Getting What You Need.....Indirectly

As a leader, what strategies do you use when asking doesn't work?

Getting people to do what you want is difficult, especially if you lack sufficient authority......or the environment is very political.  When direct techniques like asking fail, try more subtle approaches:

• Talk less, listen more. Colleagues are less likely to resist when you've taken the time to acknowledge their concerns. Listen to their worries and make sure your solutions recognize them.
• Help them to like you. It's hard to say no to someone you like. We tend to like people who share our background and interests, or who show interest in us personally. Recognition of good work also works. If your colleague does a good job, tell him.
• Do a favour. Doing something for someone gives you influence and helps colleagues see a different side of you. Everyone understands the need to repay what another person has given them.

Adapted from Guide to Managing Up and Across (HBR Press).

Mentoring - Getting the Right Start

As a leader, do you take advantage of mentoring to build and refine your skills?

Leaders need mentors.  Few of us can truly be as effective as we'd like without a solid mentoring relationship in place.  Once you've secured a mentor, kick off the relationship the right way. Here are three things you can do as a mentee to help create a successful partnership:

• Get to know your mentor. Don't immediately ask for advice. Take the time to acquaint yourself with your mentor. Ask questions about her experience and working style, and share in return.
• Air concerns. You may be nervous about admitting your mistakes and fears. Establish an expectation of confidentiality up front, and remember this discretion should be mutual.
• Set milestones. To gauge progress, set goals and chart a path to achieve them. To expedite the process, draft a list of milestones and ask your mentor for feedback.

Adapted from Guide to Getting the Mentoring You Need (HBR OnPoint Collection).

Setting Direction for Your Staff

As a leader, how do you set direction for your staff?

Persuading people to believe in your ideas or the direction you set is a critical leadership skill. But too many leaders don't know how. Here are three things to try next time you need to gain consensus or set direction:

• Don't make the hard sell. Setting out a strong position at the start gives potential opponents something to fight. It's better to present your position with reserve, so you can adjust it if needed.  You might find that input from others will actually improve your ideas.
• Don't resist compromise. Compromise is not surrender. People want to see that you are flexible enough to respond to their concerns and incorporate their perspectives.  And they might well be introducing thinking that you hadn't even considered.
• Don't assume it's a one-shot deal. Bringing people on board is a process. You'll rarely arrive at where you want to be on the first try. Listen, test your position, and then refine it based on both the group's input and initial efforts.

 Adapted from Guide to Managing Up and Across (HBR OnPoint Collection).