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Master The Art of Influence

When it comes to getting your employees to do what you want, don’t discount the effect of a positive impact.

Entrepreneur

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Do you sometimes question the amount of authority you successfully exert over your employees? Do you ever think you’re not as commanding and effective as you’d like to be? If so, you’re not alone; many other entrepreneurs share similar concerns and would like to be able to increase their influence over their employees. (Influence is defined here as the process of having an impact on other people.)

My experience shows that business owners who master the use of influence are significantly more successful than those who don’t. These masters of influence inspire people to do what they want them to do. They motivate their staff towards increased productivity, profitability and achievement without incurring the typical cost of organisational repair and maintenance.

Recent research shows that the following seven methods are the most effective techniques when it comes to influencing others:

1. Rapport. This technique involves creating relationships by expressing your feelings and identifying those feelings in others. So ask your employees how they feel, how their work is progressing, what they feel are obstacles to their success, how they feel about the work and the workload they have. Then be honest and tell them how you feel about them, their work style and their productivity.

Sharing this information lets others know exactly “what the score is” and often leads to improved openness and productivity. Employees will appreciate your efforts and concerns about them and their work.

2. Teamwork. To develop a feeling that you’re all part of a team working for the same goals, you need to create a synergy. Hence, create an environment in which everyone is effectively working in a unified and co-ordinated manner with others to meet organisational goals. As you put people together in teams to solve problems or chart future courses of action, your employees will get to know each other better, can more effectively use and appreciate one another’s skills and will build on one another’s capabilities to solve problems. When the outcome is efficient and productive, you will be seen in a positive light since you were the one who created the team.

Gaining & maintaining influence over your employees involves three crucial challenges

1. Creating specific, measurable and attainable goals

2. Identifying the tools, or resources, necessary for accessing internal and external sources of influence

3. Defining and using influencing techniques

3. Logic. This technique involves managing your employees by using valid, rational reasoning. When speaking to your employees, do so carefully, in a clear, unemotional and orderly manner in order to explain issues, ideas and processes. Be sure to solicit their questions and concerns. Then explain any uncertainties and complexities in a manner that makes sense to them. If you can remain unemotional, but not unfeeling, about the goals you all need to achieve, your employees will come to regard you as a very effective leader.

4. Assertiveness. When you ask questions, make assertions and share ideas in a way that doesn’t overwhelm, embarrass or belittle your employees, they will come to admire you and value your input because you have learned to express your thoughts and feelings with due regard for others. Furthermore, your employees will usually share more of their questions and concerns with you because you will have created a safe and positive environment for them to work in.

When considering which strategy to use, you need to consider these key factors:

  • Your preferred style of leadership
  • The style and personality of the person you want to influence
  • The issue at hand
  • The specific situation
  • The location or environment in which the influence will take place

5. Aggressiveness. This is related to assertiveness and involves expressing your thoughts and feelings without due regard for others. Although this isn’t a technique to use on a daily basis, in times of emergency – when quick responses and decisions are needed, being aggressive can be seen as positive, as long as the emergency doesn’t occur often.

6. Credibility. You’ll gain respect by demonstrating your expertise using appropriate language and timely, accurate responsiveness. When you correctly respond to employee questions or concerns, when they can rely on you to follow up, when you modestly demonstrate your expertise, you easily impact others and have a very strong, positive influence on them.

7. Cultural hierarchy. Understanding and using your knowledge of “how things are done around here” is a powerful way to get others to do what you want. By reminding them what acceptable behaviour is by modelling it yourself and by acting in a manner consistent with those behaviours, employees will learn to respect your leadership abilities and be willing to follow your direction.

These seven influencing techniques can be learned and easily applied to almost any situation. At times, one strategy will be more effective than another. Sometimes, a combination of strategies is more powerful. For example, a specific strategy used to influence an employee in an employee review may not be the same one to use in a sales training class.

The secret to mastering the art of influence is to create specific, measurable and attainable goals to determine which resources you have, and then employ your techniques. The world needs influential leaders. Be one!

