Includes bibliographical references (pages 298-300) and index
The influence model : trading what they want for what you've got (using reciprocity and exchange) -- Goods and services : the currencies of exchange -- How to know what they want : understanding their worlds (and the forces acting on them) -- You have more to offer than you think if you know your goals, priorities and resources (the dirty little secret about power) -- Building effective relationships : the art of finding and developing your allies -- Strategies for making mutually profitable trades -- The career of Nettie Seabrooks and influence against all odds -- Working within organizational realities to accomplish a goal : Warren Peters navigates a complex, multi-staged exchange process over a "simple" dispute -- The example of Anne Austin : selling a new product idea, and gaining access to an out-of-reach job -- Influencing your boss -- Influencing difficult subordinates -- Working cross functionally : leading and influencing a team, task force or committee -- Influencing organizational groups, departments and divisions -- Influencing colleagues -- Initiating or leading major change -- Indirect influence -- Understanding and overcoming organizational politics -- Hardball : escalating to tougher strategies when you can no longer catch flies with honey
"In organizations today, getting work done requires political and collaborative skills. That's why the first edition of this book has been widely adopted as a guide for consultants, project leaders, staff experts, and anyone else who does not have direct authority but who is nevertheless accountable for results. In this revised edition, leadership gurus Allan Cohen and David Bradford explain how to get cooperation from those over whom you have no official authority by offering them help in the form of the "currencies" they value. This classic work, now revised and updated, gives you powerful techniques for cutting through interpersonal and interdepartmental barriers, and motivating people to lend you their support, time, and resources."--Resource description page
