Thursday, 25 March 2021

CLIC Influencing styles tool

In 2016, I completed a three day leadership course run by Cumbria Learning and Improvement Collaborative (CLIC). One element of this course was to take a self-assessment test to determine my predominant influencing style

The structure of this assessment tool is a series of statements to tick if true. The overall totals indicate which of five styles was the closest 

The questions are arranged in five groups,  each representing a style. Notionally,  the identities of the styles are not known at the time the test is taken

Each group contains 8 statements to tick if 'This describes me' and a further 8 to tick if 'other people may describe me as' is felt to be applicable. So each group has a maximum of 16 points. 

Each element has equal weight. The effectiveness of this tool will depend on whether the questions have been evenly balanced across all five styles and on the degree to which each statement is specific to one style, which seems a challenge.

There is no obligation to tick any statements. The lower the overall number of statements ticked, the higher the influence any one statement will have on the overall score. 

A copy of the tool can be accessed on the CLIC website

https://www.theclic.org.uk/component/phocadownload/file/176-influencing-styles-questionnaire  

The authorship of the tool is not clear. It is emblazoned with both the University of Cumbria  and the CLIC logos. Small print at the end refers to a 1999 book 'Influencing Skills The Essential Guide To Thinking And Working Smarter' by J.Rogers. It notes 'permission to copy obtained from video Arts 23/10/03'. This date predates the formation of CLIC. Whom permission to copy was granted to is not stated

As I still have my original raw results, I thought it would be informative to retake the test now (2021). Amongst other things, this could show how differently I see things 5 years later.

The totals came out as follows:










There is quite a good degree of consistency between the two applications. I have ticked fewer statements in the recent sitting. This may indicate that I am being more cautious or have become more tentative.

The detailed scores are as follows

 

Style A

2016

2021

This describes me

 

 

Enjoy a debate I get a buzz from it

Yes

Yes

Put my own point of views across vigorously

 

 

Take the lead in a group

 

 

Like having the last word

 

 

Feel strongly motivated by the need to reach my goals

 

 

Speak up when I think I am right

Yes

Yes

Get annoyed by people who won’t stand up for themselves

 

 

May annoy others by seeming bossy

 

 

Other people may describe me as

 

 

Forceful

 

 

Abrasive

Yes

Yes

Articulate

Yes

Yes

Impatient

 

 

Confident

 

 

Ruthless

 

 

Determined

Yes

 

Inflexible

 

 

Style A Total

5

4

 

 

 

Style B

2016

2021

This describes me

 

 

Explore conflicts in order to defuse them

Yes

Yes

Coax the other person to put their view before putting my own

 

 

Create rapport with the other person

Yes

 

Feel strongly motivated by a need to share power

 

 

Invest as much time as a process needs

Yes

Yes

Like being a facilitator

Yes

 

Get annoyed by people who refuse to work as equals

 

 

May annoy others by over-elaborating the process of influencing

 

 

Other people may describe me as

 

 

Patient

Yes

Yes

Long winded

 

 

Calm

Yes

Yes

Impassive

Yes

Yes

Steady

Yes

 

Over-serious

 

Yes

Willing to learn

 

 

Afraid of failure

 

 

Style B Total

8

6

 

 

 

Style C

2016

2021

This describes me

 

 

Put other people’s needs first

Yes

Yes

Make it easy for others to confide in me

Yes

Yes

Keep myself open to influence from the other person

Yes

Yes

Have skill in listening

Yes

Yes

Feel strongly motivated by a need to create harmony

 

 

Like being the glue in a group

 

 

Get annoyed by aggressive people

Yes

Yes

May annoy others by refusing to say what I want

 

 

Other people may describe me as

 

 

Co-operative

 

 

Passive

 

 

Flexible

Yes

 

Cautious

Yes

Yes

Modest

Yes

Yes

Fearful of authority

 

 

Unselfish

Yes

Yes

Lacking authority

 

 

Style C Total

9

8

 

 

 

Style D

2016

2021

This describes me

 

 

Go for the practical outcome

Yes

Yes

Look for the trade-offs; give a bit, get a bit

Yes

Yes

Live for the moment; tomorrow is another day

 

 

Talk my way out of trouble

 

 

Feel strongly motivated by a need to find immediate solutions

 

 

Like being the trouble shooter

 

 

Get annoyed by people who stick to protocol and rules

Yes

Yes

May annoy others by giving ground too quickly

 

 

Other people may describe me as

 

 

Pragmatic

 

 

Cynical

 

Yes

Charming

 

 

Frivolous

 

 

Focussed on the short term

 

 

