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Influencer: The Power to Change Anything (Audiobook)

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From the New York Times best-selling authors of Crucial Conversations.... Whether your goal is to change minds, change markets, or change the world - anything is possible for an influencer. Everyone wants to be an influencer. We all want to learn how to help ourselves and others change behavior. And yet, in spite of the fact that we routinely attempt to do everything from l From the New York Times best-selling authors of Crucial Conversations.... Whether your goal is to change minds, change markets, or change the world - anything is possible for an influencer. Everyone wants to be an influencer. We all want to learn how to help ourselves and others change behavior. And yet, in spite of the fact that we routinely attempt to do everything from lose weight to improve quality at work, few of us have more than one or two ideas about how to exert influence. For the first time, Influencer brings together the breakthrough strategies of contemporary influence masters. By drawing from the skills of hundreds of successful influencers and combining them with five decades of the best social-science research, Influencer shares eight powerful principles for changing behaviors - principles almost anyone can apply to change almost anything. ©2007 Kerry Patterson, Joseph Grenny, David Maxfield, Ron McMillan, and Al Switzler; (P)2007 HighBridge Company


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From the New York Times best-selling authors of Crucial Conversations.... Whether your goal is to change minds, change markets, or change the world - anything is possible for an influencer. Everyone wants to be an influencer. We all want to learn how to help ourselves and others change behavior. And yet, in spite of the fact that we routinely attempt to do everything from l From the New York Times best-selling authors of Crucial Conversations.... Whether your goal is to change minds, change markets, or change the world - anything is possible for an influencer. Everyone wants to be an influencer. We all want to learn how to help ourselves and others change behavior. And yet, in spite of the fact that we routinely attempt to do everything from lose weight to improve quality at work, few of us have more than one or two ideas about how to exert influence. For the first time, Influencer brings together the breakthrough strategies of contemporary influence masters. By drawing from the skills of hundreds of successful influencers and combining them with five decades of the best social-science research, Influencer shares eight powerful principles for changing behaviors - principles almost anyone can apply to change almost anything. ©2007 Kerry Patterson, Joseph Grenny, David Maxfield, Ron McMillan, and Al Switzler; (P)2007 HighBridge Company

30 review for Influencer: The Power to Change Anything (Audiobook)

  1. 5 out of 5

    Doc

    The authors of Crucial Conversations and Crucial Confrontations do it again in their third book. Focused on the question "How do I influence people to change their behavior?" this book breaks it down into six categories of action. Consistent with their earlier works, it is clear and articulate, provides many real-life examples, and draws upon the work and research of others, as well as their own work. The examples are particularly poignant, addressing such diverse topics as the eradication of a p The authors of Crucial Conversations and Crucial Confrontations do it again in their third book. Focused on the question "How do I influence people to change their behavior?" this book breaks it down into six categories of action. Consistent with their earlier works, it is clear and articulate, provides many real-life examples, and draws upon the work and research of others, as well as their own work. The examples are particularly poignant, addressing such diverse topics as the eradication of a particularly painful parasite and the correction of problems in business. The concepts presented are applicable to any situation - parenthood, leadership, teamwork, volunteering, politics, business - in which one group or individual has the need to influence others to change their behavior. This is now one of the indispensable components of my personal and professional toolbox.

  2. 5 out of 5

    Avid Series Reader

    Influencer by Kerry Patterson was mentioned by upper management this year as a reference for an upcoming change to corporate culture. I was curious to read about it, and understand what to expect in the coming year. I could not get much out of it, beyond one point: making a real and lasting change requires identifying and changing vital behavior. I carried it with me and forced myself to read it whenever waiting for appointments, for example, but I gave up somewhere between 50-100 dull pages. Th Influencer by Kerry Patterson was mentioned by upper management this year as a reference for an upcoming change to corporate culture. I was curious to read about it, and understand what to expect in the coming year. I could not get much out of it, beyond one point: making a real and lasting change requires identifying and changing vital behavior. I carried it with me and forced myself to read it whenever waiting for appointments, for example, but I gave up somewhere between 50-100 dull pages. The authors repeat over and over how they saved a primitive African village from disease by teaching the residents to strain their drinking water. That is a commendable accomplishment, but hardly applies directly to corporate culture in a high-tech firm. They also crow about a case of auto workers who learned the Japanese assembly line is faster than the American one. I think anyone could predict that, due to the significant differences in national cultures. I see in other reviews that other readers felt the first 50 pages were slow, too. Due to the repetition of the African water anecdote, I did not believe the authors had much real "meat" to convey, so I abandoned the book. I don't plan to retry.

  3. 4 out of 5

    Robert

    If you enjoyed Malcolm Gladwell's The Tipping Point but found yourself wishing it were more applicable to your work, I bet you'll enjoy Influencer as much as I did. Now Patterson, et al., don't tell a story the way Gladwell does, so this book isn't as much fun as one of Gladwell's. But it more than makes up for it in applicability and usefulness ... and the book is filled with enough good anecdotes and humor to make it an enjoyable listen. I hated chapter 1, which was a hard sell of the book's w If you enjoyed Malcolm Gladwell's The Tipping Point but found yourself wishing it were more applicable to your work, I bet you'll enjoy Influencer as much as I did. Now Patterson, et al., don't tell a story the way Gladwell does, so this book isn't as much fun as one of Gladwell's. But it more than makes up for it in applicability and usefulness ... and the book is filled with enough good anecdotes and humor to make it an enjoyable listen. I hated chapter 1, which was a hard sell of the book's worth for the business audience. But from chapter 2 on, I was enthralled. The authors draw heavily from scientific research to support the general principles they argue for, and they use astounding, real world case studies to illustrate those principles in action. The authors make a strong case that changing supposedly intractable human behavior is actually not impossible; however, it requires a lot of work and careful, diligent, simultaneous application of multiple strategies that are well supported by research. It's daunting, yet encouraging. It makes it clear why most of our own attempts at influence fail, and it lays out what it will take for them to succeed.

