Influence Without Authority

This excellent leadership guide by Allan R. Cohen and David L. Bradford offers a classic, necessary set of prescriptions for anyone working in a flat, team-based organization. That is to say, it is a guide that will prove useful to almost everybody employed at a contemporary organization. The waning of the old hierarchical organization, with its clear lines of authority and control-command management styles, puts a greater emphasis on your individual ability to achieve your goals by enlisting support from people who, often, have no obligation to provide it. We recommend this clear, jargon-free outline of the basic principles you need to know to influence others, even if you lack sufficient authority.

I'm honored to have received a couple of books for review from Wiley publishing. Influence without Authority by Allan Cohen and David Bradford (second edition) is a classic. Between the covers of this book are not only ideas about the art of getting work done through people, but a host of useful case studies and resources. One of my first major change management projects, some 12 years ago now, lead me to believe that there had to be a better way to accomplish the cross functional negotiations that need to happen in any major change initiative. Here, in this book, are the explanations for both what worked and what didn't work on that project. Many of the principles listed not only got my head nodding "yes!" but also help me to understand how the hard learned lessons over the past 12 years fit into the overall picture of influencing colleagues, clients, and their employees. The Cohen-Bradford Model of Influence, while appearing simple, was a bit more difficult to really comprehend. It comprises six "steps" pictured as an inward spiral, and starts at the "outside" with "Assume all are potential allies." Then moves inward with "Clarify your goals and priorities," "Diagnose the world of the other person," "Identify relevant currencies, theirs, yours," "Dealing with relationships," and finally at the center "Influence through give and take." Essentially, this text deals with explaining how this model is applied in a practical manner. Most important is the concept that while for small things, we can and often do intuitively understand the give and take in a transaction, for large complex transactions we need to be more methodical and think through our process, goals, interests and those of our allies. Hence, the model. Of particular interest to me was this text's recognition that organizational change can be very complicated, and so dedicated several chapters to that process alone. Between these chapters, the case studies providing real life examples, and yes, the model itself, this book is invaluable to those either in or consulting to organizations wanting to move forward - because that means managing complex change and the need to influence people as well as leading them.

As the HR profession evolves, one of the key skills required of modern practitioners is the ability to influence. With this in mind, the second edition of Influence without Authority is a gem of a book for HR professionals. It provides an effective model for breaking through influencing impasses and details how to build an environment of collaboration, mutual assistance, and real achievement. In an era where HR professionals are often competing for resources, information or support from key stakeholders, the book includes many practical applications such as working cross-functionally, leading major change initiatives, using direct influence and overcoming organisational politics. Authors Allan Cohen and David Bradford build upon the first edition with new chapters on applying their approach to influencing, or the `exchange model'. They argue that this model is especially useful for team leaders and managers, and provide a raft of useful examples for HR practitioners to use in the workplace. If you work at the highest levels of HR or are new to the game, Influence without Authority lays down the ground rules of how to get what you want in the competitive world of business. Definitely worth a read.

This book is important because it's message-to succeed you must learn to influence others-is right on target. The authors assert that nobody "ever had enough authority (to get their work done)." But it is possible to have enough influence to make things happen, and this book's purpose is to tell you how! It shows that the key to influence is reciprocity, which is defined in many and subtle ways. An influence model provides the framework around which the book is organized and developed. Chapters cover influencing: your boss; difficult subordinates; others across functional lines; and colleagues. Other topics include: indirect influence; initiating or leading major change; organizational politics; and escalating to tougher strategies when needed. As consultants in organization analysis, design, and change (www.organizationconsultants) we are keenly aware of the importance and power of the art of influencing others; it is essential to leadership. It is pivotal to getting things done at all levels, starting with the execution of strategy. It is good to find a book that addresses this crucial topic. Overall, the authors offer a penetrating treatment of their subject which serves as a great guide to the art of influencing others. The book is rich in content, offering insights about a skill that is quintessential to personal and organizational success.

This book covers how to use the natural human laws of reciprocity with others in your organization to achieve maximum productivity. More importantly the book also promotes the attitude of looking on everyone in your organization as allies (people you like) and potential allies (people you don't). Highly recommended.