From the course: Influencing Others

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Choose the best "why" to influence

Choose the best "why" to influence

From the course: Influencing Others

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Choose the best "why" to influence

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- It's probably happening right now in organizations everywhere. A manager walks into their boss's office armed with passion and a compelling case for why they deserve a promotion, or why their project should get funded, or why their team needs another hire. They've rehearsed their pitch, they make their case, and the answer is no. The problem isn't the merit of their request. The problem is, like most people, they focus first on what instead of why. They start with what they want, such as the project approval, the new hire, the promotion, then they build a case around their personal need or desire. The project excites you. The new hire would ease your workload. The promotion gives the status and recognition you've worked hard for. But here's the reality check. Your self-interest isn't your boss's agenda. When you lead with what you want, the full field or scope of your influence invisibly narrows and weakens. Why? Because you're essentially asking others to prioritize your problems…

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