  4. 4 out of 5

    Toni Daugherty

    Every CEO, CFO, COO, parent, teacher, administrator and leader of any kind, should read this book. It has valueable practical information and it is very clearly stated, so you won't be saying, "Wait, what did he say about discipline and rewards beforehand?" Nearly every study in this book has been brought to my attention in another book which makes me think that I read too much in this area, or these studies are old and many authors are drawing conclusions from all the same results. This makes m Every CEO, CFO, COO, parent, teacher, administrator and leader of any kind, should read this book. It has valueable practical information and it is very clearly stated, so you won't be saying, "Wait, what did he say about discipline and rewards beforehand?" Nearly every study in this book has been brought to my attention in another book which makes me think that I read too much in this area, or these studies are old and many authors are drawing conclusions from all the same results. This makes me think we need more studies, because if one of them is wrong, a lot of these books are obsolete. Nonetheless, it has information to use in everyday situations and I've already enlightened my husband of them, for his work, in addition to using them on my children. What I LOVE about this book, is that it suggest we don't need a great deal of money nor a bunch of political rhetorica for real, serious, long-term, big, change. What we need, are influencers and there are certain folks with those skills. Finding them is easy. Getting them on ur side? Well, you need to learn to be an influencer yourself. The solutions are usually simple and giant government or corporate programs are simply a waste of money.

  5. 4 out of 5

    Daniel Taylor

    The five-author team who wrote Influencer believe that any problems – any at all – caused by human behaviour can be changed. The first part of the book puts forth the idea that leadership is influence, and that those who influence are those who create rapid, profound and sustainable behaviour change. To make changes in behaviour you need to have a clear target you’re working toward and you need to identify the vital behaviours that will create the needed change. The second part of the book covers t The five-author team who wrote Influencer believe that any problems – any at all – caused by human behaviour can be changed. The first part of the book puts forth the idea that leadership is influence, and that those who influence are those who create rapid, profound and sustainable behaviour change. To make changes in behaviour you need to have a clear target you’re working toward and you need to identify the vital behaviours that will create the needed change. The second part of the book covers the six sources leaders must engage to achieve their goal. For lasting changing, leaders need to address all six areas. The ideas the authors put forth work. You know they will for three reasons. First, their findings are grounded in science. Second, the illustrate their lessons with plenty of case studies – real world examples of people facing impossible problems. Third, their ideas are based in the universal principles (or laws) that govern human behaviour. Because it is principles that are under discussion, they can be taken and applied to any situation, whereas practices are only useful in certain situations. If you’re responsible for leading change, this book is invaluable – clear, well-researched and practical.

  6. 4 out of 5

    Kenny Tang

    Boring, lame, boring, and lame... The message it was trying to deliver was positive enough such as use emotional stories, social pressure, focus on specific behaviors, make incentives, and remove obstacles to help influence change. The stories sucked. The flow sucked. This book that emphasizes telling good stories sucked at telling stories!!! There was no use of humor or anything interesting or emotional while using the same stories as other best selling books but made them boring and confusing. Boring, lame, boring, and lame... The message it was trying to deliver was positive enough such as use emotional stories, social pressure, focus on specific behaviors, make incentives, and remove obstacles to help influence change. The stories sucked. The flow sucked. This book that emphasizes telling good stories sucked at telling stories!!! There was no use of humor or anything interesting or emotional while using the same stories as other best selling books but made them boring and confusing. HOW THE HELL DID YOU MAKE AWESOME STORIES SUCK??? It just became a monotonous unimaginative mess and the lousy flow made it difficult to extract any worthwhile lessons while confusing back and forth stories had a really incohesive thought pattern. It was like trying to follow a schizo. They also loved using retarded terms like "create vicarious experiences" instead of just saying "tell the whole story". WTF???!!!! What a bunch of jackasses that came up with that BS... AWFUL!! Just awful. Don't do it...

  7. 4 out of 5

    Jenn

    I struggled with the first 30 pages of this book as the authors laid some foundational ideas but weren't ready to jump in to the theory of how to become an Influencer. I honestly worried if I was smart enough to read this book, but I had no trouble understanding and relating to the principles once the authors started to break things down. I took pages of notes and had several ideas for personal applications, but ultimately I felt like I always do at the end of every book I read to help me improve I struggled with the first 30 pages of this book as the authors laid some foundational ideas but weren't ready to jump in to the theory of how to become an Influencer. I honestly worried if I was smart enough to read this book, but I had no trouble understanding and relating to the principles once the authors started to break things down. I took pages of notes and had several ideas for personal applications, but ultimately I felt like I always do at the end of every book I read to help me improve my life- overwhelmed by the number of ideas and amount of work, discouraged by my lack of knowledge and energy, and unsure about how to practice and really make the principles work in my life. According to the authors, it takes DELIBERATE PRACTICE- a concept I love, but simply struggle to achieve. This is my third book in 2015 with amazing ideas that I'm not sure how to use well. Perhaps, somehow, that is where I need to start. :)

  8. 5 out of 5

    Kim

    Useful framework for thinking about effecting change, organized into 3 levels (personal, social, and structural), with two elements at each (motivation and ability). I was particularly intrigued by the four processes/strategies that "allow individuals to act in ways that are clearly disconnected from their moral compass...: moral justification, dehumanization, minimizing, and displacing responsibility," as I think those are endemic in our institutionalized public school system. The other point I Useful framework for thinking about effecting change, organized into 3 levels (personal, social, and structural), with two elements at each (motivation and ability). I was particularly intrigued by the four processes/strategies that "allow individuals to act in ways that are clearly disconnected from their moral compass...: moral justification, dehumanization, minimizing, and displacing responsibility," as I think those are endemic in our institutionalized public school system. The other point I found particularly noteworthy was "Interdependence calls for individuals to share ideas, provide materials, lend a hand, subordinate one's personal needs to the needs of the group, and otherwise willingly and ably collaborate." And that requires training and the development of skills. A fun story was the origin of the order wheel at restaurants - I had no idea!