Building Influence

To get started, first visualise a specific, measurable and attainable task or series of tasks that, when achieved, will make you feel influential and appreciated by others. Then sit down and work out how you can transform these tasks into a series of concrete, achievable steps.

Next, identify the tools or resources you already possess as an influential or potentially influential leader. These resources are the factors that assist you in expressing influence. And don’t think you don’t have any – whether due to modesty, lack of awareness or just plain ignorance, many of you probably don’t use or aren’t even aware of the internal tools at your disposal. In other cases, you may need to borrow tools from external sources to increase your influence.

Not sure what tools you have at your disposal? Here a few examples:

  • Intelligence
  • Good judgment
  • Creativity
  • Knowledge
  • Skills
  • Assertiveness
  • Business network
  • Budget
  • Equipment
  • Past successes
  • Reputation
  • Expertise
  • Job position
  • Charisma
  • Leadership ability

Of course, no one has all these tools. But clearly, the more resources you have and the more you can amass from others, the more influential you’ll become. The strategic question now becomes: with your specific, measurable and attainable goals determined, and with your key tools in place, how can you positively influence your employees to work to their full capacity? The answer: by learning specific influencing techniques.

We all know how to yell, but this is rarely effective when it comes to exerting influence. It can impact others, but the impact is usually short-lived and negative. And negative influence often encourages retribution, resistance and decreased quality on the part of the person who was negatively influenced.

Entrepreneur Magazine is South Africa's top read business publication with the highest readership per month according to AMPS. The title has won seven major publishing excellence awards since it's launch in 2006. Entrepreneur Magazine is the "how-to" handbook for growing companies. Find us on Google+ here.

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Leading

What’s Your Number? How To Unpack Company Valuations

Business is booming. Investors want in. But how do you put a price on the value of the company you have built with your own hands?

Louw Barnardt

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Company valuations is such a hazy part of the scale-up journey of a private company. Putting a price tag on a business is both art and science. At the end of the day, the number that makes the headlines (if ever disclosed) will be where willing buyer and willing seller meet.

But how do you , as business owner,  go about setting your asking price? Before approaching investors, it’s a good exercise to determine your own valuation range for the business. Choosing the right valuation method is the first big question. The answer has many parts to it, but the most important driver is the stage of the business.

Let’s look at some of the most commonly accepted valuation methods in our market:

Earnings Multiple

Applicable stage: Established, profitable companies

Listed companies, institutional players and private equity investors normally invest in a company for its cash flow profit that can contribute to their portfolio income. More often than not, companies will be valued based on their current earnings (bottom line profit after tax).

This method can only be used for companies that consistently make a profit. A multiplier will be chosen based on the company’s perceived risk. Younger, more risky businesses will likely have lower multipliers (as low as 3 and 4) and high growth, well established, lower risk companies will get higher multipliers (8-15).

Sometimes small adjustments are made to current year earnings (like non-standard, non-repeating income statement items) after which the valuation is set at Earnings times multiplier equals company valuation.

Related: 7 Factors That Influence Start-up Valuations

Discounted Cash Flow (DCF)

Applicable stage: Post-revenue start-ups, growth companies and established businesses

The most commonly used method in practice, the DCF method argues that a company’s value is determined by the future cash flows that it will yield to investors.

The starting point is creating a five to ten year cash flow forecast for the business. This is no small feat. In order to create a full financial model – income statement, balance sheet and cash flow statement – for the next decade requires a lot of work, both from a strategic and technical perspective.

Investors love this model because if forces the owners to put a clear strategy and expansion plan for their business into numbers. It will include dozens if not hundreds of assumptions – all of which can be scrutinised for reasonability. The result of financial model will be five to ten years’ worth of projected cash flows. These amounts are then discounted to present value at a discount rate that reflects the company’s risk and expected cost of capital.

The sum of the discounted future cash flows plus a terminal value (that represents the value after the five or ten year period of the model) then represents the valuation of the company after some final small adjustments for things like existing debt in the business.

