{"id":131,"date":"2019-05-28T07:23:19","date_gmt":"2019-05-28T07:23:19","guid":{"rendered":"https:\/\/www.socra.org\/blog\/?p=131"},"modified":"2019-05-29T14:14:04","modified_gmt":"2019-05-29T14:14:04","slug":"cra-leadership-influencing-without-authority-clinical-research","status":"publish","type":"post","link":"https:\/\/www.socra.org\/blog\/cra-leadership-influencing-without-authority-clinical-research\/","title":{"rendered":"Influencing Without Authority"},"content":{"rendered":"\n<figure class=\"wp-block-image\"><img decoding=\"async\" loading=\"lazy\" width=\"1024\" height=\"512\" src=\"https:\/\/www.socra.org\/blog\/wp-content\/uploads\/2019\/05\/Copy-of-Copy-of-CRA-Technology-Blog-Post-1024x512.png\" alt=\"\" class=\"wp-image-142\" srcset=\"https:\/\/www.socra.org\/blog\/wp-content\/uploads\/2019\/05\/Copy-of-Copy-of-CRA-Technology-Blog-Post.png 1024w, https:\/\/www.socra.org\/blog\/wp-content\/uploads\/2019\/05\/Copy-of-Copy-of-CRA-Technology-Blog-Post-300x150.png 300w, https:\/\/www.socra.org\/blog\/wp-content\/uploads\/2019\/05\/Copy-of-Copy-of-CRA-Technology-Blog-Post-768x384.png 768w\" sizes=\"(max-width: 1024px) 100vw, 1024px\" \/><\/figure>\n\n\n\n<p style=\"text-align:center\"><strong>Barbara van der Schalie, MS<\/strong><br><strong>Learning and Professional Development Manager<\/strong>  <br><strong>Clinical Research Directorate, Clinical Monitoring Research Program<\/strong> <br><strong>Leidos Biomedical Research<\/strong><\/p>\n\n\n\n<p><strong><em>Abstract<\/em><\/strong><em>: Effectively exercising influence, even when one may not have the formal authority to mandate action, is a challenge many clinical research professionals face in their daily work. This article describes the interpersonal and leadership skills necessary to ensure that one\u2019s agenda is not only considered but actively requested, and how successful professionals build networks of relationships with stakeholders and influencers. This article explains the difference between influence and authority, identifies different sources of influence, and describes different influencing styles. <\/em><\/p>\n\n\n\n<p><em>Disclaimers: <\/em><\/p>\n\n\n\n<ul><li><em>This project has been funded in whole or in part with federal funds from the National  Institutes of Health\u2019s National Cancer Institute, under Contract No. HHSN261200800001E. The content of this publication does not necessarily reflect the views or policies of the Department of Health and Human Services, nor does mention of trade names, commercials products, or organizations imply endorsement by the United States government. <\/em><\/li><\/ul>\n\n\n\n<!--more-->\n\n\n\n<h2><strong>Introduction<\/strong><\/h2>\n\n\n\n<p>The ability to influence\nother people without having the authority to do so has become increasingly\nimportant for many reasons. \u201cSubject Matter Experts\u201d \u2014 those recognized by\ntheir peers as an authority on a particular topic \u2014who have no formal,\nposition-based power, have become more valuable in the workplace as they lead\nfrom the middle even if they are not necessarily supervisors or managers.&nbsp; <\/p>\n\n\n\n<p>Recent trends in\norganizational structures have seen an increase in partnerships, networks, and\nmatrix management. Matrix management means that instead of having one manager, multiple\nmanagers serve critical roles directing activities and exerting influence. This\norganizational structure presents another reason to cultivate the ability to\ninfluence without authority.<\/p>\n\n\n\n<p>There has also been a\nrealization that professional relationships require more than knowledge to positively\ninfluence clients and colleagues. Relationships break down when there is a lack\nof sensitivity to differences in values and beliefs.&nbsp; The ability to influence someone in the\nworkforce diminishes when individuals have opposing values or beliefs and the\npotential influencer lacks authority.