Since HR can’t ‘order’ people to accept good advice, the art of influencing others is a soft skill worth developing
Have you ever hesitated to raise an issue with a manager only to face worse consequences at a later date? Have you ever gone into a situation apologetically and later found out that you had missed an opportunity to influence the outcome of that situation?
HR professionals constantly face situations that require them to influence outcomes in a way that does not make them look like a policing force. At the end of the day, HR professionals want to be seen as allies and significant contributors to the success of the organization.
Traps and solutions
HR professionals can help managers and employees accomplish their goals, but first they must gain their trust. The primary challenge for HR professionals trying to get results without authority is to be seen as experts and respected as resources.
To establish credibility, the approach and tone used are key. There are seven common traps for HR professionals to avoid.
Ignorance about the audience: Too frequently people attempt to persuade others without sufficient understanding of their audience. They naively assume that others will give them credence because of who they are: HR professionals. Unfortunately they forget that people are not willingly persuaded by strangers. The end result is often compliance, but not the commitment needed for long-term change.
To get results without authority, HR professionals must develop relationships with those whom they hope to influence. They must learn about their existing knowledge of HR-related matters, their preferences in communications (e-mail, voice mail, face-to-face) and their operational challenges. The HR professional must develop a close working relationship in order to be viewed as a business partner who is there to help the other person succeed.
The HR professional must, to quote management guru Stephen Covey, “seek to understand and then to be understood.” This strategy will make it easier for the HR professional to answer the question, “What’s in it for me?” This encourages others to work more closely with HR.
Lack of context: Without context, comments and opinions may be seen as personal preferences and therefore arbitrary. This perception often results in a lack of openness or receptivity to suggestions.
The ideal context for getting results without authority is to wrap all comments and suggestions in the language of the organization’s values and vision. For example, “This procedure must be followed because it is consistent with what our values say about dealing with our people,” or “This action was inappropriate because it contravenes what we have stated about dealing with confidential information.” Using such a context makes it difficult for anyone to disagree with the validity of the argument.
The clumsy approach: There may be times when HR professionals become deeply concerned about some development or incident in the organization. Their arrival on the scene may be more dramatic than necessary. In the language of emotional intelligence, the HR professional may commit an “emotional hijacking,” and through their actions inadvertently create secondary problems.
HR professionals must approach people in a way that results in the other person not being afraid to provide the complete story, reducing the likelihood that they feel that they are being judged. This requires active listening and a willingness to suspend judgment until the full story has been heard.
Using “and” in place of “but” in responses will also create a more positive atmosphere. “Yes, we can do that and it will probably result in charges being laid under the act. My advice is not to and if you insist on doing it, I will need your decision in writing.”
Using absolutes: Saying you “should never” do something may sound arrogant to a manager particularly if the person takes pride in doing things right. By the same token, “You should not have” leaves little if any room for a manager to admit an error and save face.
HR professionals must approach situations outlining the impact and costs in a constructive manner. Everything that is not illegal, immoral or unethical can always be done — it is simply a matter of resources, costs and time.
Being too helpful: HR professionals with good intentions often try to be helpful when the recipients of that help do not know they need help. The recipients of the help may not be aware that they are about to tread on thin ice.
HR professionals must educate others so that they know when they are getting out of their depth. By doing this, the HR professional will become viewed as a resource trying to ease the life of the operating manager rather than as a policing function that only descends when there is a problem.
Relying on hope: Hoping others will “understand,” “know,” “consider,” “listen to,” or “appreciate” what HR has to say is a surefire path to disappointment.
HR professionals must refine their ability to speak assertively and with confidence. They must take the time to prepare their approach to others. This requires thinking about what they know about that person and how much the person knows about the relevant policies and legislation.
When approaching a very forceful and vocal person it may be useful to script what needs to be said. The script can be reduced to a checklist when going into the meeting. It will serve as an excellent anchor should one be required during the meeting.
When dealing with an argumentative person it is also worthwhile to prepare responses to likely questions or complaints.
Being ignored or brushed off: On occasion, HR professionals may find themselves being ignored or brushed off. If this happens as they attempt to get results without authority, HR professionals must become more comfortable and confident in escalating matters. For many, this is an awkward step to take.
Escalating matters requires doing or saying something that will result in the other person sitting up and taking things more seriously than before. This can be achieved by direct communication that includes a statement of what the HR professional is feeling at that moment. “I am very concerned about the consequences of your actions in this situation,” or “I feel strongly enough about this that if you are not prepared to work with me on it, I must address it with your manager.”
These statements are not intended to be threats. They are intended to get the other person to pay attention. If there is any concern that they may be perceived as threats, this should be addressed at the outset. “What I am about to say is not intended to be a threat. However, I do want you to know how seriously I feel about this matter.”
HR professionals who avoid these traps and follow the suggested solutions will develop better working relationships with those they seek to support. In addition, as they build a higher level of trust, they will find that others are more willing to support them as they seek to get results without authority.
