Knowledge is a valuable tool. Using knowledge effectively, so that it makes a difference, is really where the importance lies. Marshall Goldsmith refers to this utilization as “influencing up” when it is used to bring ideas to an organization’s upper levels.
In the book Leading Organizational Learning, which he has edited with Howard Morgan and Alexander J. Ogg, Goldsmith offers 10 guidelines to influencing upper management.
- When presenting ideas to upper management, realize that it is your responsibility to sell, not their responsibility to buy.
- Focus on contribution to the larger good, not just the achievement of your objectives.
- Strive to win the big battles. Don’t waste your ammunition on small points.
- Present a realistic cost-benefit analysis of your ideas. Don’t just sell benefits.
- “Challenge up” on issues of ethics or integrity. Never remain silent on ethics violations.
- Realize that your upper managers are just as human as you are. Don’t say, “I am amazed that someone at this level …”
- Treat upper managers with the same courtesy that you would treat partners or customers. Don’t be disrespectful.
- Support the final decision of the team. Don’t say, “They made me tell you” to direct reports.
- Make a positive difference. Don’t just try to win or be right.
- Focus on the future. Let go of the past.
I found these resources very helpfull and productive.