Whose Idea Is It, Anyway?

My wife will tell you that the best way to get me to do something is to make me think it’s my idea. There’s probably a little truth in that, and I’ve given people the same advice when dealing with change or when trying to get approval for a new idea at work. If I’m being honest, though, I’m going to have to stop telling people that. I’ve realized it’s probably more than a little cynical (ChatGPT calls it “reductionist”. Whatever.), and I’m not that cynical. Sarcastic? Sure. Arrogant? I prefer Overconfident. But I trust people. Sometimes. If I don’t think about it.

I recall, when I was just getting started in project management, hearing project management described as “all the responsibility, none of the authority.” You’ve likely heard that, as well. The point of this expression is not to be cynical, even though that is how it was often used. It speaks to the idea of the need for project managers to use influence to encourage others to get things done, since coercion and manipulation are generally frowned upon and are more likely to backfire on you, anyway. 

What is this magical concept, influence, and how does one wield it effectively?

I can’t prove this, but generally speaking, I don’t think people have a problem with change. I think they have a problem with being changed – feeling like change is being forced upon them. They’re much less likely to resist when they think it’s their idea… I mean when you engage them in the process and create “psychological ownership” (i.e. it actually is their idea, at least in part). 

It is difficult to influence people if you don’t understand their interests, motivations, or concerns. It is especially difficult if they don’t trust you (let’s save that topic for another time). Start by stopping – stop trying to convince others. Instead, try to comprehend. It’s time for another quote we’ve all probably heard and I can’t find a direct source for: “listen to understand, not respond” (Maybe a paraphrase of Stephen Covey?). Yes, you want them to agree with you, and yes, your position is important, but don’t forget Fisher & Ury’s first rule of negotiation – negotiate interests, not positions. 

Were we not talking about negotiating? What do you think influence is? It’s more subtle than bargaining across the board room table, but successful negotiations involve building credibility, framing issues in a shared language, gaining trust…Influence may not always close the deal, but it can secure cooperation without authority, which brings us back to the definition of project management.

Now that I’ve told you that influence and negotiation are the same thing, it’s time to tell you that they’re not the same thing, but they are closely related. In fact, they share a core attribute (although it manifests differently in each) – leverage. Leverage is about power. While project managers may not have direct authority, they are not powerless. Let’s look at a few forms of power a project manager can leverage to influence others:

1. Knowledge: the power of Insight. As a project manager, you may know things others don’t, like dependencies, risks, or hidden costs. When everyone has the same information, you can help shape what it means. You have tools that help you forecast possible outcomes. You have the ability and opportunity to shape opinions.

1. Timing: the power of When. You have insight into the moving parts and pieces of the schedule. If you pay attention, you can identify when the pain of not changing exceeds the fear of change. Sometimes, all you need is the right time to turn a bad idea into a good idea.

1. Access: the power of Proximity (Who and Where). You’re often in the right place to access decision-makers, doers, and peers who control resources or information. I learned years ago that one of the greatest factors of success in most things, not just in project management, is knowing who to talk to.

There are several more forms of leverage that can be used to influence others, and as I review them, I’m thinking, “that sounds a lot like manipulation,” (I didn’t say I’m NOT cynical). I think the difference is intent. Keep in mind that there isn’t a precise recipe for how to use them all together, and if you try to copy how someone else does it, you’ll probably miss something. It’s kind of like your favorite recipe your mom made while you were growing up. She finally wrote it down and gave it to you, but it never turns out the same. I’m not going to tell you that the missing ingredient in the recipe, or in your influencing, is love. The only way you’re going to find the missing ingredient is through experimentation, practice, and sincerity. You have to mean it. People can usually tell when you don’t.

Aren’t you glad you thought of that?