  9. 5 out of 5

    Manik Sukoco

    Influencer is a book not to be taken lightly. I wasn't sure what to expect when I opened this book, and I was surprised to find an in depth study of what causes people to truly change their behaviors. Inside the unassuming cover is a through, step by step process for changing behaviors. The text is peppered with real life examples of ordinary individuals who made differences on a large scale, from villages in Africa to banks in India. The book begins by showing the reader how to find what behavio Influencer is a book not to be taken lightly. I wasn't sure what to expect when I opened this book, and I was surprised to find an in depth study of what causes people to truly change their behaviors. Inside the unassuming cover is a through, step by step process for changing behaviors. The text is peppered with real life examples of ordinary individuals who made differences on a large scale, from villages in Africa to banks in India. The book begins by showing the reader how to find what behaviors to change, how to change them by selecting key "vital behaviors". From there it shows how to use vicarious experiences, moral appeals, stories about individuals, peer pressure, rewards, and more to influence behavior. True to the techniques it describes, this book itself makes all its methods for influencing seem easy and simple, providing plenty of examples. It also describes techniques which will not work, such as the all too popular oral persuasion, which is typically what passes for "motivation" in most modern situations. As helpful as it is, this book isn't for everyone. While I found it engrossing, the book is written by a handful of academic authors, and therefore requires a certain intellectual capacity to understand. A few college courses in psychology and/or sociology would certainly be helpful, but not required. I personally was impressed by the level of supporting research in this book, while others might find it boring and tedious, wanting to cherry pick "the tricks" without actually understanding how it worked. If you're serious about making a difference in the lives of those around you and ready to commit some thought to what you are reading, read Influencer. If you're just curious or want a quick way to get the guy next door to stop blowing his leaves in your yard, read "How to Win Friends and Influence People" instead.

  10. 4 out of 5

    Simon Cleveland, PhD

    As part of a group that's implementing process changes in my current employer, I was excited about the opportunity to get my hands on this book. Having read it, I am slightly disappointed by its message (what can I say, I guess my expectations were different). For one, I wanted to find some valuable business examples in it that I could apply to my situation. Don't get me wrong, on a conceptual basis the book provided me with a good framework to follow as I instigate change, but when it came down As part of a group that's implementing process changes in my current employer, I was excited about the opportunity to get my hands on this book. Having read it, I am slightly disappointed by its message (what can I say, I guess my expectations were different). For one, I wanted to find some valuable business examples in it that I could apply to my situation. Don't get me wrong, on a conceptual basis the book provided me with a good framework to follow as I instigate change, but when it came down to the part where theory ties with practice I found the work dry and filled with inadequate examples (After all I couldn't compare the book's micro loan success story in India with my current US municipal government initiative). I found some good answers to questions such as: -What can I do to change certain behaviors? (The book talks about methods of changing people's behaviors) -Who should I approach first in my organization in order to get better results with my change initiative? (The books talks about identifying Opinion Leaders vs. Innovators) -What are the most promising ways of implementing change? (The book explains ways to Reward vs. Punish) - How can social networks help me with the change initiative? (The book talks about how to integrate social networks and find ways to tie in social responsibility to change) In the end, I consider this book beneficial only for its methodology. If I have to recommend a couple of other books that were more entertaining and educational for me, I'd suggest: The Tipping Point: How Little Things Can Make a Big Difference by Michael Gladwell and How to Win Friends and Influence People by Dale Carnegie

  11. 5 out of 5

    Sunny

    Has got to be one of the if not the best change book I have read in a lot time. Some of the examples of people and groups of individuals in the book (delancey street foundation especially) are incredible and very very inspiring. I’m working on a change project at the moment on Artificial Intelligence and have incorporated some of the thinking around opinion leaders into the book. Other interesting parts of the book talked about: vital behaviours, changing the way your mind works, making the unde Has got to be one of the if not the best change book I have read in a lot time. Some of the examples of people and groups of individuals in the book (delancey street foundation especially) are incredible and very very inspiring. I’m working on a change project at the moment on Artificial Intelligence and have incorporated some of the thinking around opinion leaders into the book. Other interesting parts of the book talked about: vital behaviours, changing the way your mind works, making the undesirable desirable, surpassing your limits, harnessing peer pressure, finding strength in numbers, designing rewards and demanding accountability, changing the environment and becoming an influencer.

  12. 4 out of 5

    Margery

    I saw Patty gave this 5 stars, so I checked it out. So far it is helping me to motivate myself. Next, the world! Ha ha.

  13. 5 out of 5

    David Mullens

    The authors cover three keys to influence; Focus and measure, find vital behaviors, and engage the six sources of influence. The bulk of the book, however, focuses on the six sources of influence. They split three areas of influence, personal, social, and structural, into motivation and ability. You end up with six sources of influence; personal motivation, personal ability, social motivation, social ability, structural motivation, and structural ability. All six sources operate in our organizati The authors cover three keys to influence; Focus and measure, find vital behaviors, and engage the six sources of influence. The bulk of the book, however, focuses on the six sources of influence. They split three areas of influence, personal, social, and structural, into motivation and ability. You end up with six sources of influence; personal motivation, personal ability, social motivation, social ability, structural motivation, and structural ability. All six sources operate in our organizations, families, and our lives. For example, someone may be motivated to do the right (or vital) behavior, but may not have the ability to perform the behavior. Or, the individual may have social pressure, or social motivation that works against the vital behavior. This is also true of the structure, such as the reward system, or how functional the space is. For a personal example they used someone trying to lose weight. They may be motivated (personal), but their family (social) may be detrimental to their success by purchasing snacks and having them (structural) around the house for easy access. By discovering and structuring all six sources of influence, there is a much greater chance of success. The authors use quite a few examples and illustrations to explain their concepts which is extremely helpful. The book was quite readable and I recommend it to whomever has the task of creating change in an organization, family, or even one's self.

  14. 5 out of 5

    Peter Krol

    This was a fascinating book on how to change behaviors in a group of people. There were plenty of great ideas here, such as 1) make sure you identify the right behaviors to change, 2) identify current barriers to the desired behaviors, and 3) figure out how to make it both easy and worth it for people to do the right thing. Although the book focused on "behaviors," it was very clear that the authors had much more in mind. They're not simply seeking to manipulate people into acting a certain way d This was a fascinating book on how to change behaviors in a group of people. There were plenty of great ideas here, such as 1) make sure you identify the right behaviors to change, 2) identify current barriers to the desired behaviors, and 3) figure out how to make it both easy and worth it for people to do the right thing. Although the book focused on "behaviors," it was very clear that the authors had much more in mind. They're not simply seeking to manipulate people into acting a certain way despite their own desires or values. Rather, it is clear that the objective is to change people's hearts and help set them up for a healthy life. That said, as a Christian, I still found that many details needed to be sifted and evaluated in light of the Bible. Also, I found the stories to be a bit tedious. The book began with tremendously engaging stories. But it got pretty old when they came back to the same ones over and over again to make their points. I would have appreciated the book more if it was about half as long as it was. That's why I only gave it 3 stars.

