WHY

  • Culture

    Assessing three key cultural strands (geography, people and organisation) gives us an understanding of the cultural landscape in which we’re operating. Here we look at some of the considerations and questions needed to fully understand these cultural factors in any influence challenge.

  • Strategy

    Often the situations we seek to influence are highly complex, with many individuals involved. Developing a strategy at the outset allows us to focus on the long-term big picture and understand the landscape, whilst quickly identifying gaps in knowledge and how to use resources more efficiently. It provides a common framework and language for tackling the most complex business challenges.

  • Planning

    Applying conscious thought to how we seek to influence an individual ensures that we approach each interaction with set outcomes in mind and a clear route of how to achieve them. Our Short Term Influence Plan and Long Term Influence Plan provide the frameworks to do this.

  • Influence Skills

    There are three parts to the skills that make up an elite influencer: Understand, Communicate and Influence.

  • Understand - Profiling

    Developing an understanding of an individual and how they see the world is the first step to successfully influencing that person. Our DNA of Influence model provides a common framework to do this, allowing us to tailor our influence approach and bring focus to each interaction.

  • Understand - Frame Formation

    Every individual has their own perspective, or frame, on a situation or issue. From experience to personality, there is a wide range of factors that can affect this. Here we examine what those factors are, how they can impact upon a person’s perspective on particular issues, and, importantly, what we can do to change that.

  • Understand - Elicitation and Listening

    Asking good questions and actively listening to responses not only allows us to gain vital information, but also acts as an essential route to stronger relationships. Our Listening Wheel and Elicitation Funnel models help us to hone those skills.

  • Communicate - Interpersonal Communications

    Information is projected unconsciously through voice, body and facial expressions. We explore these three channels and give you the ability to recognise, understand and use a person’s hidden emotional state, using our Communication Triangle.

  • Communicate - Emotional Management

    In this unit, we explore how to adjust emotional and cognitive load to neutralise conflict and set the conditions for successful relationship building, using such tools as the Emotional Management Protocol. You will also learn how to control your own emotional state when under pressure.

  • Communicate - Rapport and Empathy

    Here we explore the mechanisms, processes and risks encountered in human interaction and how different types of empathy can be used to build rapport and trust. We provide you with the tools needed to gauge and control the rapport levels in your interactions, such as the Rapport Escalator. 

  • Influence - Assessing Credibility

    The ability to identify when someone has the expertise, dynamism and trustworthiness to deliver what they promise can be vital to achieving our goals. Here we look at these three core elements of credibility and look at how we can make an accurate assessment of them.

  • Influence - External Influence Factors

    This unit explores how the six areas of societal pressure can influence a person’s mindset and behaviour. These universal principles of influence are linked directly to psychological characteristics, which can be understood by looking at a person’s filters, experience and perspective. 

  • Influence - Internal Influence Factors

    Exploring and understanding a person’s intrinsic motivations, and their basic desires and fears, is a key part of our influence approach. Using tools and techniques such as the Emotional Levers Model, we explore how to influence a person’s mindset and ultimately change their behaviour.

  • Influence - Influence Styles

    There are many ways that we can portray ourselves in an interaction. Do we want to appear as an expert authority or a friendly collaborator? Here we look at how we can adapt the way we present ourselves using key aspects of the methodology.