Influencing others: 
Powerful Conversations applied in technical support settings

Harkins, P. (1999). Powerful Conversations: How High-Impact Leaders Communicate. New York, NY: McGraw-Hill.

Key Points:

• High-impact Leaders use Powerful Conversations to influence others developing commitment for their ideas and their leadership.

• High-impact "Leaders" uses the word in a truer sense than just authority. High-impact Leadership exists throughout an organization.

• Powerful Conversations include three key stages: Advancing an agenda, sharing learning, and building relationships.

• A Powerful Conversation is not just an idea, but consists of techniques and processes. It is a technology.

• Not just "soft-stuff," clear communication provided by Powerful Conversations delivers measurable results. 

Summary:

    Larkins, the president of Linkage, Inc., one of the fastest growing companies in 1997 and 1998 according to Inc. magazine, offers the wisdom he has developed over years of consulting and observing the most powerful and- more importantly- the most successful leaders: Leaders talk. This simple phrase belies the true power of the techniques that Larkins outlines. Leaders- at all levels- accomplish their objectives in today's market through communication with others. Larkins outline how to communicate most effectively. At the same time, he emphasizes the importance of following up and through; leaders "do" as well. The combination of clear communication and conscientious follow through on commitments results in the building of trust- the ultimate goal. 

High-impact leaders communicate through Powerful Conversations. These conversations consist of three stages that must be consciously structured into communication: Advancing an agenda, sharing learning, and building a relationship. Trust develops as a person's expectations for a leader's behavior matches the outcome. Establishing those expectations is key. First, leaders prepare by understanding what their own needs and wants are. They communicate those objectives right up front stating them clearly, but not aggressively. Second, leaders incorporate everyone else's wants and needs. These now common goals are discussed. Finally, the steps needed to achieve those goals are made clear. The leader and participants agree, and the leader explains how they have committed to helping while verifying how the other participants have committed. Mutual commitments for action steps emerge. Next, the leader must achieve those stated commitment. However, by being clear and agreeing, realistic expectations should be set. Thus, Powerful Conversation even facilitate doing.

Emotional intelligence exhibited through active listening and genuine caring is implicit in this process. Leaders must exercise their hearts as well as their heads. Specifically, leaders listen during each stage. They show focus visibly and respond to concerns. They take notes and follow up with questions. They also empathize and validate feelings and ideas. Most importantly it must be genuine. 

By applying these techniques, high-impact leaders develop the relationships that facilitate future exchanges. Powerful Conversation become habit.

This summary draws primarily from the following text:

Harkins, P. (1999). Powerful Conversations: How High-Impact Leaders Communicate. New York, NY: McGraw-Hill.

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