As product managers, we’ve all experienced it: a sense of frustration when you’re accountable for delivering value without having any authority over the people that are critical to delivering that value. Whether’s it’s stakeholders, customers, developers, designers, there’s only so much we can do to influence and create the level of buy-in or cooperation required to create successful products.

In Influence without Authority (2005) Allan R. Cohen and David L. Bradford explore ways in which we can influence others without having authority over them. Cohen and Bradford’s “Model of Influence without Authority” forms the backbone of this book (see Fig. 1 below).

 

Fig. 1 – Summary of the Cohen-Bradford Model of Influence without Authority – Taken from: https://uk.pinterest.com/pin/328270260312405687/

“Influence without Authority” outlines the key components of this model, illustrating the scenarios in which the model can be applied. These are the three learning points I took away from reading this book:

1. The currencies of exchange – The aforementioned Cohen-Bradford model is based on exchange and reciprocity – making trades for what you desire in return for what the other person desires. There are number of potential currencies that one can use to trade (see Fig. 2 below).
2. Gaining clarity on your objectives – For the Cohen-Bradford model to work effectively, it’s important that you figure out exactly what you want, and prioritise your goals accordingly (see Fig. 3 below).
3. Deciding with whom to attempt exchanges – The ability to consider and decide potential allies to exchange is a critical part of the Cohen-Bradford model and the book outlines some valuable considerations how to exchange directly with a potential ally (see Fig. 4 below).

Fig. 2 – Frequently valued currencies – Taken from Allan R. Cohen and David L. Bradford, “Influence without Authority”, pp. 36 – 51

Inspiration related currencies:

Inspiration related currencies reflect inspirational goals that provide meaning to the work a person a does.

• Vision – You can help overcome personal objections and inconvenience if you can inspire the potential ally to see the larger significance of your request.
• Excellence – The opportunity to do something really well and pride in having the chance to accomplish important work with genuine excellence can be highly motivating.
• Moral/ethical correctness – Probably most members of organisations would like to act according to what they perceive to be ethical, moral, altruistic or correct thing to do.

Task related currencies:

Task related currencies are directly related to getting the job done. They relate to a person’s ability to perform his or her assigned tasks or to the satisfactions that arise from accomplishment.

• New resources – Resources such as budget, people, space, equipment or time are important currencies when it comes to enabling someone to get the job done.
• Challenge – The chance to work at tasks that provide a challenge or stretch is one of the most widely valued currencies in modern organisational life.
• Assistance – Although large numbers of people desire increased responsibilities and challenge, most have tasks they need help on or would be glad to shed.
• Organisational support – This currency is most valued by someone who is working on a project  and needs public backing or behind-the-scenes help in selling the project to others.
• Rapid response – It can be worth a great deal for a colleague or boss to know that you will respond urgently to requests.
• Information – Recognising that knowledge is power, some people value any information that may help them shape the performance of their unit.

Position related currencies:

These currencies enhance a person’s position in the organisation and, thereby, indirectly aid the person’s ability to accomplish tasks or advance a career.

• Recognition – Many people gladly will extend themselves for a project when they believe their contributions will be recognised, so it’s importance to spread recognition around and recognise the right people.
• Visibility to higher ups – Ambitious employees realise that, in a large organisation, opportunities to perform for or to be recognised by powerful people can be a deciding factor in achieving future opportunities, information, or promotions.
• Reputation – Reputation is another variation on recognition. A good reputation can pave the way for lots of opportunities while a bad one can quickly shut the person out and make it difficult to perform.
• Insiderness – For some members, being in the inner circle can be most valued currency. One sign of this currency is having insider information, and another is being connected to important people.
• Importance – A variation on the currency of inside knowledge and contacts is the chance to feel important. Inclusion and information are symbols of that, but just being acknowledged as an important player counts for the large number of people who feel their value is under recognised.
• Contacts – Related to many of the previous currencies is the opportunity for making contacts, which creates a network of people who can be approached when needed for mutually helpful transactions.

Relationship related currencies:

Relationship related currencies are more connected to strengthening the relationship with someone than directly accomplishing the organisation’s tasks.

• Acceptance / Inclusion – Some people most value the feeling that they are close to others whether an individual or a group/department. They are receptive to those who offer warmth and liking as currencies.
• Understanding / listening / sympathy – Colleagues who feel beleaguered by the demands of the organisation, isolation or unsupported by the boss, place an especially high value on a sympathetic ear.
• Personal support – For some people, at particular times, having the support of others is the currency they value most. When a colleague is feeling stressed, upset, vulnerable, or needy, he will doubly appreciate – and remember – a thoughtful gesture.

