Hi John,

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Today’s Q&A provides a snapshot of how this model can be used to influence behavior and improve results.

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Six Sources of Influence in Project Management
by David Maxfield

My supervisor often gives me leadership responsibility for projects involving multiple departments. However, my position is not viewed as one of authority. As a result, I struggle to get results from others when I ask them to do something. When I present my lack of progress and ask for assistance, I’m told I need to stop blaming others for my lack of results. Since I have been trained to teach Crucial Conversations, my supervisor assumes I should be able to convince others to shift their priorities. Unfortunately, people outside of my department are not able to make my request their priority, no matter how many Crucial Conversations skills I employ.

How do I get my supervisor to see that I need her support without making her think I am blaming others? I am at the end of my rope!

Signed,
Without Support

You are not alone. When I was teaching at Stanford's Advanced Project Management Program this was the participants' most frequent concern. You're given a lot of accountability but no authority, and you're expected to use your skills and charm to get it all done.

It doesn't work that way, does it?

Our communication courses focus on dialogue skills—the skills required to reach shared understanding and commitment. These skills would be all you needed if the lack of cooperation you were experiencing was the exception, not the rule. However, it sounds as if it's the rule, and that tells me you need to change the rules. You need a structural solution—a solution that involves all six sources of influence and the Crucial Influence Model.
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Crucial Conversations® for Mastering Dialogue

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Don’t ask what the world needs, ask what makes you come alive, and go do it. Because what the world needs is people who have come alive.
 
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