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Anubhav Raina shares a convincing post on the power of influencing others.

Being able to influence someone on a key issue is the single greatest superpower you can have.

From convincing a client or boss to try out your idea, to being able to guide your family into seeing things your way.

Humans are influencing each other ALL the time, and similar tHow it started

I still remember the moment. I was 23 and had just found out what my division head’s year-end bonus was — a sum almost 10x my own bonus.

No one was surprised. It was expected and natural. I was told the discrepancy existed because the boss had “put in the time”, or “had taken more risk”, or “was rewarded for his expertise”, along with a number of other reasons.

But the question never stopped nagging me — what possible value-add could be worth 10x more than my own work?

Many people in my company seemed to have expertise and experience on their side. BUT they weren’t making the same money as my division head.o other activities –influencing is a skillset. In fact, it is one of the most useful skillsets you can learn.

Like many other behaviors, influencing too has a large evolutionary basis. We can use this knowledge to develop a gameplan for many situations that require influencing.

Building upon the work done in evolutionary sciences, psychology and management thinking, this short series sets a repeatable framework for building trust and convincing that will help you face each interaction with a solid plan of action!

 

Key points include:

  • CIF — Core Influence Framework
  • Building Trust
  • Convincing people

 

Read the full article, Influencing others: The greatest superpower you’ll ever need, on LinkedIn.

Anubhav Raina shares a post from a series on influencing that is designed to improve both influence-driven communications and strategy.

NOTE: this is part of a longer series of influencing:

  1. Intro

CIF — Core Influence Framework

  1. Building Trust
  2. Convincing people

Appendices

  1. Using effective questioning
  2. Expanding the size of the pie
  3. Negotiation: sweetening the deal
  4. Using biases to your advantage
  5. Negotiation: When to walk away

If you have a good idea about your counterparty’s personal narrative & a good sense of how you could expand the pie for yourself, it’s time to work through the actual proposal at hand.

A proposal will always consist of an “ask” (what the counterparty’s is being asked to do) and a “reward” (what the counterparty will receive in return).

It’s shocking how many conversations result in a stalemate because of the flawed assumption that all parties understand & agree on the reward & ask.

More often than not, there is no clearly articulated reward and/or ask. This is because people are so caught up in their own emotional needs that they focus only on their ask. Not the reward being promised — which is just as important in a deal.

If there is no reward being promised at all — do you expect the deal to work out?

The good news is that getting over this hurdle is simple. Take a piece of paper and articulate what the reward and ask is from the perspective of your counterpart.

But there are two rules to follow for rewards:

Access the full guide, Better Influence Series, on Med

Anubhav Raina shares an evergreen post on building trust using the steps of supply chain management as a guide. 

Trust is a vague term & people use it in different contexts.

One good definition I’ve come across: “Trust is an individual’s ability to accept risk based on his or her expectations of another person’s behaviour.” (Source: www.ricklindquist.com)

Thus, the aim in building trust should be to increase the counterparty’s risk-tolerance.

But remember- risk tolerance (by its very nature) is rooted in our evolutionary journey.

Using the SCM model, we can predict that risk-tolerance (aka trust) be earned by focussing on things that matter from an evolutionary POV as well.

To refresh your memory, there are three behaviours we discussed that arise from our collective evolutionary journeys:

  1. Creation of sense of self-worth
  2. Creation of in-groups, out-groups & anti-groups
  3. Obsession with gathering more resources

This particular article will lay out a framework for building trust through a focus on the last two behaviours. I.e., by demonstrating emotional resonance (tied to in-groups) & competence (tied to ability to gather resources).

 

Key points include:

  • Using effective questioning
  • Expanding the size of the pie
  • Negotiation: sweetening the deal

Read the full article, Building Trust using SCM, on Medium.

Anubhav Raina shares a series that presents a model for understanding how influencing works and how you can train yourself to excel at it. It combines his personal observations with the latest research in influencing.

Note this is a three-part series:

  1. Intro (this article)
  2. CIF — Core Influence Framework
  3. Building Trust
  4. Convincing people

Appendices

  1. Using effective questioning
  2. Expanding the size of the pie
  3. Negotiation: sweetening the deal
  4. Using biases to your advantage
  5. Negotiation: When to walk away

Being able to influence someone on a key issue is the single greatest superpower you can have.

From convincing a client or boss to try out your idea, to being able to guide your family into seeing things your way.

Humans are influencing each other ALL the time, and similar to other activities –influencing is a skillset. In fact, it is one of the most useful skillsets you can learn.

Like many other behaviors, influencing too has a large evolutionary basis. We can use this knowledge to develop a gameplan for many situations that require influencing.

Building upon the work done in evolutionary sciences, psychology and management thinking, this short series sets a repeatable framework for building trust and convincing that will help you face each interaction with a solid plan of action!

How it started

I still remember the moment. I was 23 and had just found out what my division head’s year-end bonus was — a sum almost 10x my own bonus.

No one was surprised. It was expected and natural. I was told the discrepancy existed because the boss had “put in the time”, or “had taken more risk”, or “was rewarded for his expertise”, along with a number of other reasons.

But the question never stopped nagging me — what possible value-add could be worth 10x more than my own work?

Many people in my company seemed to have expertise and experience on their side. BUT they weren’t making the same money as my division head.

Could the division boss really be that much more effective at his job?

It took years (and more than a few grey hairs) of observing C-level clients, senior partners at prestigious banks, consultancies & law firms to finally figure out that the answer had to do with one thing alone — being able to influence others.

Let’s explore this thought in greater detail.

Key points include:

  • Core influence framework
  • Expanding the size of the pie
  • Using biases to your advantage

 

Access the full series, Influencing others: The greatest superpower you’ll ever need, on Medium. 

Umbrex is pleased to welcome Anubhav Raina with Raikon. Anu helps MNCs & venture funded start-ups with strategy, financial modelling & capability development – especially with a view towards building new business lines/initiatives. Prior to starting his own firm, he was an engagement manager with McKinsey in London, UK. He started his career as part of the asset-backed finance team at Wells Fargo in Charlotte, US.

As a tech entrepreneur himself, he is naturally passionate about digital transformation, future proofing businesses & upskilling existing team members. He lives in Goa with his wife & dabbles in stand-up comedy & writing for fun. Anu would be happy to collaborate on projects in Europe, Middle East & Asia.