&nbsp; It\nis important for potential influencers to recognize their personal social\nstyles, leadership skills, and knowledge strengths so that they better understand\nhow their customers view them. &nbsp;<\/p>\n\n\n\n<h2><strong>Influence and Authority <\/strong><\/h2>\n\n\n\n<p>For this article, influencing\nis defined as:<\/p>\n\n\n\n<p>\u201cThe\nability to win others to one\u2019s way of thinking, to be persuasive, to be able to\nchange people\u2019s minds without resentment, regardless of one\u2019s position in the\norganization.\u201d<\/p>\n\n\n\n<p>Exerting influence and exercising\nauthority are very different processes (Table 1). Authority is easily\nrecognized, while influence is not; it is achieved by suggestions and support. A\nperson may listen to a boss who will be doing his\/her performance review; however,\nif the boss was no longer the boss, the person may dismiss the former boss\u2019s\nideas in the absence of formal authority. Authority is position-dependent, yet influence\nis relationship-dependent. <\/p>\n\n\n\n<p>Authority represents\nrole-derived power that can direct, control, and demand; it requires direct\ninteraction. For this reason, authority is also difficult to maintain because\nit comes from an external source.&nbsp; <\/p>\n\n\n\n<h2><strong>Sources of Influence<\/strong><\/h2>\n\n\n\n<p>There are many sources of\ninfluence, including: legitimate authority, contingent rewards\/punishments, access\nto information, personal connections, subject matter expertise, and charisma (see\nTable 2).<\/p>\n\n\n\n<p>Legitimate authority puts bosses\nin a position to influence employees due to organizational hierarchy. <\/p>\n\n\n\n<p>Behaviors can be influenced\nbased on the possibility of rewards and\/or punishments. <\/p>\n\n\n\n<p>Access to information, such\nas knowledge about what is going on in the organization or technical knowledge,\nsupports an influential role for those who are willing to share the information\nthey possess. &nbsp;<\/p>\n\n\n\n<p>Connections are another\nsource of influence. Establishing good relationships as well as making\nconnections with colleagues in your organization facilitates the ability to\ninfluence others as well as willingness to share those connections, once\nestablished. In the workplace, administrative staff members often exert this\ntype of influence.<\/p>\n\n\n\n<p>Subject matter experts and charismatic\nindividuals are other sources of influence. A subject matter expert is someone\nwho is recognized within the organization as an expert on a particular topic;\nthis individual\u2019s influence is a result of sharing his or her subject matter\nexpertise with those who request it. Charisma is more difficult to characterize,\nyet may be defined as \u201ccompelling attractiveness or charm that can inspire\ndevotion in others.\u201d Compelling attractiveness can translate into influence\nover others.<\/p>\n\n\n\n<p>Clinical\nresearch professionals should consider which sources of influence they are most\ncapable of exerting and which are most compelling to those who are being\ninfluenced. <\/p>\n\n\n\n<h2><strong>Influencing Skills <\/strong><\/h2>\n\n\n\n<p>Within cross-functional teams,\nthere is a fine art to exerting influence, which includes building teams, understanding\norganizational politics, and persuading constructively. Effective influencers\nare usually opinion leaders who understand the issues being considered. They\nare trustworthy and often have cultivated many positive connections. Effective\ninfluencers use their knowledge and connections to help others. <\/p>\n\n\n\n<p>Influence is built upon competence,\nclarity, and relationships (Table 3). Competence consists of credibility and\ncomposure. Relationships are built on likeability and reciprocity, while clarity\nis based on commitment. <\/p>\n\n\n\n<p>Credibility and composure are\ncritical success factors for competence. Credibility requires trustworthiness,\nexpertise, passion, and sincerity. Achieving trustworthiness is difficult, and\nonce achieved is fragile and easily diminished. Expertise includes knowing when\nto consult someone with more expertise. Passion, or positive energy that\nengages people, is also part of credibility. Sincerity means being genuine and\nauthentic in what one is telling others. Finally, composure is a sense of self-possession\nand poise that inspires confidence.