  15. 4 out of 5

    Bjoern Rochel

    I've read the German translation of this book. I'm not sure whether I would recommend this book. There are surely some valuable insights in this book, though they don't seem to stand out as much as the could. Their decision to build the book around stories of successful influencers (probably with the idea of delegate experience in mind) and explain their different influence strategies intermingled with them is probably one of the reasons for that. Having read 'How to change the world' from Jürge I've read the German translation of this book. I'm not sure whether I would recommend this book. There are surely some valuable insights in this book, though they don't seem to stand out as much as the could. Their decision to build the book around stories of successful influencers (probably with the idea of delegate experience in mind) and explain their different influence strategies intermingled with them is probably one of the reasons for that. Having read 'How to change the world' from Jürgen Appello before that, a book that is only a third of the size of this one, 'Influencer' felt in comparison a lot less hands on, more meta and more repetitive to me. Other change management models seem to be used, but aren't explicitly mentioned. For example, in one part of the book the negative impact of innovators is mentioned on change attempts, but Rogers 'Innovation Adoption Curve' is never mentioned.

  16. 4 out of 5

    Cassandra Kay Silva

    The anecdotes in this book can be found in multiple other works. I think Malcom Gladwell is a bettet author in this genre but the overall sentiment regarding influence is persuasive and helpful. Given that the anecdotes in this work are better described elsewhere, I think that the conclusions and wrap up of this work could have been accomplished in a much more precise anf shorter format.

  17. 4 out of 5

    Hetal

    I'm trying to be fair and rate this book on the material it taught, not how much I didn't want to read it. I'm also giving it high praise because it's the firs non-fiction book I've ever read (and finished) since i was about 15. It wasn't for school. It wasn't because I was forced to. My manager gave me this book when I started out in the field of quality improvement. I now see so much of what she has taught me comes from this book which her own mentor gave to her first. I respect her greatly, s I'm trying to be fair and rate this book on the material it taught, not how much I didn't want to read it. I'm also giving it high praise because it's the firs non-fiction book I've ever read (and finished) since i was about 15. It wasn't for school. It wasn't because I was forced to. My manager gave me this book when I started out in the field of quality improvement. I now see so much of what she has taught me comes from this book which her own mentor gave to her first. I respect her greatly, so decided to give it a go for my own personally career growth. Influencer teaches by example and the he strategies discussed seem like common sense, but implementing them is easier said than done. The most interesting examples in the book (to me at least) were the guinea worm eradication and the Delancy Street project. One area I would definitely like to know more on is opinion/thought leaders. They seem to play a heavy role in getting people on board with the correct behaviors, but it still feels somewhat unclear how to correctly identify these respected people who provide such an influential impact.

  18. 5 out of 5

    Nir Altmark

    I have tried to read this book in the past 10 years and I have failed over and over again. Something in this book just not get me going, more over it slow me down. I dont feel like this book share a lot of data but rather a 5-10 stories which are truly inspiring but I find them hard to practice in the management world. I feel that the purpose of the book is to let you know you can influence anyone and anything, and describe the methods and practices to apply but it is lack of more organizations s I have tried to read this book in the past 10 years and I have failed over and over again. Something in this book just not get me going, more over it slow me down. I dont feel like this book share a lot of data but rather a 5-10 stories which are truly inspiring but I find them hard to practice in the management world. I feel that the purpose of the book is to let you know you can influence anyone and anything, and describe the methods and practices to apply but it is lack of more organizations stories. How to apply it for example on a well organized company and how to make your organization better. I'm not sure why the authors decided to focus especially on those stories as there are million of other storied around the world. For example, the book Sleeping with your smartphone is quite similar while I find it much better because the story is much easier to relate to.

  19. 4 out of 5

    Katherine Coble

    GREAT book that gave me a ton of ideas for change management in my own firm but also for clients who are attempting major corporate changes. So much of successful change boils down to connecting with people, understanding them, and speaking in their language to help them find motivation and ability. This books speaks to the six sources of influence, which include three motivations and three abilities. I highly recommend this book. It wasn't academic but it was based in data. It was well written GREAT book that gave me a ton of ideas for change management in my own firm but also for clients who are attempting major corporate changes. So much of successful change boils down to connecting with people, understanding them, and speaking in their language to help them find motivation and ability. This books speaks to the six sources of influence, which include three motivations and three abilities. I highly recommend this book. It wasn't academic but it was based in data. It was well written and entertaining in its education!

  20. 5 out of 5

    Tariq Mahmood

    The book is a game changer, it provides concrete and palpable steps to the hazy quest for behavioural change. The methods outlined in the book are empowering not only for individuals but also for the whole cultures.

  21. 4 out of 5

    David

    I think this is a must read for anyone wanting to make an impact that lasts in the lives of people.

