How to Gain and Exert More Influence in the 'New Normal'

Law firm leaders and partners are feeling less and less in control of circumstances than ever. They don't have their whole workforce easily in view. They can't monitor how and where people are getting and sharing information. New forces of influence have arisen and grown stronger in recent years.

It's not just the shifted balance of power with clients. Social media has consumed our time and our lives. Different generations with different views, behaviors and facility with technology are influencing attitudes toward authority, leadership and management style. Collaboration of multi-generational teams is more crucial than ever. The uncertain, unsettling economy has caused a sort of legal industry vertigo.

So perceived and actual control has diminished. But we all can exert our influence in a positive way with knowledge gained from assessment and communication tools and cultivating a multi-generational forum for expressing expectations. At its greatest strength, a firm is a smoothly functioning multi-generational team that elicits and recognizes the highest performance from each member regardless of numbers of years of experience or formal position.

The Power to Influence

People at all levels have some power to influence factors in their work lives based on their personal strengths, their ability to interact with others, and the knowledge that they hold or share. Those in leadership positions are poised to exert more influence than followers, but they have to be willing to take a stand, give consistent support, and be ever vigilant to maintain trust among their colleagues and “followers.” Unless the leader is truly a dictator, direct influence is limited, even as a CEO, managing partner ' or parent.

What Can You Influence?

Let's take a look at ways that a leader at any level ' from chair/CEO or managing partner to practice or business unit head, committee chair or team leader, to name the most obvious ' can directly influence the climate for high performance and creativity/innovation in an organization. These factors are likely to trigger intrinsic motivation in their professional and manager constituents or team members.

• Professionals, executives and other knowledge workers seek challenge in their work. Leaders can affect the degree to which they are emotionally engaged and committed to their work.
• Control over their jobs is a significant intrinsic motivator. Leaders have an important say in how much freedom professionals and managers have to decide on assignments and how to do their jobs.
• Leaders decide how much support in terms of resources and visible backing of ideas they give to individuals and teams.
• Leaders influence how much risk-taking is carried out by not only their words of encouragement, but also their decision not to put disincentives in place and take negative actions upon failure.
• Creating an open environment where people feel safe in putting forth their points of view is an important way in which leaders sustain a high performance culture built on trust.
• Leaders set an example for the degree of transparency fostered throughout the firm's culture.
• Leaders have considerable influence on how conflict is managed. Conflict can be a good thing; a high-performance climate cannot exist without some conflict, but it must be well managed.
• Related to conflict and openness is the ability of individuals and team members to engage in lively discussion and debate about opportunities, problems and challenges. The more alternatives presented, the better the decision-making.
• Leaders can influence the degree of opportunity for debate.

Most of the factors above are part of the dimensions of the climate for innovation defined by Scott Isaksen and other researchers at the Center for Creative Studies at the State University of New York, Buffalo, and are based on studies by Goran Ekvall of the University of Lund in Sweden during the 1980s. The studies demonstrated that the climate within an organization had a significant effect on people's willingness and ability to be creative and innovative. That is necessary for achieving and sustaining high performance over time.

Improving Team Effectiveness

A significant factor influencing high performance in teams is the ability to convene a group of people with a variety of natural role preferences distinct from technical/professional expertise. The ability to convene a desired group of people is one part of a definition of power ' that is, not only offering the invitation to meet, but also actually having people wanting to appear, engage and contribute.

