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Style | Push | Pull |
|---|---|---|
Description | More direct or assertive styles of influencing; emphasizes driving or influencing others to a path you, as the leader, have identified | More indirect or less assertive styles of influencing; emphasizes enabling or creating a process that allows or influences others to find their own path forward |
What is the primary emphasis of the style? | Influencing others by driving them to take a path you, as the leader, have identified or want to go down | Influencing others by enabling them to find their own path forward |
What does an engagement in this influence style often look like? | Proposing or offering suggested approaches/thoughts based on your insights and experience. You take your idea or approach to the team to convince them on the path forward. | Testing the understanding of yourself and others by collectively evaluating the situation collaboratively. You encourage the team to work through a process to identify and evaluate the path forward. |
Underlying Assumption | People are influenced or convinced by compelling solutions that are fact-based and provide a clear direction moving forward | People are influenced when their needs, desires, concerns and visions are identified and addressed |
What is the focus of information sharing? | Primary focus is on you giving information to others | Primary focus is on seeking information from others |
How do you approach other ideas or alternative solutions? | Desire is to narrow the focus on the proposed approach/solution by blocking or shutting out other possibilties that might compete or dilute focus | Desire is to broaden the range of possible approaches/solutions by building or opening up the discussion to all possible alternatives |
Other Considerations | Best aligns with situations when: (1)there is lower collective desire to maintain the status quo; (2) leadership and authority are fully bought-into, legitimate, and trusted; and (3) there is limited time to collectively engage before moving forward. | Best aligns with situations when: (1) others may have strong views or opinions about a matter; (2) the objective is to build a longer-term commitment to a change or to a new approach; and (3) when you do not have major time constraints relative to making a decision or moving forward. |
Influence Strategies Often Utilized | Investigation: influences others by collecting facts or evidence and logically and coherently presenting them to others. Often involves the following specific capabilities: gathering evidence, generating ideas, asserting ideas, and countering arguments. | Calculation: influences others by identifying and communicating issues with the status quo and how those issues can be overcome or addressed. Often involves the following specific capabilities: weighing options, communicating standards, providing feedback, and offering concessions. |
Motivation: influences others by tieing the proposed path forward to a clear, moving and common vision. Often involves the following specific capabilities: communicating vision, generating enthusiasm, connecting emotionally and building morale. | Collaboration: influences others by building trust and creating a shared ownership of the issue, decision or path forward. Often involves the following specific capabilities: sharing ownership, communicating openly, listening actively and building trust. |
Approach | Logical | Emotional |
|---|---|---|
Description | Approach is more focused on the rationality of the issue or solution, including related issues, questions, concerns, requirements, etc. | Approach is more concerns about the larger picture, including defining and aligning on a common vision and building emotional attachment to the vision and to each other |
What is the primary emphasis of the approach? | Influencing others by focusing on facts | Influencing others by emphasizing feelings and creating an emotional connection to a decision or to a path forward |
What does an engagement in this influence approach often look like? | Often focused on rational arguments that emphasize facts and logic, and is often presented in a very structured or ordered process | Often focused on values or beliefs that others hold, and is often presented in a more flexible or maleable process |
What is the focus of information sharing? | Often focused on providing evidence to prove a particular argument or direction as the best course of action | Often focused on perceptions that are relevant and motivating to others |
Ways to Support This Influence Approach? | Being able to measure or quantitatively analyze a particular solution or course of action | Being able to strengthen or maintain morale of the team or of others |
Underlying Assumption | People are influenced by rational, logical solutions that are supported by facts and evidence | People are influenced when their emotions stir them into taking or supporting a given action or direction |
Other Considerations | Best aligns with situations when: (1) there are clear facts or evidence that can be communicated and commonly interpreted; (2) when the outcomes or alternatives are quantifiable or measurable; and (3) when all parties are approaching the issue on a rational, non-emotional basis. | Best aligns with situations when: (1) it is important not to discount others' feelings about the situation; (2) when the future vision is clear and compelling; (3) when you have time to engage others in the change process; and (4) when you desire to build lasting emotional "buy-in" to a decision or direction. |
Influence Strategies Often Utilized | Investigation: influences others by collecting facts or evidence and logically and coherently presenting them to others. Often involves the following specific capabilities: gathering evidence, generating ideas, asserting ideas, and countering arguments. | Motivation: influences others by tieing the proposed path forward to a clear, moving and common vision. Often involves the following specific capabilities: communicating vision, generating enthusiasm, connecting emotionally and building morale. |
Calculation: influences others by identifying and communicating issues with the status quo and how those issues can be overcome or addressed. Often involves the following specific capabilities: weighing options, communicating standards, providing feedback, and offering concessions. | Collaboration: influences others by building trust and creating a shared ownership of the issue, decision or path forward. Often involves the following specific capabilities: sharing ownership, communicating openly, listening actively and building trust. |
If you score strongest as a push/logical influencer, you likely are very comfortable using investigation oriented strategies to influence others, often focusing on gathering evidence, countering arguments, and generating and asserting ideas.
If you score strongest as a push/emotional influencer, you likely are very comfortable using motivation oriented strategies to influence others, leveraging approaches that communicate vision, build morale, generate enthusiasm and connect emotionally with others.
If you score strongest as a pull/logical influencer, you likely are very comfortable using calculation oriented strategies to influence others, likely often focusing on weighing options, offering concessions, communicating standards, and providing feedback.
If you score strongest as a pull/emotional influencer, you likely are very comfortable using collaboration oriented strategies to influence others, including sharing ownership, building trust, communicating openly, and actively listening.
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