Allan R. Cohen > Quotes

“If you have quick verbal skills, use humor to deflect attacks. A quip instead of a counterattack can ease tension, reduce the impact of the other person's aggression, and help build the relationship. When in doubt, use self-deprecating humor such as, “Oh, I see, all you want me to do is to cave in, go belly up, and hand you everything you want. I guess I must come across as the weakest player in the universe.” And with tough bargainers, don't give in too soon; otherwise they might worry that they could have gained more and left too much on the table. In such cases, you must let them believe that they have wrested every last concession from you.”
― Allan R. Cohen, Influence Without Authority

“It’s usually not enough to point out impending problems/opportunities or even to propose solutions. You may have to garner support for your proposed solution or conduct small pilot tests. All of this involves the need to influence powerful people.”
― Allan R. Cohen, Influencing Up

“I started first by building a skills inventory of each team member (learning about competencies) and worked with them individually identifying their strengths and weaknesses.”
― Allan R. Cohen, Influence Without Authority

“Sheila realized that pressuring the hotel managers would probably not work, so she changed her ideas about the target: “We need to put the fight where it belongs.” The team told the hotel managers that they “would go to the owners and make the case.” This did the trick, and the managers promised to provide secondary support.”
― Allan R. Cohen, Influence Without Authority

“Warren had to decide whether to fight for his choice, and once he did, find a way to preserve his relationship while getting the desired result.”
― Allan R. Cohen, Influence Without Authority

“Some professionals will do almost anything for a chance to work on tough tasks.”
― Allan R. Cohen, Influence Without Authority

“Influence at work requires that you know what you are doing, have reasonable plans, are competent at the task at hand.”
― Allan R. Cohen, Influence Without Authority

“Making clear that there could be a negative outcome—and that you are willing to do whatever is necessary—can not only get the other person's attention but also, in some cases, increase respect for you. Being willing to fight hard for what you believe in often engenders admiration.”
― Allan R. Cohen, Influence Without Authority

“Although there’s no doubt that external realities such as very difficult bosses or remote senior managers can present significant challenges (problems we address in later chapters), we’ve found that you, the person seeking influence, often erect your own barriers to achieving that influence. The reasons for this are various and include the following: The assumptions you hold about how hard to push An unwillingness to raise a tough issue or have a difficult conversation with your boss A combative tone that provokes the exact reactions you dislike Fear of being turned down Inability to let go of your own concerns long enough to remember to give something valuable to get cooperation Any problems you might have dealing with authority These self-limiting attitudes and behaviors are why you will have to take a tough look at yourself at various points in the book, while also carefully analyzing the person or group you need to influence. You have more ability to make a difference than you may think.”
― Allan R. Cohen, Influencing Up

“Credibility through action. First, he bought himself time to do his homework. Then by terminating the two engineers who weren't competent in their positions, he increased his credibility with Fred as a person who could take action.”
― Allan R. Cohen, Influence Without Authority

“These days, you need powerful people to cooperate in terms of getting information, formal or informal approval to act, resources, introductions, and support (or room to maneuver) for implementation just to get your job done. Therefore, you can’t achieve your objectives without getting help from others whom you do not control.”
― Allan R. Cohen, Influencing Up

“The blindness of the powerful that is a consequence of large power gaps often prevents them from seeing the benefits to them and the organization of having or helping strengthen strong players below.”
― Allan R. Cohen, Influencing Up

“The challenge and chance to learn is its own reward. It is usually not difficult to figure out ways of offering challenge. Asking your potential allies to join the problem-solving group or passing them a tough piece of your project are ways to pay in the currency of challenge. (If the person is competent, you probably get back more than expected.)”
― Allan R. Cohen, Influence Without Authority

“It is an illusion that once upon a time managers could make their direct reports do whatever was needed. Nobody has ever had enough authority—they never have and never will. Organizational life is too complicated for that.”
― Allan R. Cohen, Influence Without Authority

“One of the authors, then a department head, found that this worked when a colleague was trying to manipulate and bully him (about office space); looking right at the colleague and loudly saying, “Don't mess with me, Jack. I teach negotiations!” made him back off. Jack was much nicer from then on, because he assumed his ploys wouldn't work.”
― Allan R. Cohen, Influence Without Authority

“I believed in what I had to offer and the money was significant to my business, so I was going to fight for it.” Lisa presented to a large audience despite her fear because of Anna's support.”
― Allan R. Cohen, Influence Without Authority

“Does the person see himself or herself as highly competent or still learning?”
― Allan R. Cohen, Influence Without Authority