// IUO - Influencing Upwards & Outwards

IUO - Influencing Upwards & Outwards

CPD Points: 7
Duration: 7 Hours
Media Type: Clustered Asset
Provider: Academyst

Description

In the type of environment we operate in today, internally within our Trusts or externally in the emerging system, it is very clear that absolute power has changed considerably and so our ability to influence successfully has become a critical factor for successful leaders and services, not that it always wasn't, of course. This highly practical programme is very much designed to look both at the behavioural side of influencing i.e. individual-to-individual, and the strategic side of influencing e.g. how a service can influence say commissioners or a senior management team. We're going to look at a range of issues and scenarios that can't be ignored, a great example of which might include how we get proper attention paid to critical safety concerns in say a Trust with financial problems.

THE ROLE AND CONTEXT OF UPWARDS & OUTWARDS INFLUENCING
  • Role and importance of effective influencing
  • Influencing in clinical, leadership and managerial success (and security)
  • Upwards influencing - exerting impact vertically within the Trust
  • Outwards influencing - exerting impact across the health economy & commissioning
  • Typical problems arising from ineffective upwards & outwards influencing
  • Getting heard - the safety component of upwards influencing
  • Relating influencing to Leadership Potency

INFLUENCING & BEHAVIOUR - THE PEOPLE COMPONENT
  • From stimulus to behaviour - understanding the biology
  • What are the influences on behaviour?
  • The importance of context, conditioning and early experience
  • Motivations of behaviour - the inner human
  • How we process information
  • How the inner human affects meaning, interpretation and reactions
  • Language choice to improve clarity and understanding
  • Building rapport, naturally
  • Predicting & managing what other people think
  • The importance of trust
  • How to approach influencing in a trust-based manner

INFLUENCING IN ACTION - PRACTICAL APPLICATION
  • Considering a balance of factors
  • Working out what is influencing behaviour
  • Utilising a Think, Feel, Do approach
  • Adapting influencing strategy and language to different audiences
  • Influencing for engagement
  • Developing consensus

INFLUENCING STRATEGY - STACKING THE DECK IN YOUR FAVOUR
  • The principle of least resistance
  • The collaboration - coercion continuum
  • Undertaking effective stakeholder analysis
  • Utilising stakeholder analysis to identify strategic options
  • Evaluating strategic options
  • Strengthening your influencing potency
  • Real moves ahead of actual dialogue
  • Understanding the threat principle and its risks
  • Board behaviour and its complexity of influences
  • Separating possibility from probability
  • Key tips that can make all the difference
  • Troubleshooting different scenarios

WHY SO IMPORTANT?

There's no secret that our system is in trouble and the acute sector more than most. However, despite this wide-spread acceptance, individuals continually feel that they are not listened to or that they have no influence where influence is necessary. Whether that's getting a Trust to listen to genuine problems or ensuring that commissioners genuinely understand the implications of their decisions, a failure in influence has severe consequences. This programme is about influencing beyond your own immediate service or interpersonal relationships, whether you're using it operationally to avert a safety disaster, for instance, or more strategically to ensure that your service is supported by commissioners who have realistic expectations on what can and can't be done.
  • Understand the strategic and behavioural complexity of influencing
  • Differentiate inner-human differences and how this affects influencing
  • Develop different influencing strategies for different groups & individuals
  • Discover powerful strategies that stack the deck in your favour
  • Ensure you get heard and listened to when it really counts
  • Avoid typical pitfalls that rob you of influence

  • Doctors - Junior
  • Doctors - Middle
  • Doctors - Senior
  • Nurses - Junior
  • Nurses - Middle
  • Nurses - Senior
  • Business & Administration - Junior
  • Business & Administration - Middle
  • Business & Administration - Senior
  • Allied Pros - Junior
  • Allied Pros - Middle
  • Allied Pros - Senior