Track G6 The Power of Influence for Auditors

Slide1: 

Andrew L. Urich, J.D. Associate Professor of Legal Studies in Business Oklahoma State University aurich@okstate.edu www.andrewurich.com The Power of Influence for Auditors Building Profitable Relationships by Improving Interpersonal Skills

Idea #1??????: 

Idea #1 ??????

Idea #2The Facts Don’t Matter: 

Idea #2 The Facts Don’t Matter Ability to influence is a key to success. The FACTS don’t matter. Politics The marketing guy & the finance guy A matter of life and death.

Idea #3Conflict Is Underrated: 

Idea #3 Conflict Is Underrated Everyone wants to participate in decisions that affect them. Dispersion of power causes conflict and growing pains. Conflict identifies opportunities for improvement.

Idea #4Authority Is OUT.. Influence Is IN: 

Idea #4 Authority Is OUT.. Influence Is IN Use competence and commitment instead of position and status. Team building and leadership are not based on authority. It’s not what you say….it’s how you make them feel. We are influencing all of the time– positively or negatively. The sign in PS 101 My daughter wants to go to Vegas Authority at Tinker Air Force Base

Idea #5When is “Sucking Up” actually “Sucking Up?”: 

Idea #5 When is “Sucking Up” actually “Sucking Up?” My neighbor’s pictures Baby pictures The IT people

Idea #6If They Aren’t Listening… It Doesn’t Matter What You Say.: 

Idea #6 If They Aren’t Listening… It Doesn’t Matter What You Say. Identify Communication Blockers and develop a plan to remove them

Communication BlockersMultiple Choice Question: 

Communication Blockers Multiple Choice Question

Idea #7You Have a Point of View: 

Idea #7 You Have a Point of View Are you impacted by experience? (Driving Rule of Relativity) Their life experience is different than yours. Things are exactly as people choose to see them.

Idea #8Learn to Become Even More Likeable: 

Idea #8 Learn to Become Even More Likeable Why we like each other Compliments

Idea #8Learn to Become Even More Likeable: 

Idea #8 Learn to Become Even More Likeable Well-Dressed People are Perceived As: More productive Responsible Personally acceptable More Intelligent More Honest Hardworking Taking their job seriously Being raised properly

Idea #9Don’t Create Conflict: 

Idea #9 Don’t Create Conflict Is it important enough to care? My forthcoming Self-help book:

Idea #9Don’t Create Conflict: 

Idea #9 Don’t Create Conflict Learning to Deal With Irrational People STEP 1: Assume the person is rational. Is there a misunderstanding? Have you hurt their feelings? Do they feel powerless? Are they just cranky?

Idea #9Don’t Create Conflict: 

Idea #9 Don’t Create Conflict Learning to Deal With Irrational People STEP 2: What if it really is an irrational person? Dostoyevsky’s “buffoon theory.”

Idea #9Don’t Create Conflict: 

Idea #9 Don’t Create Conflict You Will Never Prove Them Wrong Have you ever done it before? Would you rather be right, or would you rather be happy? How would you feel if someone proved you wrong?

Idea #10Avoid Confrontations: 

Idea #10 Avoid Confrontations Focus on the issues—don’t make it personal. Be very considerate.

Plan For Influence Opportunities: 

Plan For Influence Opportunities A little preparation saves the day. It’s not always what you do say – it’s often what you don’t say.

Keys to Influence Strategy for Success: Five Factors for Planning: 

Keys to Influence Strategy for Success: Five Factors for Planning Overcome communication blockers. (First, get them to listen) Look for win/win opportunities (manage self-interest). Become a persuasive messenger. (Be likeable and look the part) Don’t create conflicts and confrontations. (Make them feel good about you) Get control of information and misinformation. (It’s not all about the facts…but facts matter)

Thank You: 

Thank You Please keep in touch. aurich@okstate.edu www.andrewurich.com

References: 

References Ailes, Roger. You Are the Message. New York. Doubleday, 1988. Cialdini, Robert B. Influence: Science and Practice. 3rd Ed. New York: Harper Collins, 1993. Cohen, Herb. You Can Negotiate Anything. Secaucus, N.J.: Lyle Stuart, 1980 Covey, Stephen R. The 7 Habits of Highly Effective People. New York: Simon & Schuster, 1989. Dayton, Doug. Selling Microsoft. Holbrook, MA., Adams Media Corporation, 1997. Fisher, Roger and William Ury. Getting to Yes. New York: Viking Penguin, Inc., 1981. Forsyth, Patrick. The Negotiator's Pocketbook. London: Alresford Press Ltd., 1993. Johnson, Spencer. The One Minute Sales Person. William Morrow, N.Y, 1984. Karrass, Chester L. Give and Take. New York: Harper Collins, 1993. Karrass, Chester L. The Negotiating Game. New York: Harper Collins, 1992. Kozicki, Stephen. The Creative Negotiator. Pyrmont, Australia: Gower, 1993. Lewicki, Roy J., et.al. Negotiation. 2nd Edition. Burr Ridge, Il.: Irwin, 1994. Nierenberg, Gerald 1. The Art of Negotiating. New York: Barnes & Noble, 1995. Paul, Richard. Critical Thinking. Santa Rosa, CA: Foundation for Critical Thinking, 1993. Schoonmaker, Alan N. Negotiate to Win: Gaining the Psychological Edge. Englewood Cliffs, N.J.: Prentice Hall, 1989.