Leadership Through Influence and Empowerment Training Course

Participants can create a stakeholder strategy for a priority requiring cross-functional support.

• Power-interest grid used to segment sponsors, blockers and affected groups
• Stakeholder motivations identified through interests, incentives, concerns and perceived risks
• Coalition maps reveal alliances, informal networks and potential influence routes
• Sponsor roles clarified through visible advocacy, access and decision support
• Engagement priorities sequenced using stakeholder salience and decision timing
• Opposition diagnosed without labelling legitimate concerns as resistance
• Influence strategy documented for a current workplace priority

Participants can frame messages that gain attention, credibility and commitment from varied audiences.

• Cialdini’s influence principles applied without manipulation or false urgency
• Message framing connects proposals to stakeholder interests and organisational priorities
• Ethos, logos and pathos balanced in executive and team communications
• Pyramid Principle structures recommendations, evidence and required decisions
• Scarcity claims tested against facts, capacity constraints and ethical obligations
• Credible evidence selected from operational data, customer impacts and risks
• Commitment requests specify actions, owners, deadlines and decision points

Participants can conduct influence conversations that surface concerns and build workable agreements.

• Conversation objectives defined alongside desired relationships and minimum acceptable outcomes
• Ladder of Inference checked before drawing conclusions about stakeholder intent
• Open questions uncover interests, constraints, assumptions and decision criteria
• Active listening uses paraphrasing, summarising and accurate emotion labelling
• Advocacy and inquiry balanced using Argyris’ left-hand column technique
• Reframing converts positional disagreement into jointly solvable problem statements
• Conversation close confirms commitments, unresolved issues and follow-up actions

Participants can negotiate agreements that protect relationships while advancing business priorities.

• Interest-based negotiation separates people, interests, options and objective criteria
• BATNA and reservation points prepared before resource and priority discussions
• Value-creation options developed before making distributive trade-off decisions
• Objective criteria drawn from service levels, risk thresholds and delivery data
• Concessions planned conditionally rather than granted without reciprocal commitments
• Difficult counterparts managed through process control and neutral problem definition
• Negotiated agreements recorded with owners, milestones and review mechanisms

Participants can delegate meaningful responsibility with appropriate authority, controls and follow-through.

• Delegation decisions separate task assignment from outcome ownership and authority
• RACI matrix clarifies responsible, accountable, consulted and informed roles
• Decision rights set through scope, thresholds, escalation triggers and guardrails
• Delegation levels matched to capability, risk and organisational consequences
• Outcome contracts define purpose, standards, resources and review dates
• Checkpoints support progress without returning control to the manager
• Accountability conversations address missed commitments, learning and corrective action

Participants can use coaching conversations to develop judgement, confidence and personal ownership.

• GROW model structures coaching around goals, reality, options and will
• Coaching questions promote analysis instead of premature managerial problem-solving
• SBI feedback describes situations, behaviours and observable impacts accurately
• Feedforward requests focus attention on future actions and practical support
• Strengths-based conversations connect proven capability with stretch assignments
• Development support balances challenge, resources, feedback and psychological safety
• Manager responses distinguish coaching needs from urgent performance intervention

Participants can address resistance and conflict without avoiding issues or escalating tension.

• Resistance sources diagnosed through loss, uncertainty, workload and perceived fairness
• Thomas-Kilmann modes selected according to stakes, relationships and time pressure
• Difficult conversations prepared using facts, impact, request and listening questions
• Emotional triggers recognised before responding to criticism, challenge or defensiveness
• Conflict boundaries established around conduct, evidence and decision-making processes
• De-escalation language separates unacceptable behaviour from legitimate disagreement
• Repair conversations rebuild trust after misunderstandings, errors or broken commitments

Participants can establish team conditions that support candour, ownership and dependable delivery.

• Psychological safety distinguished from comfort, agreement and lowered performance standards
• Team norms define challenge, candour, confidentiality and meeting participation
• Trust equation examines credibility, reliability, intimacy and self-orientation
• Leader fallibility framed appropriately to invite questions and risk reporting
• After-action reviews identify assumptions, decisions, outcomes and improvements
• Accountability routines connect commitments with visible progress and peer follow-through
• Recognition practices reinforce initiative, learning and responsible decision-making

Participants can produce a practical plan for applying course methods to a current leadership priority.

• Workplace priority defined with measurable outcomes, constraints and critical dependencies
• Stakeholder map updated with influence routes, risks and engagement actions
• Influence message prepared using evidence, shared value and specific requests
• Delegation plan assigns decision rights, guardrails and review checkpoints
• Difficult conversation script prepared for foreseeable resistance or conflict
• Personal leadership commitments translated into observable weekly management behaviours
• Thirty-day action plan sets milestones, feedback sources and success measures