Teams often get stuck because they are made up of multiple people who want to play the same role or don't feel comfortable in the role they are asked to play in the process of creation and implementation of an idea or project, whether for a client or for internal matters or governance. The style and role preference don't mesh. Yet the same individuals might be much more productive if roles were designated based on their natural behavioral style preferences. This is especially important when seeking to benefit from a multi-generational team in today's world, where years of experience may not be the best criterion for assigning roles. Interpersonal skills, relationships, tech savvy, creativity, management ability and other factors need to be considered

Primary Team Roles

The four primary team roles, one passing off responsibilities to the next, are Creator, Advancer, Refiner, and Executor. A fifth, Facilitator, has attributes of each of the four and can play a harmonizing role. The Creator generates original ideas and is usually a “big-picture” thinker. With the new ideas, the Advancer recognizes opportunities and ways to promote the ideas. The Refiner analyzes, challenges and looks for problems with the ideas and may hand them back with the analysis to the Advancer or Creator for more shaping, if necessary. Then the Executor sets the plans for implementation in motion and follows through the process to completion. Lawyers are educated to be Refiners first and foremost. Many people can play more than one role or flex their style enough to do it competently. Think of how important this combination of players is on any client service delivery team.

In any case, a successful team needs a combination of people who can willingly and competently take on all of the roles. An assessment we use called “Team Dimensions” helps identify preferred roles and helps teams organize their processes and projects.

Generational Influences

Now that the significance of generational differences in ways of thinking and behavior are being acknowledged as a meaningful factor in productivity and retention of personnel and clients, we need to learn and consider how to engage and influence the various generations. By influence in this context, I mean getting their buy-in, cooperation and even loyalty. Of course there are individual differences that need to be respected, but awareness of typical generational patterns based on economic, social, cultural and political environments they experienced in adolescent and early adult years is valuable in increasing influence as a leader or manager.

To be a more successful influencer, keep in mind the following defining characteristics in dealing with the members of each of the prevalent generations in the workplace today. (There are many other typical attributes, but I chose these for the discussion of motivations and influence,)

Baby Boomers

They:

• have no concept of themselves as “old,” and they don't relate to Traditionalists' points of reference;
• are still competitive;
• may be tech-savvy and into social media;
• are continual learners ' want to work for the intellectual stimulation as well as money; and
• like in-person contact; establish relationships first.

Use of technology is becoming less of a divide, but the “native” vs. “digital immigrant” divide still exists. Make them feel valued in an X-Y world. Encourage in-person relationships with the younger generations, which is beneficial to all.

Generation X

They:

• want options and back-up plans;
• are self-reliant; want their own piece of the action;
• are not impressed by, or trusting of, large institutions;
• believe family and friends come first (that's their foundation);
• consider time to be currency, like money; and
• are willing to learn as they go.

Give them latitude. Appreciate their creativity and resourcefulness. Don't push them into a mold. Respect their desire for flexibility, and encourage the whole firm to be more flexible and agile. Everyone will benefit and be more productive.

Gen Y/Millennials

They:

• were raised in a transactional world and think in those terms;
• expect free information and prizes and lots of choices;
• are willing to trade privacy for other things they think they value at the moment;
• think “abundance” rather than zero-sum game ' all can be winners;
• consider the social value or harm of their actions; and
• think and live in the moment.

Understand their impatience. Their world has always been fast-changing and surrounded by threats. They will work hard if they see a payoff in the short-term. Give guidance, quick feedback and new things to learn. Explain why what they are asked to do is important in the big picture. Be transparent to gain their trust.

Influence Responsibly

Influencing is part art and part science. Lawyers and other professionals think what they know is the key, but how you read and approach people is more important. The principles of persuasion are more people-oriented than task-oriented. Remember that reciprocity is a key principle of persuasion. Show respect and trust first. If you are a leader at any level, be cognizant of the ways you have the ability to directly influence the culture of your firm or group, individuals' motivation to take risks and innovate, and ultimately their work satisfaction and success with clients. Use this influence wisely. It can make or break your firm or business unit.

Phyllis Weiss Haserot, a member of this newsletter's Board of Editors, is the president of Practice Development Counsel, a business development and organizational effectiveness consulting and coaching firm working with law firms for over 20 years. A special focus is on the profitability of solving inter-generational challenges among colleagues and with clients. She is the author of “The Rainmaking Machine” and “The Marketer's Handbook of Tips & Checklists” (both West/Thomson Reuters 2011). E-mail: [email protected]. URL: www.pdcounsel.com.  ' Phyllis Weiss Haserot, 2012. All rights reserved.

