Example is not the main thing in influencing others.
It is the only thing.
— (Albert Schweitzer)
It is self-evident that the ability to influence others is a fundamental leadership attribute. Apart from their own team members, leaders sometimes need to influence colleagues, senior and junior, in other parts of the firm. They may need to represent the interests of the team with the senior management. Not least they have to be able to influence their clients. Coley Porter Bell provides product and packaging design, brand identity and new product development services to its clients. Chief Executive Cheryl Giovannoni highlights the importance of influencing skills:
Our project team leaders have both an external and an internal role to play. It involves producing a synthesis of what the client wants and what the designers in the project team believe should be offered. This synthesis becomes the client firm’s needs. This calls for a high level of influencing skill both outwards towards clients and inwards towards members of the team. To be able to influence effectively, in my view, calls for a clear vision, openness and frankness, diplomacy, an ability to negotiate well – to give and take – and the avoidance of arrogance. With these professional and personal capabilities and a mature outlook it is possible to win the trust of both clients and team members. That is the mark of a good leader in our business.
The story is told of a woman who took her son to see Gandhi who asked what she wanted. ‘I would like you to get him to stop eating sugar,’ she replied. ‘Bring the boy back in two weeks’ time,’ Gandhi replied. The woman returned with her son. Gandhi turned to the boy and said, ‘Stop eating sugar’. The woman looked surprised and asked, ‘Why did I have to wait two weeks for you to say that?’ ‘Two weeks ago I was eating sugar,’ Gandhi replied. There are a number of useful skills to help the influencing process along. These are explored in this chapter. However, all the skills in the world are unlikely to compensate for personal behaviour that runs counter to the influence that we wish to bring to bear. In that sense, example is at the heart of our ability to influence others.