Quotes from Allan R. Cohen

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.

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.

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.

Influence at work requires that you know what you are doing, have reasonable plans, are competent at the task at hand.

Some professionals will do almost anything for a chance to work on tough tasks.

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.)

Does the person see himself or herself as highly competent or still learning?

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.

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.

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.

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.

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.

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.

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.

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.