One of the more popular training courses for new managers and senior executives is negotiation skills and techniques. The content covers proven tactical approaches such as preparation, offering, clarification and closing. Participants also learn to understand non-verbal communication, which often speaks louder than verbal communication by as much as 70:30.
In order to be an expert in negotiation and influencing, in any kind of organisation and not just business, one needs to practise the techniques. But have you ever wondered how someone who never had any formal training could become an outstanding negotiator? Some skills can't be taught, but derive instead from a person's ingrained personality attributes.
Today I'd like to look at the nine attributes of an outstanding influencer based on the five-factor model (FFM) that is widely used by researchers. The Big Five personality traits — openness to experience, conscientiousness, extraversion, agreeableness and neuroticism — can be further broken down into 21 characteristics, of which nine apply to influencing, as follows:
Openness to experience
1. Adaptability: Adjusting quickly to new requirements, embracing new ways of doing things, and working effectively where there is a lot of uncertainty.
2. Analytical thinking: Gathering facts and information, systematically using logic and analysis, and identifying connections or patterns in complex issues.
3. Independence: Working independently with little or no supervision and determining what to do and how to do it by oneself.
4. Innovation: Approaching problems from a fresh perspective, having a vivid imagination, and offering original thoughts to arrive at inventive solutions.
Conscientiousness
5. Attention to detail: Carefully checking work for accuracy and quality, preventing errors and omissions, being organised and tidy, and maintaining careful records.
6. Persistence: Continuing despite obstacles or challenges, being motivated to persist and overcome barriers, and concentrating intensely for long periods.
Extraversion
7. Influence: Changing the opinions of others through persuasion, negotiating and debating issues, and using strategies to influence individuals or groups.
Neuroticism
8. Emotional self-awareness: Being self-aware, recognising how one's emotions affect behaviour and motivation, and using emotions for effective outcomes.
9. Self-confidence: Confidence in one's ability, being self-assured and optimistic in challenging situations.
I recently worked with an executive who wanted to improve his ability to influence others. Alex (not his real name) told me that convincing other people — even his wife — was his big weakness.
I began by conducting a psychometric assessment that has reliability index of at least 80%. The results were not surprising: Alex had high percentile scores for attention to detail, concern for others, dependability, emotional awareness and independence. Generally speaking, he prefers to work by himself and fully commits to any assignment. With a high degree of compassion, he always looks for opportunities to help and support others, and responds positively to regular requests from his boss, colleagues and people under his responsibility.
A closer look at his FFM personality traits, however, discloses a fundamental issue. Alex does not move quickly. His pace of work is slow, and his high concentration on detail often results in unfinished piles of work. One reason for this, he believes, is that he rarely refuses requests because he is not good at negotiations. Thus he wants to improve his influencing skills.
However, in-depth questioning reveals that the root cause of his problem is his self-confidence. Whenever he has to make a decision, he can handle it perfectly as long as the issue does not relate directly to him. If it does, he feels shaky and does not know what to do or how to persuade others to follow his suggestions.
There are a number of ways to develop his self-confidence to help improve his influencing ability. My suggestions:
1. Enhancing self-confidence
Recognise your strengths. Build a self-image of strength and project this image even if you don't feel it.
Don't be afraid of failure. Use mistakes as opportunities to identify where and how to improve your skills.
2. Projecting self-assurance
Identify when you conveyed self-doubt. Note differences in what you said and how you said it (words, behaviour, tone of voice, etc).
Build your feeling of competence. List and review areas in which you are competent.
3. Projecting confidence
Maintain a professional appearance. Stay healthy to sustain physical and mental energy. Use good posture. Don't forget to make eye contact when talking.
Display conviction and stand by what you say. Once you make a decision, commit to it.
The world will not be enough for Alex once he carries out his development action plan. I will find another opportunity to share his results in the near future.
Sorayuth Vathanavisuth is the principal and executive coach at the Center for Southeast Asia Leadership (Seal) and lectures at Mahidol University's College of Management. His areas of interest are corporate strategy, executive coaching and leadership development. He can be reached at sorayuth@sealeadership.com