Personal currencies:

These currencies could form an infinite list of idiosyncratic needs. They are valued because they enhance the individual’s sense of self. They may be derived from task or interpersonal activity.

• Gratitude – While gratitude may be another form of recognition or support, it is a not necessarily job-related one that can be valued highly by some people who make a point of being helpful to others. For their efforts, some people want appreciation from the receiver, expressed in thanks or deference.
• Ownership/Involvement – Another currency often valued by organisational members is the chance that they feel that they are partly in control of something important or have a chance to make a major contribution.
• Self – concept – These currencies cover those that are consistent with a person’s image of himself or herself.
• Comfort – Some individuals place high value on personal comfort. Lovers of routine and haters of risk, they will do almost anything to avoid being hassled or embarrassed.

Negative currencies:

Currencies are what people value. But it is also possible to think of negative currencies, things that people do not value and wish to avoid:

‘Withholding payments’

• Not giving recognition
• Not offering support
• Not providing challenge
• Threatening to quit the situation

‘Directly undesirable’

• Raising voice, yelling
• Refusing to cooperate when asked
• Escalating issue upwards to common boss
• Going public with issue, making lack of cooperation visible
• Attacking person’s reputation, integration

Fig. 3 – Gain clarity on your objectives – Taken from Allan R. Cohen and David L. Bradford, “Influence without Authority”, p. 82

• What are your primary goals?
• What personal factors get in the way?
• Be flexible about achieving goals.
• Adjust expectation of your role and your ally’s role.

Fig. 4 – Deciding with whom to attempt exchanges – Taken from Allan R. Cohen and David L. Bradford, “Influence without Authority”, pp. 134 – 136

• Centrality of the ally – How powerful is the other person? Power means more than hierarchical position: What needed resources does he or she control? How exclusive is the person’s control of those resources? How dependent are you on that person for success?
• Amount of effort / credits needed – Do you already have a relationship with the person, or will you be starting from scratch? Is the person likely to insist on trading in currencies you do not command or cannot gain access to? Will the person be satisfied as long as you at least pay your respects and stay in touch, without asking anything directly?
• Alternatives available – Do you know anyone whose support will help gain the support of the potential ally? In other words, who can influence the ally if you are not able to directly? If you can’t influence the person in the right direction, can you find a way to neutralise him or her? Can you reshape your project to take the person’s opposition into account or to skirt the person’s worst concern?

Listening. Listening. Listening. I know how important it is, but I also know how hard I sometimes find to truly listen. I guess I’m not unique when I miss half of what the other person is saying because I’m so preoccupied with what I’m going to say in response. This realisation prompted me to read The Art of Active Listening by Josh Gibson and Fynn Walker. These are my key takeaways from reading this book:

What is active listening?

The difference between “active listening” and “normal listening” was my first learning from reading “The Art of Active Listening”. The authors of the book, Josh Gibson and Fynn Walker, make it pretty clear from the outset that there are only two communication states: actively listening, and not really listening. Gibson and Walker then go on to explain that active listening is the art of listening for meaning; active listening requires you to understand, interpret, and evaluate what you’re being told.

With active listening, your attention should be on the speaker. This means that whenever you feel an inner urge to say something, to respond, try to stop this urge and instead concentrate on what’s being said. Just to give you a personal example from how this urge often manifests itself when I listen:

Speaker: “So we decided to do X, Y, Z.This felt like the best approach, because …

Me – thinking: “Why did they decide to do XYZ, that doesn’t make sense!”  – Thus completely ignoring the “because” part of the speaker’s statement

It’s easy to see from this example how people like me run the risk of missing critical bits of a conversation, purely because the focus is on the response instead of on listening actively.

Importance of active listening

In the book, Gibson and Walker explain why it’s so important to actively listen:

• Active listening encourages people to open up.
• Active listening reduce the chance of misunderstandings.
• Active listening helps to resolve problems and conflicts.
• Active listening builds trust.

To me, active listening is the key to empathy and relationship building. I liked Gibson and Walker’s simple breakdown of human communication: “In simple terms, speaking is one person reaching out, and listening is another person accepting and taking hold. Together, they form communication, and this is the basis of all human relationships.”

