Influencing Tactics

What is it?

Procurement managers often need to propose changes to the organisation’s procurement processes and systems in order to achieve best practice and to adapt to changing environments. This requires them to adopt appropriate influencing tactics to achieve the improvements.

Yukl suggests a range of nine influencing tactics:

The order of these tactics is presented according to the extent to which they are focused on the influencee (inspirational appeal) or the influencer (pressure). The last three (pressure, legitimating, coalition) are known as hard tactics, while the others are referred to as soft tactics.

Hard influencing tactics may be suitable for static situations with simple, clear tasks, where there is a sense of urgency, and when the influencer knows exactly what is required and has the power to apply them. They conform to a push approach, are quick and efficient, and lead to short-term compliance. However, they offer no choice to the influencee, therefore they often cause resentment and resistance.

Soft influencing tactics are more suitable for dynamic situations where there are high levels of complexity and ambiguity. They achieve more effective long-term commitment because they change the influencee’s attitudes rather than just their behaviours. However, they are more time-consuming and require a great deal of skill and effort. Inspirational appeal, consultation and exchange require a detailed understanding of the influencee and their motivations. Ingratiation and personal appeal require a high-level of trust, otherwise they will be seen as manipulative. Rational persuasion requires detailed facts and data. 

What does it look like?

How does it work in practice?

The three most common forms of influencing tactic are pressure, exchange and coalition. However, they are not the most effective. Rational persuasion is also popular but the rationale presented is often weak, which limits its effectiveness.

The diagram below shows the results of studies into the nine influencing tactics in use. Each tactic is assessed in relation to the level of commitment, compliance and resistance demonstrated in the outcomes of the influencing actions.[1]

The most effective influencing tactics in terms of increasing commitment and reducing resistance are: inspirational appeal, consultation and personal appeal. These are the influencee-focused, soft tactics mentioned previously. Exchange, ingratiation and rational persuasion are moderately effective. The final three tactics (pressure, legitimating and coalition) may achieve short-term compliance but struggle to reduce resistance and are therefore only successful in the short-term.

Procurement managers often need to influence stakeholders over whom they have no formal authority, such as medical professionals, logistics and stores personnel, finance, operations and budget holders. Hard tactics are not likely to be successful in these situations, as you do not have the power to utilise them. You will therefore need to rely on soft influencing tactics. However, soft tactics are difficult to scale-up across the whole organisation, therefore you need to identify who the key stakeholders are and primarily focus on influencing them.

There are a number of ways in which you can influence stakeholders over whom you have no formal authority:

Consultation can be achieved by setting up cross-functional arrangements, such as clinical commissioning teams. The stakeholders’ needs can be identified and all parties work together to deliver a solution that satisfies everyone. The procurement manager can facilitate the discussion and influence the stakeholders accordingly. This consultation process ensures buy-in to and ownership of the solution, thereby increasing commitment and reducing resistance.

The cross-functional teams can also be used as a platform for inspirational appeal and personal appeal, building relationships, encouraging participation, focusing on common goals, and inspiring actions. Networking outside of formal team arrangements is also encouraged. Aim to become a trusted advisor to your stakeholders.

Exchange is particularly useful in situations where the balance of power between stakeholders is equal, as it is based on the concept of reciprocity. Find out what is important to the stakeholders, offer them incentives, and trade equal benefits or favours for mutual advantage without one party gaining a hold over the other.

Ingratiation can be surprisingly effective if it is perceived to be sincere. People like to be flattered, complimented, and made to feel important. Indicate explicitly that you need them.

Rational persuasion is a popular form of influencing, but requires a robust rationale. Compiling a business case in support of a new sourcing strategy is an example. This should show an analysis of the current situation, the reasons for change, the options considered, and the benefits and justification of your proposal. Rational persuasion should be combined with consultation, inspirational appeal and personal appeal for maximum impact.

Hard influencing tactics are likely to be a final option only to be used if other approaches do not work. They rely on co-opting the authority of others to overcome your own lack of power. Reference organisational policies and practices (legitimating) and indicate the support you have from senior management (coalition). Finally, escalate the situation to those senior managers who will apply the appropriate instructions and sanctions (pressure) which you are not able to.

[1]https://www.mckinsey.com/~/media/McKinsey/Featured%20Insights/Leadership/When%20execution%20isnt%20enough/When-Execution-Isnt-Enough-Chapter-3.pdf