George B. Bradt - Influence and Impact

To be clear, there are times when the feeling of being stuck has nothing to do with you. You may be in a bad situation or there is a difference in values or style that cannot be overcome. Until you find that out, however, you have many more degrees of freedom when you focus on yourself. Start by framing the problem as something you can control, and change may be more actionable than trying to change others or looking for a new job. Our next chapter will make it clear how you can enhance your value to the organization, and help you expand your influence and impact on others.

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Get what you want by doing what your organization needs. The one change you need to make is to shift your attention from the temptations of doing what is comfortable, what is familiar, or what you wish, to doing what is most important to the organization.

1 iCooley, C. H. (1992). Human nature and the social order. Transaction Publishers.; Mead, G. H. (1962). Mind, self, and society. Chicago: University of Chicago.

2 iiMaslow, A. H. (1943). "A theory of human motivation." Psychological Review, 50: 396.; Hogan, K. (2011). The science of influence: How to get anyone to say yes in 8 minutes or less. Hoboken, NJ: Wiley.; Rock, D. (2008). "SCARF: A brain-based model for collaborating with and influencing others." NeuroLeadership Journal, 1: 44–52.

3 iiiMehrabian, A. (1981). Silent messages: Implicit communication of emotions and attitudes. Belmont, CA: Wadsworth.

4 ivBradt, G. (2019, October). As an executive onboarding into a new role, engage intellectually, emotionally and practically—in that order. Forbes. Retrieved February 7, 2021 from https://www.forbes.com/sites/georgebradt/2019/10/22/as-an-executive-onboarding-into-a-new-role-engage-intellectually-emotionally-and-practically--in-that-order/?sh=58d89f9d5be6; Kahneman, D. (2011). Thinking, fast and slow. New York: Farrar, Straus and Giroux.

5 vForester, J., & McKibbon, G. (2020). Beyond blame: Leadership, collaboration and compassion in the time of COVID-19. Socio-Ecological Practice Research, 2(3): 205–216.

6 viReina, C. S., Rogers, K. M., Peterson, S. J., Byron, K., & Hom, P. W. (2018). Quitting the boss? The role of manager influence tactics and employee emotional engagement in voluntary turnover. Journal of Leadership & Organizational Studies, 25(1): 5–18.

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