7 common barriers to active listening

Learning about the seven common barriers to active listening was my biggest takeaway from “The Art of Active Listening”. In the book, Gibson and Walker point out the typical barriers that most of us deal with when listening:

1. Your ignorance and delusion – The first barrier to active listening is simply not realising that listening isn’t taking place. Gibson and Walker make the point that most of us can get through life perfectly well without developing our listening skills, deluding ourselves that listening just involves allowing another person to speak in our presence.
2. Your reluctance – When you actively listen to another person, it may be that you become involved in their situation in some way. There might be instances where you’re reluctant to get involved and as a result fail to lend a sympathetic and understanding ear.
3. Your bias and prejudice – Your personal interpretation of what you’re hearing may cause you to respond negatively to the speaker. You either assume that you know the situation because you’ve had a similar experience in the past or you allow your preconceptions to colour the way you respond.
4. Your lack of interest – You may simply not be interested in what the speaker is saying. We all know that this can happen when you feel the conversation topic is uninspiring.
5. Your opinion of the speaker – Your opinion of the speaker, as a person, may influence the extent to which you’re happy to pay attention and give your time to the speaker. Often when you don’t like the speaker, this is likely to affect your desire to listen to the speaker. I’ve also noticed how in certain places, the status of the speaker has a big influence on whether he or she is being listened to. In these places, the CEO tends to be listened to automatically, whereas ‘people of lower rank’ might struggle to be heard.
6. Your own feelings – Your ability to listen to other people can easily be affected by how you’re feeling at a particular moment. For example, if you’re in a good mood you might feel more inclined to listen actively and offer your best advice based on what you’ve just heard. In contrast, if you’re in a bad mood, the last thing you might want to do is listen to someone else’s thoughts and offer advice in response.
7. The wrong time and wrong place – These are the physical factors that influence whether you’re willing or able to actively listen to what you’re being told. For example, having a heart to heart conversation in a busy coffeeshop is unlikely to positively affect your ability to listen actively.

4 components of active listening

With the four components of active listening that are pointed out in the book, the onus is on the listener to develop these components:

1. Acceptance – Acceptance is about respecting the person that you’re talking to; irrespective of what the other person has to say but purely because you’re talking to another human being. Accepting means trying to avoid expressing agreement or disagreement with what the other person is saying, at least initially. I’ve often made this mistake; being too keen to express my views and thus encouraging the speaker to take a very defensive stance in the conversation.
2. Honesty – Honesty comes down to being open about your reactions to what you’ve heard. Similar to the acceptance component, honest reactions given too soon can easily stifle further explanation on the part of the speaker.
3. Empathy – Empathy is about your ability to understand the speaker’s situation on an emotional level, based on your own view. Basing your understanding on your own view instead of on a sense of what should be felt, creates empathy instead of sympathy. Empathy can also be defined as your desire to feel the speaker’s emotions, regardless of your own experience.
4. Specifics – Specifics refers to the need to deal in details rather than generalities. The point here is that for communication to be worthwhile, you should ask the speaker to be more specific, encouraging the speaker to open up more or “own” the problem that they’re trying to raise.

Tips to improve your active listening skills

The book provides some useful pointers on how you can best improve your active listening skills, explaining the essence of each tip outlined here:

1. Minimise external distractions
2. Face the speaker
3. Maintain eye contact
4. Focus on the speaker
5. Be open-minded
6. Be sincerely interested
7. Have sympathy, feel empathy
8. Assess the emotion, not just the words
9. Respond appropriately
10. Minimise internal distractions 
11. Avoid “me” stories
12. Don’t be scared of silence
13. Take notes
14. Practice emotional intelligence
15. Check your understanding

The main principles of reflective listening

Once you’ve listened actively, “reflective listening” is what comes next. Reflective listening is concerned with how you process what you’ve heard. The four components of active listening – acceptance, honesty, empathy and specifics – all work towards creating reflective responses in the listener. The main principles of active listening are:

• Listen more than you talk.
• Deal with personal specifics, not impersonal generalities.
• Decipher the feelings behind the words, to create a better understanding of the issues.
• Restate and clarify what you have heard.
• Understand the speaker’s point of view and avoid responding from your own viewpoint.
• Respond with acceptance and empathy, not coldly or with fake concern.

Main learning point: Understanding more about the common barriers to active listening – and how to best overcome these – was my biggest takeaway from reading “The Art of Active Listening”. The book does a great job at offering practical tips on how to listen actively and how to better process the things you’ve heard.

Related links for further learning:

1. https://www.ted.com/talks/evelyn_glennie_shows_how_to_listen
2. https://www.skillsyouneed.com/ips/active-listening.html
3. https://en.wikipedia.org/wiki/Active_listening
4. http://www.goodtherapy.org/blog/psychpedia/active-listening