Technical Influence

I've blogged in recent weeks about some effective ways to say "NO", and also to say "Yes" to your colleagues. And these can be really helpful as you negotiate your workload or priorities.

Saying "Yes" is an opportunity to delight your colleague as you agree to assist, and is a great time to ask a favour in return.

Saying "No" is vital in controlling your workload and maintaining your focus on high priority projects. It allows your colleague to move straight on to other ways of meeting their need, and is in that sense helpful. They are not left wondering what to expect.

"Maybe" is perhaps the least helpful answer you can give, unless it starts a discussion that leads quickly to a Yes or a No.

If you end your "Can you do XYZ for me, please?" conversation with a ...

• "Maybe I can do it."
• "Er, it might be do-able, I've never thought about it before, mmmhm. Maybe I'll go and have a think..."
• "It might be possible. We'll have to see." or a
• "Maybe we can fix that for you some time this week. Not really sure..."

...they can' t go on and prepare fully for an eventual "Yes" or "No". And that can be really frustrating.

Worse than that, it makes you look:

• Undecisive
• Low in confidence
• Risk-averse
• Lacking in initiative and drive
• Lacking in service-focus

And that' s a shame, because very often "Maybe" is the correct answer right now. We live in a complex world and deal with intricate technologies, some aspects of which are beyond our control. As rational scientists, we want to give the correct answer, and not claim anything that can't be proven. We (most of us) tend to shy away from BS. If we're not sure we respond "Maybe".

So what's the solution? How do we stay true to our values, avoid BS, yet boost our impact?

Well here are some ideas...

1.  If your "Maybe" is because you need time to think, or you just don't know the answer, then say so. It can be hard to admit that you don't have all the answers at your fingertips and you're not the know-it-all guru, but bite the bullet and do so.

Then go away and find out, and get back with a "Yes" or "No" as soon as you can.

The way you manage this situation is important. You need to set your colleague's mind at ease that you will get back to them, and then do so, preferrably earlier than you said you would. Do all of this as proactively and dynamically as you can. Don't wait for them to get to saying "I really need an answer by tomorrow." Get in first with an offer that:

• expresses your desire to help them
• briefly states what the challenge is (why you're not yet at Yes or No)
• briefly states how you willl get to Yes or No
• commits to a time-frame

You might say something like:

• Jess, I'm really unsure on this topic. And I don't want to mislead you at such an important stage of your project. I need to check some facts with the guys on the manufacturing plant and run a couple of calculations. I'd like to discuss it with you again when I've done that - would 10am tomorrow be OK?   OR
• Vicky, I'm pretty sure we can do that for you. However, there are a couple of technicalities with the database which might get in our way. Give me an hour to speak with Trev and I'll confirm it for sure.

2.  If you can get from "Maybe" to "Yes" or "No" quickly, then do so there and then.  Pick up the phone, refer to a manual, check your database - whatever it takes - whilst the person is still with you.

• Sandy, I think that will be possible, and if you'll bare with me for a moment, I can confirm it definitely for you one way or the other.
• Sorry, Gail, I'm pretty sure we're short of resource in that area, so won't be able to assist. I'll check the workplan for you right now, so you know for sure.  

You could even demonstrate your desire to help by asking on Gail's behalf while she's there with you. Phone the person who can confirm your Yes / No, and make an enquiry on Gail's behalf. Something like...

• Hi Jack, its Arthur here. I've got Gail from the Projects Office with me right now, and she's asking whether we can get a fresh set of 120 PDQ analyses onto the system today to complete by Friday. I've said probably not, but want to check in case you can do some magic for her.

Gail loves the fact that you've taken steps there and then to try to help her out. Even if the answer turns out to be No, as you suspected it would, the No comes from Jack in Analytics, not from you.

So the secret is...

Think to yourself - what would it take to get from Maybe to Yes or No?  What information do I need and how much thinking time?

Then resolve the situation promptly.

More tactics and more examples at our main site

Best Regards

Jonathan

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