQs

• Is it true that lower-level employees respond to influence sources such as coercive and reward while higher level employees respond more to other sources?

To assume that certain forms of influence work better with different levels of employees is a mistake. Research does suggest that more technically or functionally competent individuals respond to expert and information influence. Also, newer or less capable employees tend to respond to positional, reward, and coercive influence. However, these are stereotypes and not true in all situations. So, keep an open mind and use all sources of influence available to you.

• It seems that by focusing on influence I’m manipulating people. Isn’t that unethical?

Managers accomplish work through others. Your role includes influencing them. Using influence would only be manipulation if you used that influence for unethical or unprincipled motives.

• Are there other sources of influence that I should consider when dealing with peers or superiors?

When dealing with colleagues or superiors, ask yourself, "How can I best work with this person?" and " What types of influence will they respond to most quickly?"

• What is the difference between “socialized influence” that I have heard about and the discussion of influence covered here?

Socialized influence is a "motive" (motives energize our personal actions), and this article is about our sources of influence or our basis of social influence.

• Aren’t there other sources of influence, such as the power I get from knowing or associating with important people?

You might think that's another source of influence, but the association is just a connection to another person who has one of the six sources identified in the research. Associating with others can be a way of increasing your influence.

 How can I increase my influence?

TIPS

Managers can increase their influence. Generally, influence that is used, grows. For example, the more you use recognition and rewards to influence behaviour, the more that your reward power is perceived and understood by others. Some specific and perhaps obvious ways to increase your influence are listed here.

• Coercive influence can be increased by making others aware of times you have used this influence in the past.
• Reward influence is enhanced when rewards and recognition are publicly given.
• Position influence can be emphasized my noting the differences in roles between yourself and others.
• Expert influence is built with your skills and knowledge of your craft.
• Information influence is increased with careful sharing, and sometimes by letting others know you have information, but are unable to discuss it. That can also build personal influence as it is a demonstration of your integrity.
• Personal influence is about building personal relationships.

Finding common ground is a place to start. Demonstrating that you genuinely care about people is important. Making time for people is probably the key here.

TRAPS

Managers have a limited amount of influence. Because it is valuable, leaders should guard against the erosion of their influence. Below are common ways managers can lose influence.

• Coercive influence can be lost if you threaten sanctions or discipline, but rarely deliver. People can perceive that you either do not really have the influence or you are unwilling to use it.
• Reward influence is most commonly lost by dispensing rewards evenly, regardless of performance or contribution.
• Position influence erodes if you fail to perform the functions that others perceive as the responsibilities of that position. This erosion often is related to loss of influence in other areas. For example, employees expect that managers will differentiate performance and reward accordingly.
• Failing to make that differentiation decreases reward influence and position influence.
• Expert and Information influence erode when you give expertise or information to people whose goals are not consistent with the organizational goals, or when you give them to everyone.
• Personal influence is the most difficult to build and easiest to lose. It is lost because of lack of attention to relationship or failure of character such as dishonesty or lack of trustworthiness.

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Please do share your thoughts and feedback and I will be glad to learn from you.

**The author is an entrepreneur with two decades of senior leadership experience in India and Asia-Pacific and now runs Futureshift, a boutique consulting outfit that helps businesses chart their digital marketing strategy with the @ZMOTly framework to achieve impactful outcomes. He is available at rajesh@futureshift.com.sg **

If you have been a leader in whatever capacity, you must learn to use one thing – Influence. While, Influence can have different connotations for different people, Influence is determined by only one thing – the ability to achieve desired outcomes.

Leadership is all about influencing people. Understanding why and how different people can be influenced and are willing to be influenced, can and will make you an effective leader. This article focuses on six sources of influence commonly used in the workplace. It is for you to use the right one that is appropriate for the situation.

Leadership is all about influencing people. Understanding why and how different people can be influenced and are willing to be influenced, can and will make you an effective leader.

Note: None of the types of influence listed below is good or bad in isolation. The use of influence is situational and person dependent and hence it depends on what works best with minimal conflict.

There are broadly 6 types of influence –

1. Coercive influence is based upon the leader’s capability to punish.
2. Reward influence is based on the leader’s ability to dispense rewards.
3. Position influence is based upon the tendency of people to respond to individuals in higher positions.
4. Expert influence is based upon your skill or expertise which others may hold in high regard. Information influence is based upon the information or knowledge you have that’s not available to others.
5. Personal influence is based upon your individual personality and charisma, and the relationships you create.
6. Information influence is based on your fact that you hold information or knowledge that others do not have access to. This is a bit different from Expert influence where the influence is because you have deep knowledge on the subject.

Some of your influence comes from the organization that you work for and your position/ title (Example – “Manager”, “Vice President”). But much of your influence comes from you personally or your ability to work within the organization. The ability to influence is important to managers. It directly affects whether they can get things done. That’s what managers get paid for!