Tactical rather than strategic

 

 

Optimistic

 

 

Naive

 

 

Style D Total

3

4

 

 

 

Style E

2016

2021

This describes me

 

 

Ask the difficult questions about things that could go wrong

Yes

Yes

Prefer to leave hard decisions to others

 

 

Identify with the underdog

 

Yes

Avoid getting competitive

Yes

 

Suggest getting extra information before making a decision

Yes

Yes

Feel strongly motivated by wanting not to be the target of other people’s anger

 

 

Like being the person who seeks underlying causes

 

 

Get annoyed by people who deliberately create danger in relationships

Yes

Yes

Other people may describe me as

 

 

Sceptical

Yes

Yes

Fearful

 

 

Careful

 

Yes

Procrastinating

 

 

Sceptical

 

 

Discerning

Yes

 

Suspicious

 

 

Low-key

Yes

Yes

Unconfident

 

 

Style E Total

7

7

 



Wednesday, 24 March 2021

The Enneagram Test

As background for a course, I took an online Enneagram Test on 24th March 2021.

I had to spend $12 to obtain one-time use code. The test consisted of 145 forced choice questions. It took the best part of one hour to complete

My scores  for each of the Types came out as follows











At the of the test,  I was provided, immediately, with an electronic copy of the report in pdf format.

A transient copy of the outcome was also provided on the website



Tuesday, 23 March 2021

The ubiquitous quadrant

The Value Proposition Roadmap

This tool was designed by David L.Rogers and is described in his book 'The Digital Transformation Playbook' ( pp180)

In outline, it is a series of six steps used in analysing a business. The first three steps are carried out once; the second three steps are repeated, as required, for each separately identified customer


1 Identify key customer types by values received

2 Define current value for each customer

3 Identify emerging threats

4 Assess the strength of current value elements

5 Generate new potential value elements

6 Synthesize a new forward-looking value proposition






Identifying stakeholders

Identifying stakeholders is one of the starting points in a strategic analysis. The NHS Improvement Stakeholder Analysis tool provides a starting point for identifying stakeholders.

https://improvement.nhs.uk/resources/stakeholder-analysis/

The '9 C's' provides prompts for checking that we have identified the full range of possible stakeholders:

commissioners: those who pay the organisation to do things

customers: those who acquire and use the organisation’s products

collaborators: those with whom the organisation works to develop and deliver products

contributors: those from whom the organisation acquires content for products

channels: those who provide the organisation with a route to a market or customer

commentators: those whose opinions of the organisation are heard by customers and others

consumers: those who are served by our customers: ie patients, families, users

champions: those who believe in and will actively promote the project

competitors: those working in the same area who offer similar or alternative services.

Some stakeholders may fit more than one heading. Some stakeholders may feature in several horizons of analysis. The nature of relationships may vary for the same identified stakeholder depending on the horizon. Some stakeholders may have several types of relationship. This becomes increasingly so as industries embrace  digital. platforms. As we become more digital we may have to engage more with stakeholders with whom we both collaborate and compete.


• commissioners: those who pay the organisation to do things

NHS England

North Cumbria CCG

Other CCGs


• customers: those who acquire and use the organisation’s products


• collaborators: those with whom the organisation works to develop and deliver products

inergratec cp an ics partners

• contributors: those from whom the organisation acquires content for products

Pharmaceutiocval indisuyry

Supplu chain

Technology

Servers and theor manasgement

PC


Lovcal IT and access to paltforms

• channels: those who provide the organisation with a route to a market or customer

GPS


• commentators: those whose opinions of the organisation are heard by customers

Local and national media

CQC


and others

• consumers: those who are served by our customers: ie patients, families, users

Patients and their families

The public generally 

Managers within the tRusrts

Reasearch 

Informatio spply chain

• champions: those who believe in and will actively promote the project

Health Minister


• competitors: those working in the same area who offer similar or alternative services.

Other Trusts

Private sector

Other analysis teams and organsiations - provate sector



https://improvement.nhs.uk/resources/stakeholder-analysis/

17 January 2018

Grouping your stakeholders according to the following ‘9 Cs’ will help to ensure you have

included all relevant stakeholders:


Chief executive

Finance director

BMA rep

Consultant medical staff

Clinical coding manager

Finance creditor staff

Medical director

Clinical commissioning group

Clinical governance lead

Medical records staff

Medical secretaries

Clinical coding staff

Clinical audit staff

Junior doctors

IT systems manager

Edgar Bolton. 

23/03/2021

Any views expressed above are purely mine and should not be mistaken for those of any organisations or individuals I have been associated with

Digital Strategy