Revenue Multiples

A revenue multiple valuation approach is focused on the market for similar businesses and is underpinned by your company’s current turnover. It seeks out the sales price of other similar companies in the country or worldwide, adjusted for size, stage and market differences.

A company that sold for R100 million at a turnover of R50 million would have a two times revenue multiple (valuation/revenue). If the average revenue multiple for similar companies is in a certain range, this multiple is then slightly adjusted and applied to your business.

If the average sale in your industry has been two times revenue but you are growing much faster than the average with a better competitive advantage, you can argue that two and a half times revenue is a more applicable number for your business. Revenue multiples are often used as a reasonability check in the market for the current asking price.

Related: Why Start-ups Like Uber Stumble When They Scale

Other methods

Most established companies are valued using one or a combination of more than one of the above three methods. At start-up stage, there are a number of other methods like Cost to Replicate or the Scorecard Method that early stage investors look to. When a company is simply in too early stage to practically value it, seed stage investors would also consider SAFE Agreements (Simple Agreement for Future Equity) – an instrument that determines that the percentage of the company the investors are buying with their investment. This is only determined when the Series A round is raised at a future date and under certain conditions, generally at a discount to the price the series A investors are paying.

Company valuations are complex. Many of the above technical factors play a role. A lot of it also comes down to the salesmanship of the owners and the negotiating capabilities of the parties. In ‘How Yoco Successfully Secured Capital And The Importance Of A Pitch’, the Yoco team speak about the importance of the right approach in their recent R248 million fundraising

Don’t go into this process without seeking some kind of expert advice. The price of the wrong valuation is simply too high. Make your numbers and your arguments bulletproof and you will be on your way to defending a strong and exciting valuation for your next raise!

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Leading

3 Keys To A Vision Others Can Own

Trying to get others to buy into a vision that is all about you getting more money is not going to excite people.

Zech Newman

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I get really excited about my dreams. Over the years, as I have led my team, I have realised that they aren’t as excited about my dreams as I am. I own two restaurants and employ minimum wage employees. In the early years of owning my restaurants, turnover killed me. I used to fight for them to have the same passion for my goals and dreams as I had and as a result I had extremely high turnover. Confused and frustrated, I knew I needed to change the way I was leading a team.

A few little changes have created a committed team and extremely low turnover. If you don’t have a passionate, committed long-term team, check these simple vision casting strategies.

Deeper Vision

Often our vision that we cast is shallow and self-serving. A vision that is all about you getting more money is not going to excite people. Take some time to uncover what you are trying to accomplish. When you can cast a vision beyond your selfish desires, others can sink their teeth into the vision. For my company, I wanted to raise up leaders to change the community.

My focus changed to my crew and they could feel the shift in perspective, which also helped me to earn a bi-product of more money, my original desire.

Related: 30 Top Influential SA Business Leaders

Their Vision

Our deeper vision helps us keep and build a team, but it’s still our vision. We need to really understand the goals and dreams of our team to find untapped potential and loyalty. No one will ever care as much about our vision as us because it’s ours. The more focused you get about helping your team and their wants and desires, the more they will care about yours. In my restaurant I had a young lady who wanted to be a teacher. I thought about what it takes to be a great teacher and how I could help her toward that. Find out what they care about and dig deeper to see what is behind that desire.

Marry the Two

If you have a team running around caring only about their vision they may be loyal and passionate, however, they will not be united in one direction. Magic happens when we combine our vision and their vision. At the points of intersection, our interests and theirs are united to accomplish more. I want to encourage leaders who can change the community.

Related: Business Leadership – Learn How To Embrace Change

As for the employee I mentioned above who desired to be a teacher, I trained her toward being a better teacher so that she could raise up young leaders to change the community. Now she is one of my top supervisors and teaches many other crew members. She will be an awesome teacher someday, but in the meantime, she is a valuable team member.

Caring for a team and helping them see how your vision and their vision can help each other will change everything. Growing people is the business no matter what business we are in. Care for others and they will care for you. Care only for your own wants and you will never get the most out of your team. Find a deeper vision, figure out your teams’ vision, and combine the two and your business will transform.

This article was originally posted here on Entrepreneur.com.

