Learn to overcome your difficulties with a boss who is
uninterested in your concerns, or resistant to giving needed
support. Or discover how to win the cooperation of senior managers
who are hard to reach, and hard to sell on your ideas, products, or
services. In their classic book, Influence Without
Authority, Allan Cohen and David Bradford provided a universal
model of how to influence someone you don't control. Influencing
Up applies those ideas to problematic bosses and other powerful
people, with sophisticated tactics for building partnerships with
them.

If you're afraid of retaliation or just unclear as to how to
change a senior person's behavior, don't stay paralyzed.
Influencing Up gives you the tools to bridge the power
gap.

Offers practical advice about how to turn your relationship
with your boss into a partnership in which both parties
benefit
Explains what powerful people care about
Shows how to overcome power gaps by developing more
partner-like relationships

Learn what a great partnership with your boss can do for your
career--and your mental health!

Autorentext

ALLAN R. COHEN is the Edward A. Madden

Distinguished Professor of Global Leadership at Babson College.
He has consulted on organizational change and leadership at a wide
variety of organizations, including GE, Polaroid, IBM, and
Fidelity, and holds MBA and DBA degrees from Harvard Business
School.

DAVID L. BRADFORD is the Eugene O'Kelly Senior Lecturer
in Leadership, Emeritus and Director of the Executive Program in
Leadership at Stanford Graduate School of Business. He has
consulted for a wide array of companies, including Frito-Lay, Levi
Strauss & Co., Raychem, Genentech, and AutoDesk, as well as the
Whitney Museum of American Art.

Zusammenfassung
The authors of the classic Influence Without Authority explain the unique challenges of influencing powerful people Learn to overcome your difficulties with a boss who is uninterested in your concerns, or resistant to giving needed support. Or discover how to win the cooperation of senior managers who are hard to reach, and hard to sell on your ideas, products, or services. In their classic book, Influence Without Authority, Allan Cohen and David Bradford provided a universal model of how to influence someone you don't control. Influencing Up applies those ideas to problematic bosses and other powerful people, with sophisticated tactics for building partnerships with them.

If you're afraid of retaliation or just unclear as to how to change a senior person's behavior, don't stay paralyzed. Influencing Up gives you the tools to bridge the power gap.

Offers practical advice about how to turn your relationship with your boss into a partnership in which both parties benefit
Explains what powerful people care about
Shows how to overcome power gaps by developing more partner-like relationships
Learn what a great partnership with your boss can do for your careerand your mental health!

Inhalt

Preface vii

Acknowledgments xi

PART I Fundamentals 1

Chapter 1 The World Has Changed: To Be Successful You Need to
Influence Up 3

Chapter 2 How Power Differentials Blind Smart People 19

Chapter 3 How Power Differentials Give Smart People Laryngitis
33

Chapter 4 Overview of the Steps Required to Access and Infl
uence Powerful People 45

Chapter 5 The Influence Model at Work: Moving a Tough Boss
65

PART II Building a Powerful

Partnership with Your Boss 79

Chapter 6 Partnership: The Critical Mind-Set to Overcome Power
Gaps 81

Chapter 7 Building a Partnership

Relationship with Your Boss 97

Chapter 8 The Art--and Responsibility--of Helping Your
Boss Succeed 113

Chapter 9 Recovering from Failed Talks with Your Boss 125

PART III Influencing Powerful People 145

Chapter 10 Framing Your Change Strategy: Fitting Your Approach
to the Players 147

Chapter 11 What Do the Powerful Care About? 165

Chapter 12 Action Steps for Gaining Access to Powerful People
177

Chapter 13 Clinching the Deal: "Exchanging" to Build
Trust with the Powerful 195

Chapter 14 The Contours of Change: Dr. Pomahac and the Challenge
of Influencing Multiple Senior Managers and Surgeons to Allow the
First Facial Transplant in the United States 211

Chapter 15 Influence across Multiple Organizations 219

Additional Resources 231

Notes 235

Index 239