The “Charm Offensive” – 6 Practical Behaviours
Last week I introduced the concept of a charm offensive. Here are 6 behaviours to make it real. I wanted to discuss this subject further this week because some people read these behaviours as boasting or singing their own praises. They are quite the opposite and in fact they require a level of vulnerability to discuss plans with senior leaders and peers that may not be complete. However, by gaining their input early you can get their ownership and enable your plans to be implemented with support and trust from the organisation.
Remember, influence in your career doesn’t happen by accident, it requires intention.
• Respect the pressures leaders face – Recognise the competing priorities they manage before pushing your own ideas. A practical example might be just to openly acknowledge some of their pressures that you see prior to presenting you own needs.
• Schedule deliberate conversations – Book short catch-ups with leaders and peers to get their input on work you’re progressing. It improves decisions, strengthens relationships and importantly gets ownership early in any project you are planning. A practical example would be to schedule these catch-ups on a quarterly basis but genuinely get leaders and peer input that is actually taken on board.
• Ask for perspective, not approval – You still own the work and must be accountable to make the final decision, but seeking experience shows maturity and leadership.
• Communicate in their style – Some leaders want data, others want a short summary and the big picture. Learn how people prefer to receive information and adapt. This is important for all relationships including subordinates and peers. Whispering in someone else’s language is better received than shouting in your own. Engineers are often guilty of wanting to go into the technical detail when some people just want the big picture but that is not always the case.
• Use tools to understand communication styles – Frameworks like Deloitte’s Business Chemistry help you tailor how you understand and engage different personalities. Myers-Briggs Type Indicator and DISC Assessment are two other well known frameworks.
• Be consistent over time – Trust and influence are built through steady professionalism, not one good conversation. You must genuinely take on these behaviours and make them part of the way you operate, not just do them once and hope for the best.
Strong results build credibility. Strong relationships accelerate careers.
