When I teach a programs on influence or influence without authority, I ask participants to create a circle of influence like the diagram below.

I then ask them to put ticks or crosses, representing ability or inability to influence, against each circle.  Obviously some circles will need sub-circles to represent individual key people. This is a useful exercise to map out where you need to develop or strengthen your influence.

In a modern matix style organisation, your success will be determined not just by what you do, but by what you can influence others to do. The effective manager/leader learns to find out what is important to the people in their circle of influence and communicates to them in terms of what matters them rather than directly stating their own needs.

Another previous post, titled ‘Leadeship is Influence’ expands on finding needs and looks at what are people’s currencies. When you know what is valuable, a currency, to another person you can trade them what they want for what you want.

I have been coaching a senior manager who had a history of antagonising clients and colleagues alike by telling them what he thinks is the right thing to do. We had discussed this  and he had commited to stop “telling” and start finding out what’s important to the people in his circle. This week he reported a dramatic improvement in his relationship and that he was getting things done quicker. This result surprised him because he thought it would take longer to ask questions than to tell people what seem to him to be an obvious solution.

Have you drawn a circle of influence? Do you know the currencies of the people you work with? Are you exercising all the influence you could?

Feel free to let me know.

These are two important questions that you can help me answer.

1. Do we need to manage Gen Y any differently than previous generations (Gen X, Baby Boomers, Traditionals)?

2. Does Gen Y need to learn to manage upwards to update their bosses?

Research has shows that generations are not defined by age but by critical events that shape their development. The USA and Australia have similar cultures where Gen Y’s will usually be younger than 28; whilst in other countries ages are as follows: Singapore (<27), China (<28) Hong Kong (<30) and India (<31). Also the characteristics of Gen Y tend to vary in different countries/regions.

Common Gen Y characteristics include:

• They embrace technology.

• They like to multi-task, computer, iPod, phone, Facebook often at the same time.

• They actively seek feedback on their progress from their managers.

• They want meaningful and engaging work.

• They like to contribute ideas and make an impact early in their role.

• They have high expectations of themselves.

• They are concerned about work/life balance.

• They will actively seek other employment if their needs aren’t met.

Do you agree with this list or are there more?

It could be argued that these characteristics are the typical of a modern workforce in a global economy and not just a younger one. So perhaps the answer to Q1 is that we need to engage ALL employees and give regular feedback?

As for managing upwards, I believe Gen Y has a lot to offer. I regularly have ‘Green Hat’ sessions with my team (mostly Gen Y’s) and seek their input – this blog is a direct result of that. Perhaps more managers could be open to input from younger employees, after all “No one generation has a monopoly on a good idea.”

If you are Gen Y, what advice to have for your manager?
If you are a manager, what advice do you have for Gen Y?

This is a hot and current topic – so please share your views via the comments section below.