Peter Taylor is president of Peter Taylor & Associates Inc. in Oshawa, Ont. His practice is dedicated to the development of emotional intelligence in individuals and organizations. He has led seminars for the Canadian Management Centre, including “Getting Results without Authority.” He can be reached at [email protected].
HR professionals constantly face situations that require them to influence outcomes in a way that does not make them look like a policing force. At the end of the day, HR professionals want to be seen as allies and significant contributors to the success of the organization.
Traps and solutions
HR professionals can help managers and employees accomplish their goals, but first they must gain their trust. The primary challenge for HR professionals trying to get results without authority is to be seen as experts and respected as resources.
To establish credibility, the approach and tone used are key. There are seven common traps for HR professionals to avoid.
Ignorance about the audience: Too frequently people attempt to persuade others without sufficient understanding of their audience. They naively assume that others will give them credence because of who they are: HR professionals. Unfortunately they forget that people are not willingly persuaded by strangers. The end result is often compliance, but not the commitment needed for long-term change.
To get results without authority, HR professionals must develop relationships with those whom they hope to influence. They must learn about their existing knowledge of HR-related matters, their preferences in communications (e-mail, voice mail, face-to-face) and their operational challenges. The HR professional must develop a close working relationship in order to be viewed as a business partner who is there to help the other person succeed.
The HR professional must, to quote management guru Stephen Covey, “seek to understand and then to be understood.” This strategy will make it easier for the HR professional to answer the question, “What’s in it for me?” This encourages others to work more closely with HR.
Lack of context: Without context, comments and opinions may be seen as personal preferences and therefore arbitrary. This perception often results in a lack of openness or receptivity to suggestions.
The ideal context for getting results without authority is to wrap all comments and suggestions in the language of the organization’s values and vision. For example, “This procedure must be followed because it is consistent with what our values say about dealing with our people,” or “This action was inappropriate because it contravenes what we have stated about dealing with confidential information.” Using such a context makes it difficult for anyone to disagree with the validity of the argument.
The clumsy approach: There may be times when HR professionals become deeply concerned about some development or incident in the organization. Their arrival on the scene may be more dramatic than necessary. In the language of emotional intelligence, the HR professional may commit an “emotional hijacking,” and through their actions inadvertently create secondary problems.
HR professionals must approach people in a way that results in the other person not being afraid to provide the complete story, reducing the likelihood that they feel that they are being judged. This requires active listening and a willingness to suspend judgment until the full story has been heard.
Using “and” in place of “but” in responses will also create a more positive atmosphere. “Yes, we can do that and it will probably result in charges being laid under the act. My advice is not to and if you insist on doing it, I will need your decision in writing.”
Using absolutes: Saying you “should never” do something may sound arrogant to a manager particularly if the person takes pride in doing things right. By the same token, “You should not have” leaves little if any room for a manager to admit an error and save face.
HR professionals must approach situations outlining the impact and costs in a constructive manner. Everything that is not illegal, immoral or unethical can always be done — it is simply a matter of resources, costs and time.
Being too helpful: HR professionals with good intentions often try to be helpful when the recipients of that help do not know they need help. The recipients of the help may not be aware that they are about to tread on thin ice.
HR professionals must educate others so that they know when they are getting out of their depth. By doing this, the HR professional will become viewed as a resource trying to ease the life of the operating manager rather than as a policing function that only descends when there is a problem.
Relying on hope: Hoping others will “understand,” “know,” “consider,” “listen to,” or “appreciate” what HR has to say is a surefire path to disappointment.
HR professionals must refine their ability to speak assertively and with confidence. They must take the time to prepare their approach to others. This requires thinking about what they know about that person and how much the person knows about the relevant policies and legislation.
When approaching a very forceful and vocal person it may be useful to script what needs to be said. The script can be reduced to a checklist when going into the meeting. It will serve as an excellent anchor should one be required during the meeting.
When dealing with an argumentative person it is also worthwhile to prepare responses to likely questions or complaints.
Being ignored or brushed off: On occasion, HR professionals may find themselves being ignored or brushed off. If this happens as they attempt to get results without authority, HR professionals must become more comfortable and confident in escalating matters. For many, this is an awkward step to take.
Escalating matters requires doing or saying something that will result in the other person sitting up and taking things more seriously than before. This can be achieved by direct communication that includes a statement of what the HR professional is feeling at that moment. “I am very concerned about the consequences of your actions in this situation,” or “I feel strongly enough about this that if you are not prepared to work with me on it, I must address it with your manager.”
These statements are not intended to be threats. They are intended to get the other person to pay attention. If there is any concern that they may be perceived as threats, this should be addressed at the outset. “What I am about to say is not intended to be a threat. However, I do want you to know how seriously I feel about this matter.”
HR professionals who avoid these traps and follow the suggested solutions will develop better working relationships with those they seek to support. In addition, as they build a higher level of trust, they will find that others are more willing to support them as they seek to get results without authority.
Peter Taylor is president of Peter Taylor & Associates Inc. in Oshawa, Ont. His practice is dedicated to the development of emotional intelligence in individuals and organizations. He has led seminars for the Canadian Management Centre, including “Getting Results without Authority.” He can be reached at [email protected].