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3 Signs You Are Your Own Worst Business Enemy

It’s hard to be objective about ourselves but if we really pay attention our colleagues will reflect how we are perceived and what it means for the business.

John Boitnott

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Sometimes, it’s hard to get out of your own way.

Entrepreneurs and business owners have to keep all the trains running on time, as well as figure out the next place they’d like those trains to go, metaphorically speaking. It’s a huge, complex job. So it shouldn’t be a surprise to realise that in many cases, the problem behind an underperforming company is the boss.

How do you know when it really is “just you,” though? We human beings have a notoriously difficult time being objective about our own behaviour and choices.

So, try looking for the following signs in the people and circumstances around you.

1. Your employees seem unusually tense or flat lately

Has the camaraderie vanished? Is the workplace one big collection of really bad moods, most of the time?

Of course, the boss’s mood can infect the entire office. As the leader of your team, you set the example and the atmosphere, and your employees follow your lead.

Getting along with others, both inside and outside your company, is imperative for success. If your employees and customers sense a negative change, then it’s worth examining your behaviour. These signs could be symptoms that you’re becoming a toxic boss.

To address this, first make sure you’re acting with integrity and in accordance with your personal values. Next, make an effort to demonstrate empathy with your employees. You don’t have to agree with every single point they make to do this. Respect their boundaries and try to see the issue from their perspective.

Finally, make sure you listen deeply. Employers who simply command and demand compliance find themselves stuck with the “toxic” label all too quickly. Instead, be curious about your employees’ perspectives and problems. Ask open-ended questions to get them to tell you more, and listen to what they say.

2. You feel deeply frustrated with your employees

employee

Are you feeling unusually impatient around new workers? Do you find yourself snapping at experienced workers over small annoyances or accidents?

If so, there could be some deeper issues at play.

Insisting on perfection, or even just on competence in an unreasonable amount of time can eventually sour your entire workforce and drive away valuable employees. You’ll have a hard time attracting and retaining talent if you create an awkward, uncomfortable or outright hostile environment.

Instead, try practicing a “talk-down” method on yourself. When you feel your impatience or annoyance growing, mentally talk yourself down from these emotions to a state of greater calm. Here are some questions to ask yourself:

  • On a scale of one to 100, how bad is this, really?
  • What’s the worst that can happen here, realistically speaking?
  • If that happened, how would we respond?
  • Is this more important than my relationship with my employees? Or my reputation?

In most cases, reflecting on these questions helps you keep small issues in check. You’ll also want to give some thought, however, to whether there’s a bigger issue just beneath the surface. Using smaller problems as a diversion from the bigger ones provides an effective distraction from tackling life’s larger challenges, but doesn’t do much to help us solve underlying issues.

3. Minor projects are infinitely refined and “perfected” but your company hasn’t come up with a strong new idea in ages

One of the most common ways entrepreneurs become their own worst enemies is by focusing too heavily on things that don’t deserve so much attention. For whatever reason – be it fear of failure, fear of success, or something else altogether – people fall into the habit of spending too much time perfecting existing projects when they should be thinking about what’s next.

Not giving yourself enough time to create and innovate is one of the biggest ways to become your own worst business enemy. Your primary job as the business owner is to create that overarching vision for your company, and then work with your team to figure out how to achieve that vision. If you’re not even allowing yourself the time to do so, you’re fighting an uphill battle without reinforcements. After all, no one else can really do this kind of work for you.

To combat this tendency, try keeping a log of your time for two weeks. Track your time in fifteen minute increments to help figure out where you’re spending the majority of your attention and energy. Then carve out uninterrupted “CEO time,” and schedule it as if it’s a firm appointment you cannot reschedule or miss. Give yourself at least three hours a week to work on new ideas for your company.

Takeaways

It’s hard to be objective about our own behaviour and surroundings. Instead, use your colleagues, employees, and environment as a mirror to reflect back to you the reality of how you are perceived and the ways that perception is impacting your business. Then take the appropriate action to mitigate those challenges.

This article was originally posted here on Entrepreneur.com.

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