Law firm leaders and partners are feeling less and less in control of circumstances than ever. They don't have their whole workforce easily in view. They can't monitor how and where people are getting and sharing information. New forces of influence have arisen and grown stronger in recent years.

It's not just the shifted balance of power with clients. Social media has consumed our time and our lives. Different generations with different views, behaviors and facility with technology are influencing attitudes toward authority, leadership and management style. Collaboration of multi-generational teams is more crucial than ever. The uncertain, unsettling economy has caused a sort of legal industry vertigo.

So perceived and actual control has diminished. But we all can exert our influence in a positive way with knowledge gained from assessment and communication tools and cultivating a multi-generational forum for expressing expectations. At its greatest strength, a firm is a smoothly functioning multi-generational team that elicits and recognizes the highest performance from each member regardless of numbers of years of experience or formal position.

The Power to Influence

People at all levels have some power to influence factors in their work lives based on their personal strengths, their ability to interact with others, and the knowledge that they hold or share. Those in leadership positions are poised to exert more influence than followers, but they have to be willing to take a stand, give consistent support, and be ever vigilant to maintain trust among their colleagues and “followers.” Unless the leader is truly a dictator, direct influence is limited, even as a CEO, managing partner ' or parent.

What Can You Influence?

Let's take a look at ways that a leader at any level ' from chair/CEO or managing partner to practice or business unit head, committee chair or team leader, to name the most obvious ' can directly influence the climate for high performance and creativity/innovation in an organization. These factors are likely to trigger intrinsic motivation in their professional and manager constituents or team members.

• Professionals, executives and other knowledge workers seek challenge in their work. Leaders can affect the degree to which they are emotionally engaged and committed to their work.
• Control over their jobs is a significant intrinsic motivator. Leaders have an important say in how much freedom professionals and managers have to decide on assignments and how to do their jobs.
• Leaders decide how much support in terms of resources and visible backing of ideas they give to individuals and teams.
• Leaders influence how much risk-taking is carried out by not only their words of encouragement, but also their decision not to put disincentives in place and take negative actions upon failure.
• Creating an open environment where people feel safe in putting forth their points of view is an important way in which leaders sustain a high performance culture built on trust.
• Leaders set an example for the degree of transparency fostered throughout the firm's culture.
• Leaders have considerable influence on how conflict is managed. Conflict can be a good thing; a high-performance climate cannot exist without some conflict, but it must be well managed.
• Related to conflict and openness is the ability of individuals and team members to engage in lively discussion and debate about opportunities, problems and challenges. The more alternatives presented, the better the decision-making.
• Leaders can influence the degree of opportunity for debate.

Most of the factors above are part of the dimensions of the climate for innovation defined by Scott Isaksen and other researchers at the Center for Creative Studies at the State University of New York, Buffalo, and are based on studies by Goran Ekvall of the University of Lund in Sweden during the 1980s. The studies demonstrated that the climate within an organization had a significant effect on people's willingness and ability to be creative and innovative. That is necessary for achieving and sustaining high performance over time.

Improving Team Effectiveness

A significant factor influencing high performance in teams is the ability to convene a group of people with a variety of natural role preferences distinct from technical/professional expertise. The ability to convene a desired group of people is one part of a definition of power ' that is, not only offering the invitation to meet, but also actually having people wanting to appear, engage and contribute.

Teams often get stuck because they are made up of multiple people who want to play the same role or don't feel comfortable in the role they are asked to play in the process of creation and implementation of an idea or project, whether for a client or for internal matters or governance. The style and role preference don't mesh. Yet the same individuals might be much more productive if roles were designated based on their natural behavioral style preferences. This is especially important when seeking to benefit from a multi-generational team in today's world, where years of experience may not be the best criterion for assigning roles. Interpersonal skills, relationships, tech savvy, creativity, management ability and other factors need to be considered

