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Behavioural Intelligence, Impact and Influence in Negotiation – The Good, The Bad and The Ugly of Common Vision

Guest post by: Clive Hook

Article Overview: In influencing others you are balancing at least two factors, namely the result you want to achieve and the relationship you want to maintain. Too much emphasis on the result at the expense of the relationship may mean you get what you want in the short term but the chances of influencing in the future are lessened. If your dominant style of influencing is Common Vision you mobilise the energy and resources of others through appeals to their hopes, values and aspirations. Emotional appeal and rich picturing are your tools and you use these to demonstrate how people can be a part of that future. You lead with a vision and people soon see how that vision applies to them and how they can be a part of it. You describe the journey and encourage them to “get on the train”.

Behavioural Intelligence, Impact and Influence in Negotiation – The Good, The Bad and The Ugly of Common Vision

In influencing others you are balancing at least two factors, namely the result you want to achieve and the relationship you want to maintain. Too much emphasis on the result at the expense of the relationship may mean you get what you want in the short term but the chances of influencing in the future are lessened. Too much attention to the relationship may mean you remain friends but you do not reach a result that is in line with what you set out to achieve.

Your motivational values, the things you see as really important and valuable in life, are the forces that create preferred ways of operating. These motivational values operate alone or in combinations to create patterns of behaviour which show themselves in influencing and other social interactions.

If your dominant style of influencing is Common Vision you mobilise the energy and resources of others through appeals to their hopes, values and aspirations. Emotional appeal and rich picturing are your tools and you use these to demonstrate how people can be a part of that future. You lead with a vision and people soon see how that vision applies to them and how they can be a part of it. You describe the journey and encourage them to “get on the train”.

The Good – You readily see and communicate to others the exciting possibilities which exist in an idea or project. Your enthusiasm and commitment helps engage people and build excitement about a better future. Your group skills include convincing others that the desired outcomes can be achieved through their individual and collective efforts. People feel confidence in your ability to reach “the promised land” through your obvious personal conviction and excitement.

The Bad – You may be attached to a vision of what might be at the expense of the realities of the situation. Your style is to make persuasive arguments and engaging presentations but you may be less strong in asking questions or checking with people to seek alternatives or variations on what you see as the ideal way forward. This could cause people to feel railroaded into agreeing.

The Ugly – Your ability to quickly see the possibilities can completely override thinking through in detail what the implications are and how the outcome might directly or indirectly affect people or organisations. If any omissions or irrationalities are pointed out you are likely to ignore them and strengthen your view that your picture is the right one. This then alienates people who want more time to think things through or feel their valid observations are not being listened to.

Behavioural Intelligence is the embodiment of Emotional Intelligence. Consciously choosing your next behaviour (what you say or do) requires you to become aware of your preferences, notice their positive and potentially negative effects, and decide what is most appropriate in the circumstances. This could mean acting against your own preferences to achieve the desired result or maintain the right kind of relationship with those you seek to influence.

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Article Tags: getting buy in, influencing skills, influencing style, negotiation skills, stakeholder management, strategic influencing



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