This addresses three sets of questions:

1. What is the ability to influence about, and what are its sources?
2. How can I use my influence effectively?
3. How can I maintain and, if needed, increase my own influence?

Influence: Basics

As you explore each source of influence, think of your management situation. Ask yourself:

• “How does this type of influence apply to me?”
• “Do my employees respond to this type of influence?
• “Do I use this influence too much… too little?”
• “Do I need more?”

Understanding sources of influence is only half of what you need. Using it effectively is the other half.

Coercive influence

Coercive influence is based upon the leader’s capability to punish. “Punishment” can be everything from verbal reprimands, to assigning undesirable work tasks, or even termination. Managers can use this source of influence by being quick to dispense punishment, or simply reminding others that punishment can be dispensed.

Example:

A manager joked with employees by pretending to “fire” them when he wasn’t pleased. “You’re late with that proposal. Looks like I’ll have to fire you again. That’s twice this week.” The manager was inadvertently reminding employees of the coercive influence he held.

Use this source of influence when:

• other sources of influence are not working
• you are dealing with unsatisfactory performance or behaviour

Don’t use this source of influence when:

• other, less negative, influences will work

Reward influence

Reward influence is based on the leader’s ability to dispense rewards. We tend to think of rewards as money. “Rewards” are also praise, recognition, good job assignments, access to information — anything that’s perceived as positive or desirable.

Example:

The popular book, The One-Minute Manager, suggested that managers should “look for people doing something right” and give them praise and recognition and rewards.

Use this source of influence:

• anytime!

Don’t use this source of influence when:

• you might be sending conflicting messages with unsatisfactory performers

Position influence

Position influence is using people’s tendency to a respond to individuals in higher positions. Jobs higher in the organizational hierarchy typically carry more influence than those lower in the hierarchy. Sometimes it’s simply the perception of being high in the hierarchy that creates the impression of influence.

Example:

Your employee needs a shipment sent out quickly and comes to you because Distribution department will only expedite shipments with a manager’s signature.

Use this source of influence when:

• you’re new to a department and other sources of influence levels are low
• you need to get things done with other parts of the organization

Don’t use this source of influence when:

• more personal influence sources will work as effectively

Expert influence

Expert influence is based upon your skill or expertise which others may hold in high regard. You’re a manager, but you also have functional or technical expertise. People may respond to you from a skill perspective more favorably than from other influence bases. This is especially true with some professional groups.

Example:

A colleague of mine is an expert at IPD and project management. He frames discussions in project management terms and often talks about his experiences.

Use this source of influence when:

• when dealing with specialty subjects where your credibility is high
• dealing with other experts

Don’t use this source of influence when:

• your expertness could be perceived as bragging or ego
• your audience does not value the expertise

Personal influence

Personal influence is based on your individual personality, charisma, and the relationships you create. People tend to want to do things for individuals they like and respect — even managers! The common characteristics of honesty, kindness, and interest in people can be powerful.

Example:

A co-worker mentioned that he was doing a piece of work we both hated. When I asked why, he responded, “How could I say no to Peter? He’s such a great guy.”

Use this source of influence when:

• all the time

Don’t use this source of influence when:

• employees invite you home to meet their mothers

Information influence

Information influence is the fact that you have information or knowledge not available to others. Because of your position or relationships, you may have information others don’t have. Information can be influential power. It may give you inside knowledge of events or insights that increase other sources of power.

Example:

Managers often receive pre-announcement packages that give them information ahead of others. They can use this to anticipate reactions and plans.

Use this source of influence when:

• you are new and other sources of influence sources are low
• sharing the information could improve work tasks or relationships

Don’t use this source of influence when:

• the information could hurt people
• you’ve promised to hold the information as confidential

As you review the sources of influence, you probably recognize some as sources you are using now. Other sources, perhaps not. Every manager’s job is different. You need to assess your situation and decide how you will use your influence. You have probably seen that some of the sources of influence come mainly from the organization, and others come from within yourself. Don’t think that you can change only the latter. Remember: the ability to influence another person is power.

In my next post, I will share with you a few FAQs on Influence, How you can increase your influence with a few tips and traps.

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Author’s note – I would not recommend one type of influence over the other, though I have given examples of each. It would be a great idea for you to relate to one or two people / situations in your personal experience who use that particular influence types and feel free to comment and share your thoughts below. This will help the community too and I will be glad to learn from you.

In Part 2 of this, I will talk about a few FAQ, on how to improve your influence and tips and traps. [Link here]

Please do share your thoughts and feedback.

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**The author is an entrepreneur with two decades of senior leadership experience in India and Asia-Pacific and now runs Futureshift, a boutique consulting outfit that helps businesses chart their digital marketing strategy with the @ZMOTly framework to achieve impactful outcomes. He is available at rajesh@futureshift.com.sg **