Are you someone who can influence others to get the necessary results?
Your reports assess you every day and their engagement and willingness to follow your leadership depends on their perception of you. Our new topic “Influencing Others: Leading through Trust” focuses on how you relate to your colleagues and how you use yourself as an instrument to get things done. Highly respected Harvard management professor and author Linda Hill and her co-author Kent Lineback, experienced author and executive, provoke invaluable discussions to stimulate action with this thought-provoking topic.
You will examine two common managerial pitfalls: relying too heavily on formal authority and relying on close personal relationships as methods of influencing others. You will then explore the only enduring basis of influence: trust. How do you establish trust with others? By building your own competence and character. What do you need to do differently? This module will help you answer this question!
This session will stimulate you to:
- Reflect on how you relate to others as their boss.
- Explore some classic managerial pitfalls in regard to
influencing others. - Determine how you can strengthen your influence by working on your competence and character.
Linda Hill is the Wallace Brett Donham Professor of Business Administration at Harvard Business School. She is the faculty chair of the Leadership Initiative and has chaired numerous HBS Executive Education programs. She is the author of Becoming a Manager: How New Managers Master the Challenges of Leadership. She and Kent Lineback have co-authored two books: Being the Boss: The 3 Imperatives of Becoming a Great Leader and Collective Genius: The Art and Practice of Leading Innovation.
Kent Lineback is an author, collaborator, and coach. For more than 25 years he served as a manager and executive in organizations of all kinds – public, private, not-for-profit, and government. In those leadership roles, he piloted the rapid growth of a highly successful internal start-up, oversaw ongoing operations, and guided a public company through strategic change. He has written or collaborated on 17 books and co-authored three Harvard Business Review articles. He is the co-author of two books with Harvard Business School Professor Linda Hill.