  22. 4 out of 5

    Bart Breen

    Easy Reading Introduction to the Science of Influence With so much popular literature in the Business and Personal Development fields, one would imagine that there is little need for yet another book that promotes itself on the "magic" of how to influence people. What this book brings to the table, however, is less based upon the power of personality and trite formulas presented by someone with name recognition, and more based upon a growing field of knowledge in the Science of Organizational Lead Easy Reading Introduction to the Science of Influence With so much popular literature in the Business and Personal Development fields, one would imagine that there is little need for yet another book that promotes itself on the "magic" of how to influence people. What this book brings to the table, however, is less based upon the power of personality and trite formulas presented by someone with name recognition, and more based upon a growing field of knowledge in the Science of Organizational Leadership. Here is the science of correlative studies that seeks to analyze and demonstrate a tie between specific actions with predictable results. While many technical journals and academic tomes exist to meet this need, the patience and expertise needed to sort through and glean the key information is not something that most people possess or are willing to exert the time and effort needed. No matter. Here is a book, written in a reasonably conversational tone within the grasp of most laymen to begin the journey into this field and begin to benefit from the many studies out there that offer much in how exactly influence is exerted upon others in a manner that these studies would predict to have a strong probability of success. Here you'll find the answers to questions such as what qualities have been present and identified as highly likely to produce similar results in most settings where they are applied. Answers such as what behaviors specifically will lead to change within a group? How can you overcome the natural resistence to change found in most groups and people and so capture their hearts and imaginations that change becomes inevitable and infectuous? How can you harnesspPeer pressure to work for your leadership and goals instead of against it? What might have been a dry, dusty academic discourse of the major studies in this field, is transformed into an easy, reading series of stories that tell a story of the studies and the settings where the change took place. The people involved become real. That said, the informed and careful reader will want to carry with them some cautions as they read. In an effort to make the communication and techniques clear, the authors present this material, necessarily perhaps, in a much simpler manner than is the case with the original studies. Where in an academic, scientific setting there would be some caution in arguing too strongly for the inevitability of change in any setting, here, for the sake of impact and appeal, the presentation would very much lead the less discerning reader to believe that these are hard and fast principles that lift and apply everywhere. The truth is, that there are elements such as culture, group size, gender, age, etc. that can all come into play. Also, many of the studies rely heavily upon very complex correlation type statistical techniques that are easily skewed, misread or misinterpreted and which require further follow-up studies to clarify. Here, the focus is upon the orginal studies and their findings are more than presented; they are sold to the reader. That understood, it is still a very effective book and well worth the read. The only element that this reader found a little disappointing was the use of the 12 Step Serenity Prayer's first line, as a negative illustration of how most people approach change in their lives. The entire Serenity Prayer, is: God, Grant me the Serenity to accept the things I cannot change, The Courage to change the things I can, and the Wisdom to know the difference. In this book, only the first line is quoted and it is used negatively to try and illustrate how many people are passive and accepting of so much and don't take the step and use the tools available to make a difference. While this is clearly true, it is a misrepresentation of the wisdom of the Serenity Prayer that is known and loved by many who recognize it's power not only to practice acceptance, but also to recognize the balance of Courage to change things where they can be. Rather than promote this by emphasizing the latter part of the prayer, the reader is left with the impression that that element is not present and therefore the entire approach unhealthy. A few other elements of the book seem to pick up on this theme and this reader was left with the impression that another subtle agenda was at work on the part of one, some or all of the authors or the editor that really wasn't necessary. Groups that utilize and include the Serenity Prayer in their programs to help change lives and destructive addictive patterns know that the success rates in groups that address all elements of a person are more successful than those that are practised solely in cold, clinical settings. That said, this reviewer can still recommend the book to those seeking to expand their knowledge in this field. There is much here to learn from and build a foundation to learn more in this continually growing field of study.

