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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.
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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.
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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.
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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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