Primary Team Roles

The four primary team roles, one passing off responsibilities to the next, are Creator, Advancer, Refiner, and Executor. A fifth, Facilitator, has attributes of each of the four and can play a harmonizing role. The Creator generates original ideas and is usually a “big-picture” thinker. With the new ideas, the Advancer recognizes opportunities and ways to promote the ideas. The Refiner analyzes, challenges and looks for problems with the ideas and may hand them back with the analysis to the Advancer or Creator for more shaping, if necessary. Then the Executor sets the plans for implementation in motion and follows through the process to completion. Lawyers are educated to be Refiners first and foremost. Many people can play more than one role or flex their style enough to do it competently. Think of how important this combination of players is on any client service delivery team.

In any case, a successful team needs a combination of people who can willingly and competently take on all of the roles. An assessment we use called “Team Dimensions” helps identify preferred roles and helps teams organize their processes and projects.

Generational Influences

Now that the significance of generational differences in ways of thinking and behavior are being acknowledged as a meaningful factor in productivity and retention of personnel and clients, we need to learn and consider how to engage and influence the various generations. By influence in this context, I mean getting their buy-in, cooperation and even loyalty. Of course there are individual differences that need to be respected, but awareness of typical generational patterns based on economic, social, cultural and political environments they experienced in adolescent and early adult years is valuable in increasing influence as a leader or manager.

To be a more successful influencer, keep in mind the following defining characteristics in dealing with the members of each of the prevalent generations in the workplace today. (There are many other typical attributes, but I chose these for the discussion of motivations and influence,)

Baby Boomers

They:

• have no concept of themselves as “old,” and they don't relate to Traditionalists' points of reference;
• are still competitive;
• may be tech-savvy and into social media;
• are continual learners ' want to work for the intellectual stimulation as well as money; and
• like in-person contact; establish relationships first.

Use of technology is becoming less of a divide, but the “native” vs. “digital immigrant” divide still exists. Make them feel valued in an X-Y world. Encourage in-person relationships with the younger generations, which is beneficial to all.

Generation X

They:

• want options and back-up plans;
• are self-reliant; want their own piece of the action;
• are not impressed by, or trusting of, large institutions;
• believe family and friends come first (that's their foundation);
• consider time to be currency, like money; and
• are willing to learn as they go.

Give them latitude. Appreciate their creativity and resourcefulness. Don't push them into a mold. Respect their desire for flexibility, and encourage the whole firm to be more flexible and agile. Everyone will benefit and be more productive.

Gen Y/Millennials

They:

• were raised in a transactional world and think in those terms;
• expect free information and prizes and lots of choices;
• are willing to trade privacy for other things they think they value at the moment;
• think “abundance” rather than zero-sum game ' all can be winners;
• consider the social value or harm of their actions; and
• think and live in the moment.

Understand their impatience. Their world has always been fast-changing and surrounded by threats. They will work hard if they see a payoff in the short-term. Give guidance, quick feedback and new things to learn. Explain why what they are asked to do is important in the big picture. Be transparent to gain their trust.

Influence Responsibly

Influencing is part art and part science. Lawyers and other professionals think what they know is the key, but how you read and approach people is more important. The principles of persuasion are more people-oriented than task-oriented. Remember that reciprocity is a key principle of persuasion. Show respect and trust first. If you are a leader at any level, be cognizant of the ways you have the ability to directly influence the culture of your firm or group, individuals' motivation to take risks and innovate, and ultimately their work satisfaction and success with clients. Use this influence wisely. It can make or break your firm or business unit.

Phyllis Weiss Haserot, a member of this newsletter's Board of Editors, is the president of Practice Development Counsel, a business development and organizational effectiveness consulting and coaching firm working with law firms for over 20 years. A special focus is on the profitability of solving inter-generational challenges among colleagues and with clients. She is the author of “The Rainmaking Machine” and “The Marketer's Handbook of Tips & Checklists” (both West/Thomson Reuters 2011). E-mail: [email protected]. URL: www.pdcounsel.com.  ' Phyllis Weiss Haserot, 2012. All rights reserved.