<\/p>\n\n\n\n<p>Business relationships and\npersonal interactions are closely intertwined. In order to influence people, it\nis necessary to get to know them and keep in touch with them. It is also\nnecessary to build trust, which is done incrementally and remains fragile.\nTrust may take years to build, but can be shattered in a minute. It is not\npossible to antagonize a person and influence him or her at the same time. <\/p>\n\n\n\n<p>Likability means having\nqualities that inspire others to like a person. There are more than 40\nattributes of likability, none of which are related to appearance or someone\u2019s\njob. Likability has to do with who the person is and requires self-awareness.\nPeople who are likable see themselves as others see them. Reciprocity, another\nelement of relationships that influence, is mutual exchange or dependence, or the\nability to give and take. Each person must offer something.<\/p>\n\n\n\n<p>Clarity means being clear about\nwhat one wants, what one has to offer, and where the lines will be drawn in\nterms of what one is willing to do. It is important to have clear communication\nabout what one wants and what one will or will not do. Communication must be in\nthe style of the listener. The other aspect of clarity, commitment, involves\ndedication to a long-term course of action and maintaining relationships.<\/p>\n\n\n\n<p>Different influencing skills\nwork on different people. Some people are only influenced by competence and\ncredibility, while others care more about commitment, clarity, and likability.<\/p>\n\n\n\n<h2><strong>Currencies <\/strong><\/h2>\n\n\n\n<p>Currencies are an indication\nof what one person can offer another person (Table 4). Types of currencies are:<\/p>\n\n\n\n<ul><li>Inspiration<\/li><li>Task<\/li><li>Position<\/li><li>Relationship<\/li><li>Personal<\/li><\/ul>\n\n\n\n<p>Inspiration-related currencies\nare important to those who want to find meaning in what they are doing. These\nare people who want to do the right thing.&nbsp;\nThe opportunity to serve others is an example of an inspiration-related\ncurrency.<\/p>\n\n\n\n<p>Task-related currencies are\nthose associated with completing a current task or job, and they appeal to\nthose who want to feel like they have accomplished something. Resources, such\nas personnel, supplies, money, or expertise, are often attractive to those who\nare motivated by task-related currencies. <\/p>\n\n\n\n<p>People who are influenced by position-related\ncurrencies focus on recognition. They are influenced by visibility and like to\nbe recognized for their contribution. &nbsp;<\/p>\n\n\n\n<p>Relationship-related\ncurrencies influence those who want to \u201cbelong\u201d or be part of a larger group. These\npeople want strong relationships with their team and their colleagues.\nRelationship-related currencies make people feel connected.<\/p>\n\n\n\n<p>Personal currencies are based\non relationships on an individual, one-to-one level. People who are influenced\nby personal currencies want to feel gratitude and empowerment.&nbsp; <\/p>\n\n\n\n<h2><strong>Influencing Styles <\/strong><\/h2>\n\n\n\n<p>Push and pull are two types\nof influencing styles. The rationale for a push influencing style is that convincing,\nwell-supported proposals will influence people (see Table 5). The success factors\nare the quality of the proposal, the information given, and the ability to ensure\nthat others listen to those proposals. Push influence is achieved in a group\nformat.<\/p>\n\n\n\n<p>Push influence is most\neffective when the recipient of the influence has little experience or\nunderstanding of the issue, and recognizes the need for help or guidance. Push\ninfluence also works best when the recipient has no vested interest in\nmaintaining the status quo, does not feel threatened by accepting the new\nproposal, and trusts the influencer\u2019s motives.