Rigid ‘common and control’ organisational structures are giving way to flatter, fluid and highly matrixed organisations, which requires influencing upwards, sideways and downwards (often without formal authority) to achieve both your own and the company’s goals.
James Brook, Joint Founder and Managing Director at Strengths Partnership, believes that to be influential, leaders must work on their persuasive skills. “Managers and leaders without good communication and influencing skills often get stuck, derail or are overlooked for promotion, regardless of their technical and functional excellence,” he says. “Our extensive experience with leaders at all levels indicates that this is the area leaders struggle with the most.”
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