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Nuggets On
influencing

Leaders reflect on what it takes to get the ideas in your head to a wider set of people and drive buy-in. Its often a function of being tactful about listening to what the various stakeholders want, getting a sense of when the timing is right and driving the change you want by influencing the various constituents. 

Generating options amidst political constraints

Jay talks about how he has grown as a politician in all these years. He also talks about Track II dialogues where he is active. These are informal back-channels which can be tremendously helpful in improving the communication and improving one’s understanding of the others’ point of view.

More from Baijayant Jay Panda

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Communication Influencing

Influencing an ecosystem

Jay discusses he thinks about picking ideas to champion and talks about how you could get a pulse of the acceptance of the idea. He goes on to talk about the criticality of setting up feedback loops for you to get a pulse of the real public sentiment.

More from Baijayant Jay Panda

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Influencing Driving Change

Steering by listening

Arun discusses his definition of a leader – “she or he who takes the first steps towards something that she or he deeply cares about and in ways that others wish to follow”. He talks about the criticality of listening to what other people care about as a key element of building engagement and followership.

More from Arun Maira

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Listening Influencing Communication

Influencing without authority

Ambi talks about his key insight around what it takes to influence clients. Given Advertising is a domain where there is arguably a lot of possible subjectivity, it is an interesting canvas to see how advisors influence clients. Ambi shares that it is often more about the intent and then followed by the content.

More from Ambi Parameswaran

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Building trust influencing

Managing stakeholder expectations

Stew speaks about the criticality of unearthing what the stakeholders really want and solving for it. He suggests that we should go past what they state as positions and unearth their real expectations while having these conversations. He also speaks about the criticality of caring for self before caring for others. He compares this to a change management initiative and suggests that one needs to be artfully political while driving changes through the system.

More from Stewart Friedman

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Work and Life influencing

Vivekananda versus Napoleon

Rajat speaks about the kind of leadership style that is required at the helm of a firm like McKinsey. He speaks about how one has to think about influencing and nudging rather than commanding and directing while leading a team of highly capable and self-driven people.

More from Rajat Gupta

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Influencing

Machines - Decision Makers or Enablers?

Kartik speaks about how we should think about using algorithms for decision making versus decisions support. He urges to think about machines as augmenting and not substituting human capability. He speaks about how we should consider the extent of consequences and social implications to think about how we leverage the power of the machines.

More from Kartik Hosanagar EP2

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Influencing

Warrior to diplomat

Michael speaks about the criticality of leaders transitioning from a competitive mindset to a collaborative mindset where they focus on building alliances and identify opportunities for cross-company collaboration, often even reaching out to rivals to co-create opportunities for the organization.

More from Michael Watkins

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Influencing Leadership transitions Psychological Safety

Mapping the influence landscape

Michael speaks about the criticality of navigating the influence landscape especially when one gets into a Corporate Diplomacy challenge where things get done more through influence than through authority. To get things done, one needs to work through the network of allies that one has in the system. Michael speaks about some of the elements of transition involved here and talks about why engineers often struggle with this.

More from Michael Watkins

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Influencing

Trap 4 - Controlling instead of influencing

Jennifer speaks about how the desire for control is an essential part of human-ness but unfortunately in complex situations, going after control often leads us on a wild-goose chase of chasing superficial metrics while missing out on the bigger picture. She suggests that we focusing more on direction than outcomes and mentions that outcomes are an emergent property of a complex system and it is hard for us to control them given the number of variables that are outside our purview.

More from Jennifer Garvey Berger

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Influencing

Leveraging relationships to move forward

Sally speaks about how it is critical not just to build relationships but to leverage them in a non-transactional way. She goes on to say that a quid pro quo approach to asking for favours from others often doesn’t work and suggests a more nuanced approach here.

More from Sally Helgesen

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Influencing

Managing work and life

Sukhinder speaks about how she has built her self-awareness along the way. She goes on to say that she spends time figuring out “who she is” because what she wants often evolves along the way. She also speaks about the criticality of negotiating and having conversations with people around us to solve for the future that we want to go after.

More from Sukhinder Cassidy

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Self awareness Influencing

Life Design vs Product Design

Ayse reflects on the distinction between Life Design and Product Design. She speaks about the fact that in the case of Life Design, there is no “3rd party consumer” which makes it a pure process. We connect the dots with what Stew Friedman says about getting other people into our world.

More from Ayse Birsel

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Self awareness Influencing

Jahanara and her political savviness

Pradeep speaks about Jahanara Begum who was Shah Jahan’s daughter. Pradeep speaks about how, despite not holding an official title, she had significant influence in the Mughal Kingdom.

More from Pradeep Chakravarthy

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Influencing

Parenting and Psychological reactance

Ayelet speaks about the notion of Psychological reactance – the tendency to “not do” what you are told to do. She speaks specifically about how this shows up in the context of parenting and what we can do to avoid it.

More from Ayelet Fishbach

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Influencing Parenting

Focusing on the underlying

Thomas says that designers distinguish between features and benefits, negotiators distinguish between positions and interests and policy experts between outputs and outcomes. He expands on the nuance here around focusing on the underlying and not getting swept away by surface level considerations.

More from Thomas Wedell-Wedellsborg

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Influencing Problem Solving

Power and Value Neutrality

Jeffrey speaks about how nuclear energy can be a boon if used to generate electricity but could be a bane if it is used to make a bomb that kills people. Jeffrey goes on to say that context determines if something is good or bad and says that Power works in a similar fashion.

More from Jeffrey Pfeffer

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Influencing Judgment

Projecting Power vs Humility

Jeffrey speaks about how the opposite of humility might be something like Narcissism. He also speaks about Jim Collins work around Level 5 Leadership where he speaks about combining Modesty with Fierce Determination. Jeffrey says that some of these leaders become modest after they become leaders but not on the way to the top.

More from Jeffrey Pfeffer

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Listening Influencing

Higher Power and Poorer Signals

Jeffrey speaks about how, when people become more powerful, they stop getting meaningful feedback given the power dynamic. He also speaks about how we all need to get out of own way by reminding ourselves behind the “Why” behind accumulating greater Power.

More from Jeffrey Pfeffer

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Self awareness Influencing

Vulnerability and Power

Jeffrey speaks about how one needs to be careful about showing vulnerability while climbing the Corporate Ladder.

More from Jeffrey Pfeffer

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Authenticity Influencing

IKEA effect and Escalation of Commitment

Jeffrey speaks about how one could think about engaging people and creating a certain stickiness to the commitment they make as a result. He uses the example of Jon Levy and the concept of Influencer Dinners that he organizes.

More from Jeffrey Pfeffer

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Influencing

Get in touch with Deepak Jayaraman

  1. (a) for planning a session for him to share specific insights from the podcast in your organization
  2. (b) for working with him as an Executive Coach / Transition Advisor
  3. (c) to share feedback or suggestions on the Podcast.
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