<\/p>\n\n\n\n<p>Pull influence, which is\nusually used when push influence does not work, is based on the rationale that\npeople are influenced more readily by proposals that are based on their needs,\nmotives, aspirations, and concerns (see Table 6). Pull influence is achieved on\na one-to-one basis. <\/p>\n\n\n\n<p>Pull influence is most\neffective when the recipient of the influence has strong opinions and does not want\nto change. &nbsp;The influencer must understand\nwhy the person does not want to change and be willing to address the person\u2019s\nconcerns. Pull influence also works best when the recipient has a vested\ninterest in the status quo and the influencer does not know what the other\nperson will find acceptable. The influencer should know the audience and build\ntrust in order for pull influence to be successful.<\/p>\n\n\n\n<p>Whether the influencer uses\npull or push influence, clarity and relationship maintenance are required in\ninfluencing cross-functional groups. When influencing others, it is necessary\nto be clear about the goal, including the goal of each group member. It is also\nnecessary for individuals to know what they will gain by agreeing to do what\nthe influencer suggests and what their management thinks. <\/p>\n\n\n\n<p>The influencer needs to know\nabout each person\u2019s competencies and areas of expertise. In order to exert\ninfluence, the influencer must respect each person and understand the existing\nrelationships of group members. In understanding the relationships, listening\nand inquiry skills are crucial. The influencer must talk to each group member\nand keep everyone informed and updated. Organizational interests must always\ncome first.<\/p>\n\n\n\n<p>Teams are most effective when\nthere are no assumptions and clarity reigns. Influencing teams, especially in a\nmatrix organization, requires cohesiveness and merging of the vision, purpose,\ngoals, objectives, roles, and responsibilities. By looking at team composition\nand celebrating those who can innately lead by influencing, it is evident that management,\nthe team, and ultimately patients will benefit from an influence-based approach\nto problem solving. &nbsp;&nbsp;&nbsp;<\/p>\n\n\n\n<p>#&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; #&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; # <strong><br>\n<\/strong><\/p>\n\n\n\n<h3><strong>TABLE 1<\/strong><\/h3>\n\n\n\n<p><strong>The\nDifference between Influence and Authority <\/strong><\/p>\n\n\n\n<ul><li>Influence: <ul><li>Achieved by supporting others and suggestions<\/li><li>Independent of position <\/li><li>Indirect and intangible<\/li><li>Difficult to detect<\/li><li>More easily maintained due to internal choice<\/li><\/ul><\/li><li>Authority:<ul><li>Achieved by control and command<\/li><li>Position driven<\/li><li>Direct interaction<\/li><li>Easily recognized<\/li><li>Difficult to maintain due to its external source<\/li><\/ul><\/li><\/ul>\n\n\n\n<p><strong><br>\n<\/strong><\/p>\n\n\n\n<h3><strong>TABLE 2<\/strong><\/h3>\n\n\n\n<p><strong>Sources\nof Influence<\/strong><\/p>\n\n\n\n<ul><li>Legitimate authority<\/li><li>Rewards and punishments<\/li><li>Information<\/li><li>Connections<\/li><li>Expertise<\/li><li>Charisma<\/li><\/ul>\n\n\n\n<p><strong><br>\n<\/strong><\/p>\n\n\n\n<h3><strong>TABLE 3<\/strong><\/h3>\n\n\n\n<p><strong>Influencing\nSkills<\/strong><\/p>\n\n\n\n<ul><li>Competence:<ul><li>&nbsp;Credibility:<ul><li>Trustworthiness<\/li><li>Expertise<\/li><li>Passion<\/li><li>Sincerity<\/li><\/ul><\/li><li>Composure:<ul><li>Sense of self-possession and poise<\/li><\/ul><\/li><\/ul><\/li><li>Relationships:<ul><li>Likability:<ul><li>Having qualities that inspire \u201cliking\u201d<\/li><\/ul><\/li><li>&nbsp;Reciprocity:<ul><li>Mutual exchange or dependence<\/li><\/ul><\/li><\/ul><\/li><li>Clarity:<ul><li>Commitment:<ul><li>Dedication to a long-term course of action<\/li><\/ul><\/li><\/ul><\/li><\/ul>\n\n\n\n<p><strong><br>\n<\/strong><\/p>\n\n\n\n<h3><strong>TABLE 4<\/strong><\/h3>\n\n\n\n<p><strong>Types of\nInfluencing Currencies<\/strong><\/p>\n\n\n\n<ul><li>Inspiration-related currencies:<ul><li>People want to find meaning in what they are doing<\/li><li>People want to do the \u201cright thing\u201d<\/li><li>People want to contribute to valuable