  23. 4 out of 5

    Martti

    1) make sure you identify the right behaviors to change 2) identify current barriers to the desired behaviors, and 3) figure out how to make it both easy and worth it for people to do the right thing. The first thing the authors do is question the Serenity Prayer's premise that we have to accept the things we cannot change. Instead, they say we need to learn how to change situations that are intolerable. They suggest we don't need a great deal of money nor a bunch of political rhetorica for real, 1) make sure you identify the right behaviors to change 2) identify current barriers to the desired behaviors, and 3) figure out how to make it both easy and worth it for people to do the right thing. The first thing the authors do is question the Serenity Prayer's premise that we have to accept the things we cannot change. Instead, they say we need to learn how to change situations that are intolerable. They suggest we don't need a great deal of money nor a bunch of political rhetorica for real, serious, long-term, big, change. What we need, are influencers and there are certain folks with those skills. Probably the most clear point I found in this book was about verbal persuasion. That it can't solve all the world's problems, especially when you're trying to convince someone to change their behavior. Book suggests to instead tell stories to help listeners to think with you, instead of thinking you're attacking their view > meaning you're attacking them. I'm thinking of all the times I've tried to be clever by summarizing the core of the movie/book/whatever to a person and there has been no effect, which always had puzzled me. But of course it makes sense to ignore the chewed-through product and wanting to actually experience the chewing by themselves. Also the same recommendation goes with the frustration of trying to explain something critical and self-evident to you to somebody with totally different mindset. Like explaining/disputing vaccines or evolution or flat earth or gun control or scientific mindset to a avid fake news reader. This little book of calm gives hope that it's a learnable skill. "Since our ineffectiveness at influencing others stems from a simple inability rather than a character flaw or lack of motivation, the solution lies in continued learning;. We can become powerful influencers. We don't have to wait for everyone else to miraculously change. We won't have to constantly seek serenity." And now below a bit of a summary using Omar Halabieh's great review also here on Goodreads: "CHANGING MINDS...People will attempt to change their behavior if (1) they believe it will be worth it, and (2) they can do what is required. Instill these two views, and individuals will at least try to enact a new behavior nr perhaps stop an old one. To change one or both of these views, most people rely on verbal persuasion. Talk is easy, and it works a great deal of the time. However, with persistent and resistant problems, talk has very likely failed in the past. and it's time to help individuals experience for themselves the and it's time to help individuals experience for themselves the benefits of the proposed behavior. It's time for a field trip. When it's impossible to create an actual experience, it's best to create a vicarious experience. For most of us, that means we'll make use of a well-told story. Stories provide every person, no matter how limited his or her resources, with an influence tool that is both immediately accessible and enormously powerful. Poignant narratives help is being spoken and into the experience itself Because they create vivid images and provide concrete detail, stories are more understandable than terse lectures. Because they focus on the simple reality of an actual event, stories are often more credible than simple statements of fact. Finally, as listeners dive into the narrative and suspend disbelief, stories create an empathic reaction that feels just as real as enacting the behavior themselves. Tell the whole story. Make sure that the narrative you're employing contains a clear link between the current behaviors and existing (or possibly future) negative results. Also make sure that the story includes positive replacement behaviors that yield new and better results. Remember, stories need to deal with both "Will it be worth it?" and "Can I do it?" When it comes to changing behavior, nothing else matters." "With the new question, Miller discovered that the best way to help individuals reconnect their existing unhealthy behaviors to their long-term values was to stop trying to control their thoughts and behaviors. You must replace judgment with empathy, and lectures with questions. If you do so, you gain influence. The instant you stop trying to impose your agenda on others, you eliminate the fight for control. You sidestep irrelevant battles over whose view of the world is correct." "INTRINSIC SATISFACTION: Helping people extract intrinsic satisfaction from the right behavior or feel displeasure with the wrong behavior often calls for several influence strategies. With individuals who believe that the required behaviors won't be pleasurable, simply immerse them in the activity...As you experiment with new actions, focus on the sense of accomplishment associated with the result. Revel in achieving for the sake of achieving. Tap into people's sense of pride and competition. And when it comes to long-term achievement. link into people's view of who they want to be...When dealing with activities that are rarely satisfying or unhealthy activities that are very satisfying, take the focus off the activity itself and reconnect the vital behavior to the person's sense of values. Don't be afraid to talk openly about the long-term values individuals are currently either supporting or violating...As people slip further into inappropriate behavior—even causing severe damage to themselves or others—help them reconnect their actions to their sense of morality by fighting moral disengagement. Don't let people minimize or justify their behavior by transforming humans into statistics. Finally, when facing highly resistant people. don't try to gain control over them by wowing them with logic and argument. Instead, talk with them about what they want. Allow them to discover on their own the links between their current behavior and what they really want." "PERSONAL ABILITY: Demand more from yourself than the achievement levels you reach after minimal effort. Instead, set aside time to study and practice new and more vital behaviors. Devote attention to clear, specific, and repeatable actions. Ensure that the actions you're pursuing are both recognizable and replicable. Then seek outside help. Insist on immediate feedback against clear standards. Break tasks into discrete actions, set goals for each, practice within a low-risk environment, and buffed in recovery strategies. Finally, make sure that you apply the same deliberate practice tactics to physical, intellectual, and even complex social skills. Many of the vital behaviors required to solve profound and persistent problems demand advanced interpersonal problem-solving skills that can be mastered only through well-researched, deliberate practice. With instinctive demands and quick emotional reactions. don't let the "go" system take control from your "know" system unless you're facing a legitimate risk to life and limb. To regain emotional control over your genetically wired responses, take the focus off your instinctive objective by carefully attending to distraction activities. Where possible, completely avoid the battle to delay gratification by making the difficult easy, the averse pleasant, and the boring interesting. When strong emotions take over because you've drawn harsh, negative conclusions about others, reappraise the situation by asking yourself complex questions that force your frontal lobe to wrest control away from the amygdala." "SOCIAL SUPPORT: People who are respected and connected can exert an enormous amount of influence over any change effort. Under stressful and ambiguous circumstances, the mere glance from what appears to be a respected official can be enough to propel people to act in ways that are hard to imagine. Learn how to identify and co-opt these important people. Ignore opinion leaders at your own peril. Sometimes change efforts call for changes in widely shared norms. Almost everyone in a community has to talk openly about a proposed change in behavior before it can be safely embraced by anyone. This calls for public discourse. Detractors will often suggest that it's inappropriate to hold such an open discourse, and they may even go so far as to suggest that the topic is undiscussable. Ignore those who seek silence instead of healthy dialogue. Make it safe to talk about high-stakes and controversial topics." "SOCIAL ABILITY: In an interdependent, turbulent world, our biggest opponents—the mortal enemy of all families, companies, and communities—may well be our inability to work in concert. Since rarely does any one of us have all that's required to succeed with the complex tasks we face every day, we desperately need to build social capital...Savvy influencers know better than to turn their backs on social capital. They're quick to consider what help, authority. consent, or cooperation individuals may need when facing risky or daunting new behaviors. Then they develop an influence strategy that offers the social capital required to help make change inevitable." "REWARDS: Administering rewards and punishments can be a tricky business. Consequently, when you look at the extrinsic motivators you're using to encourage or discourage behavior, take care to adhere to a few helpful principles. First, rely on personal and social motivators as your first line of attack. Let the value of the behavior itself, along with social motivators, carry the bulk of the motivational load. When you do choose to employ extrinsic rewards, make sure that they are immediately linked to vital behaviors. Take care to link rewards to the specific actions you want to see repeated. When choosing rewards, don't be afraid to draw on small, heartfelt tokens of appreciation. Remember, when it comes to extrinsic rewards, less is often more. Do your best to reward behaviors and not merely outcomes. Sometimes outcomes hide inappropriate behaviors. Finally, if you end up having to administer punishment, first take a shot across the bow. Let people know what's coming before you drop the hammer." "CHANGE THE ENVIRONMENT: When it comes to developing a change strategy, we just don't think about things as our first line of influence. Given that things are far easier to change than people, and that these things can then have a permanent impact on how people behave, so add the power of the environment to our influence repertoire."

  24. 5 out of 5

    Colby McKenzie Clifford

    MUCH better organizationally that Crucial Conversations. Layout with annotations copied from Google doc: ~~~~~~~~~~~~~~~~~~~~~~~~ INFLUENCER PART 1 The New Science of Leading Change Chapter 1: Leadership is Influence *A Common Thread Success relies on the capacity to systematically create rapid, profound, and sustainable changes in a handful of key behaviors. p.6 *A Dearth of Influence Learning how to motivate and enable others to change their actions may be the most important skill you'll ever acquire. MUCH better organizationally that Crucial Conversations. Layout with annotations copied from Google doc: ~~~~~~~~~~~~~~~~~~~~~~~~ INFLUENCER PART 1 The New Science of Leading Change Chapter 1: Leadership is Influence *A Common Thread Success relies on the capacity to systematically create rapid, profound, and sustainable changes in a handful of key behaviors. p.6 *A Dearth of Influence Learning how to motivate and enable others to change their actions may be the most important skill you'll ever acquire. P.8 *Finding Influencers B.Chapter 2: The Three Keys to Influence *Find vital behaviors. Influencers focus on high-leverage behaviors that drive results. More specifically, they focus on the two or three vital actions that produce the greatest amount of change. *Engage all six sources of influence. Influencers break from the pack by overdetermining change. Key 1. Focus and Measure Influencers are crystal clear about the results they are trying to achieve and are zealous about measuring it. Unsuccessful agents of change make one of three early mistakes that undermine their influence: ..i. Fuzzy, uncompelling goals. Research reveals that a clear, compelling, and challenging goal causes the blood to pump more rapidly, the brain to fire, and the muscles to engage. P.18 ..ii. Infrequent or no measures. ...aa. If you want a measure to influence behavior, it must be refreshed frequently. ...bb. Measurement is an integral part of the change effort, and done correctly, informs and drives behavior iii. Bad measures. 2. Key Two. Find Vital Behaviors In order to create profound change, you don't have to change 50 behaviors. You usually have to change only a couple of them. 3. Key Three. Engage All Six Sources of Influence Source 1: Personal Motivation (do they enjoy it?) Source 2: Personal Ability (can they do it?) Source 3: Social Motivation (what is the behavioral norm) Source 4: Social Ability (do they have help? do others enable them?) Source 5: Structural Motivation (incentives-do rewards/sanctions encourage?) Source 6: Structural Ability (environments-does their environment enable them?) C. Chapter 3: Find Vital Behaviors Limit scope of influence by identifying only a couple vital behaviors. P.42 Stay Focused Identify the behaviors that are most vital to the result he was trying to achieve. P.45 Find the Vital Behaviors Search strategy 1. Notice the obvious. i. Recognize behaviors that are obvious (or at least obvious to experts) but underused. ii. In college, if you want to make it past that first tremulous year: attend class, complete assignments, and make friends! Search strategy 2. Look for crucial moments. Find times when behavior puts success at risk. Search strategy 3. Learn from positive deviants. i. Distinguish behaviors that set apart positive deviants-those who live in the same world but somehow produce better results. ii. Ask teachers themselves to observe others are who gaining better results. Search strategy 4. Spot culture busters. i. Find behaviors that reverse stubborn cultural norms and taboos. ii. One of the most potent behaviors for driving change in influencing people to speak up about a previously emotionally or politically risky issue. p.58 5. Test Your Results After using strategies and determining Vital Behaviors, track both vital behaviors and the results you care about to see if an increase in behavior lead to an increase in the result. (Lag and Lead) In education: The best teachers reward positive performance far more frequently than their counterparts. They also rapidly alternate between teaching and testing to make immediate corrections. II. PART 2 Engage Six Sources A. Chapter 4: Help Them Love What They Hate SOURCE ONE-PERSONAL MOTIVATION (do they enjoy it? is it worth it?) If you don't deal with personal motivation, your influence plan will fail. Good behaviors feel bad while bad behaviors feel good. Can you help others want to do something that they currently don't want to do? How to help others learn to love what they presently do not. allow for choice i. Replace judgment with empathy, and lectures with questions. If you do so, you gain influence. ii. Motivational interviewing: When you ask thought-provoking questions and then listen while others talk, they discover on their own what they must do. Then, propelled by their own aspirations and beliefs, they make necessary changes. create direct experiences Humans tend to overvalue what they're losing while undervaluing what they gain. tell meaningful stories i. "Over the years I have become convinced that we learn best-and change-from hearing stories that strike a chord within us. Those in leadership positions who do not grasp or use the power of stories risk failure for their companies and for themselves." John Kotter ii. Leaders operate on the confidence that people are not morally defective, but morally asleep. When called for, they create vicarious experiences through telling compelling stories. make it a game Almost any activity can be made engaging if it involves reasonably challenging goals and clear, frequent feedback. B. Chapter 5: Help Them Do What They Can’t SOURCE TWO-PERSONAL ABILITY (can they do it?) They may need training to enhance personal ability. Learners Mindset - learn how to learn Specific, learnable techniques that keep attention off what would be merely short-term gratification and on their long-term goals of earning [the second marshmallow]. p.120 Enhance skills through deliberate practice. (Olympic hopefuls work harder than amateurs.) Deliberate practice v. time in field. P.126 Break mastery into mini-goals: short-term, specific, easy, low-stakes goals. Prepare for setbacks as guides: "I just discovered what doesn't work!" What does it take to help people survive immediate temptation in order to achieve long-term benefits? Can you turn aversive wait time into something like a game? 5. Cognitive Reappraisal: asking brain to work out a question that requires more brain power than they amygdala can muster. This mental probe can help kick in the "know system" and restore normal thought. distance yourself from thought by labeling (spending $ is bad). Debate with yourself about it by introducing compelling thoughts or goals. (What I really want is to save $.) Distract yourself (conjure up future thoughts of being more financially secure. Or delay. The go system can be outwaited. Within 15 minutes different choices become easier. C. Chapter 6: Provide Encouragement SOURCE THREE-SOCIAL MOTIVATION (what is the behavioral norm) Where/who is the message coming from? Ensure that people feel praised, emotionally supported, and otherwise encouraged by those around them. One variable more than any other affects how people behave: the presence of one more person. To harness the immense power of social support, sometimes all you need to do is to find-or better yet, BE-the one respected individual who flies in the face of what everyone else has done or is doing-and model the new and healthier vital behavior. P.152 n order to encourage others to change, you have to generate clear, unambiguous evidence that they can believe you. P.157 The very advance of civilization relies on citizens letting go of old, inefficient ways and embracing new, efficient ones. p.164 But innovators cast suspision! Create a new sense of normal...first TALK about new norms. Old norms begin to fall when influencers bring the hidden costs of bad habits into the bright light of public discourse-for the first time. New norms take hold the instant people begin to defend them. When a critical mass of people practice 200 percent accountability, change is all but assured. p.182 D. Chapter 7: Provide Assistance SOURCE FOUR-SOCIAL ABILITY (do they have help? do others enable them?) Social capital is the profound enabling power of an essential network of relationships. Groups are remarkably more intelligent than the smartest people in them. P.194 Teach people how to hold high-stakes conversations about project problems. Talk to others in a way that creates genuine dialogue rather than resistance and recrimination. Turn the ME problem into a WE problem. P.201 Interdependence calls for individuals to share ideas, provide materials, lend a hand, subordinate one's personal needs to the needs of the group. Work in teams, think in teams, meet every single week and brainstorm in teams-synergy through forced interaction. P.203 Successful people not only refuse to see themselves as islands but they also carefully reduce their personal vulnerability by ensuring that they're valued members of hyperconnected networks. P.208 Turn more experienced [students] into coaches/helpers. Real-time feedback beats solo practice any day. E. Chapter 8: Change Their Economy SOURCE FIVE-STRUCTURAL MOTIVATION (incentives-do rewards and sanctions encourage them?) Formal reward system. Reward behaviors that support valued processes. F. Chapter 9: Change Their Space SOURCE SIX-STRUCTURAL ABILITY (environments-does their environment enable them?) Tools available/structure of environment. They're focused and deliberate about the data they share. Understand the only reason for gathering or publishing any data is to reinforce vital behaviors. Bring together under the same roof, frequently, or his plan would never work. Most of us really don't turn to the power of propinquity or the data stream or any other physical factor as a means of supporting our influence efforts. p.285