causes<\/li><li>&nbsp;\u201cValue\u201d and \u201cintegrity\u201d <\/li><\/ul><\/li><li>Task-related currencies:<ul><li>People relate to the task at hand and getting the job done<\/li><li>Usually resource driven: money, personnel, supplies, or expertise<\/li><\/ul><\/li><li>Position-related currencies:<ul><li>People focus on recognition, reputation, and visibility<\/li><li>People want to climb the organizational ladder<\/li><li>People want to be recognized for their contribution<\/li><\/ul><\/li><li>Relationship-related currencies:<ul><li>People want to belong<\/li><li>People want strong relationships with their team and colleagues<\/li><li>People want to feel connected to others<\/li><\/ul><\/li><li>&nbsp;Personal-related currencies:<ul><li>People want to relate to others on the individual level<\/li><li>Gratitude<\/li><li>Empowerment<\/li><li>Make working with a person easy<\/li><\/ul><\/li><\/ul>\n\n\n\n<p><strong><br>\n<\/strong><\/p>\n\n\n\n<h3><strong>TABLE 5<\/strong><\/h3>\n\n\n\n<p><strong>Push\nInfluencing Style<\/strong><\/p>\n\n\n\n<ul><li>Rationale: <\/li><li>People are\ninfluenced by convincing, well-supported proposals<\/li><li>Success factors: <\/li><li>Quality of the\nproposals<\/li><li>Information given<\/li><li>Ability to get those\nproposals heard by shutting others out<\/li><li>Most effective when the recipient:<\/li><li>Has little\nexperience or understanding of the issue and recognizes the need for help or\nguidance<ul><li>Has no vested\ninterest in the status quo and does not feel threatened by accepting the\nproposal<\/li><\/ul><\/li><li>Recognizes the\nlegitimacy of the influencer\u2019s power base (e.g., expert, position, or physical)<\/li><li>Trusts the\ninfluencer\u2019s motives<\/li><\/ul>\n\n\n\n<p><strong><br>\n<\/strong><\/p>\n\n\n\n<h3><strong>TABLE 6<\/strong><\/h3>\n\n\n\n<p><strong>Pull\nInfluencing Style<\/strong><\/p>\n\n\n\n<ul><li>&nbsp;Rationale: <ul><li>People are influenced more readily by uncovering their needs,\n      motives, aspirations, and concerns<\/li><\/ul><\/li><li>&nbsp;Success factors: <ul><li>Quality of questions used to test understanding and seek\n      information<\/li><li>Ability to build on ideas and proposals<\/li><\/ul><\/li><li>Most effective when:<ul><li>The recipient has:<ul><li>Strong opinions and views<\/li><li>A vested interest in the status quo and could have difficulty in\n       accepting the influencer\u2019s proposals<\/li><\/ul><\/li><li>It is unknown what the recipient will find acceptable<\/li><li>The influencer has no recognized power base or does not want to\n      use an established power base<\/li><li>The influence attempt needs to have a long-lasting effect, such\n      as obtaining more than compliance from the recipient<\/li><li>The relationship between the two parties is new or there is a\n      history of mistrust<\/li><li>Previous attempts using a push style have failed<\/li><\/ul><\/li><\/ul>\n","protected":false},"excerpt":{"rendered":"<p>Barbara van der Schalie, MSLearning and Professional Development Manager Clinical Research Directorate, Clinical Monitoring Research Program Leidos Biomedical Research Abstract: Effectively exercising influence, even when one may not have the formal authority to mandate action, is a challenge many clinical research professionals face in their daily work. This article describes the interpersonal and leadership skills &hellip; <\/p>\n<p><a href=\"https:\/\/www.socra.org\/blog\/cra-leadership-influencing-without-authority-clinical-research\/\" class=\"more-link\">Continue reading <span class=\"screen-reader-text\">Influencing Without Authority<\/span> &rarr;<\/a><\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"om_disable_all_campaigns":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0},"categories":[35],"tags":[33,36,34],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v15.6.2 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Leadership: Influencing Without Authority in Clinical Research<\/title>\n<meta name=\"description\" content=\"Effectively exercising influence, even when one may not 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