  25. 5 out of 5

    Kelly Holmes

    This book articulates the strategies that the world's most influential people use to solve persistent, resistant problems. The biggest eye-opener for me was the point that verbal persuasion can't solve all the world's problems, especially when you're trying to convince someone to change their behavior. I've always believed in the power of a carefully crafted argument and prided myself on being able to put forth an effective argument for certain things. But this book made me realize that verbal p This book articulates the strategies that the world's most influential people use to solve persistent, resistant problems. The biggest eye-opener for me was the point that verbal persuasion can't solve all the world's problems, especially when you're trying to convince someone to change their behavior. I've always believed in the power of a carefully crafted argument and prided myself on being able to put forth an effective argument for certain things. But this book made me realize that verbal persuasion is just one eensy weensy technique in the grab-bag of influential techniques, and it's an overused and often ineffective technique at that. I love how this book teases out the different techniques and gives lots of examples of each. The authors recommend that you read it with a problem in mind that you want to solve. The problem I kept in mind as I was reading was how to get more people at my company to recycle everything that's possible to recycle. Too many times at work, I walk by a trash can that contains a perfectly recyclable piece of paper or aluminum can. And the recycling bin is right. next. to. the. trash. If the person had just moved their hand a measly couple of inches to one side, they could have dropped the item in a recycling bin instead of the trash! But I digress... For some of the techniques, I immediately got ideas for how to apply them to this problem. For others, I couldn't think of anything. So while I don't think all these techniques will work for every problem, this book certainly made me look at the lack of recycling at my office in a new light, and it gave me a renewed sense of hope for increasing the amount we recycle. The authors also have a web site, influencerbook.com, with a worksheet you can fill out to brainstorm solutions to a problem you're trying to solve.

  26. 5 out of 5

    Sarah Hanawald

    Just finished this book. The first thing the authors do is question the Serenity Prayer's premise that we have to accept the things we cannot change. Instead, they say we need to learn how to change situations that are intolerable. I like the way the theory of how to change a situation is interspersed with examples from a wide variety of places. For example, one premise of Influencer is that you have to identify a key vital behavior to change in a situation. In Thailand, when AIDS started spreadi Just finished this book. The first thing the authors do is question the Serenity Prayer's premise that we have to accept the things we cannot change. Instead, they say we need to learn how to change situations that are intolerable. I like the way the theory of how to change a situation is interspersed with examples from a wide variety of places. For example, one premise of Influencer is that you have to identify a key vital behavior to change in a situation. In Thailand, when AIDS started spreading like wildfire, the initial traditional education campaign had no effect of stopping the transmission of the virus. So authorities did some research and determined the behavior that had to change was influencing sex workers to insist on condom use. Sounds impossible? They did it. The authors also research the success of the Delancy Street companies in helping former criminals turn their lives around. I'm a big fan of this organization, so learning more about the how of what they do was interesting to me.

  27. 5 out of 5

    Susan Visser

    What an incredibly motivating book. The authors start the book off with the serenity prayer and then declare that the prayer is actually giving up on things that we shouldn't. The wimpy way to deal with problems, changes, and pet peeves. The rest of the book give stories and practical strategies on how we can influence positive changes of significance. I listened to the book and relistened to a few chapters as I was going along. There are benefits to having a printed copy of the book since it wou What an incredibly motivating book. The authors start the book off with the serenity prayer and then declare that the prayer is actually giving up on things that we shouldn't. The wimpy way to deal with problems, changes, and pet peeves. The rest of the book give stories and practical strategies on how we can influence positive changes of significance. I listened to the book and relistened to a few chapters as I was going along. There are benefits to having a printed copy of the book since it would be good to follow through some of the steps when applying them to an issue. There is a website to accompany the book: influencerbook.com that I'll check out. I highly recommend this book to everyone! We all have the capacity to change a great deal in our lives and in the world around us. If everyone was thinking about how to make the world better, it will be dramatically better!

  28. 4 out of 5

    Gerald

    This book offers insight into the 'why' behind the significant changes in people's behavior. The authors draw their conclusions from close looks at Dr. Silvert and her Delancey Street Foundation which is credited for changing the behaviors of well over 10,000 repeat felons. They look at the reasons behind the abhorrent behavior of many in the Nazi regime, the efforts being successfully implemented to eradicate the Guinea Worm Disease and why these current efforts have been successful when other This book offers insight into the 'why' behind the significant changes in people's behavior. The authors draw their conclusions from close looks at Dr. Silvert and her Delancey Street Foundation which is credited for changing the behaviors of well over 10,000 repeat felons. They look at the reasons behind the abhorrent behavior of many in the Nazi regime, the efforts being successfully implemented to eradicate the Guinea Worm Disease and why these current efforts have been successful when other attempts have failed. In my opinion, worthwhile reading for anyone who would like to make changes of any kind in their lives.

  29. 4 out of 5

    Shaeley Santiago

    So you want to change something but trying to convince someone by talking is getting you very far? That's because talk is one of the least effective methods to cause change. Instead, this book gives details about what to do instead (start by identifying vital behaviors & focus on changing them). It includes many examples of both positive and not-so-positive change efforts including large media campaigns. This is the kind of book I need to revisit time and again because there are so many nuggets o So you want to change something but trying to convince someone by talking is getting you very far? That's because talk is one of the least effective methods to cause change. Instead, this book gives details about what to do instead (start by identifying vital behaviors & focus on changing them). It includes many examples of both positive and not-so-positive change efforts including large media campaigns. This is the kind of book I need to revisit time and again because there are so many nuggets of information embedded in it.

  30. 4 out of 5

    Ann

    This audiobook was a great follow-up to Multipliers. I like the fact that the authors used very clear stories to show how and why someone wanted to influence people to do something specific from ridding the world of a disease caused by a parasite to helping ex-convicts regain their lives. I liked the fact that as different strategies were discussed, the authors returned to stories from earlier chapters to show different aspects of influence. I liked this book so much I ended up purchasing the sof This audiobook was a great follow-up to Multipliers. I like the fact that the authors used very clear stories to show how and why someone wanted to influence people to do something specific from ridding the world of a disease caused by a parasite to helping ex-convicts regain their lives. I liked the fact that as different strategies were discussed, the authors returned to stories from earlier chapters to show different aspects of influence. I liked this book so much I ended up purchasing the softcover so that I could highlight and make annotations on a physical book.

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