We are working in complex times. VUCA is the phrase we now commonly use to describe these times. Volatile, uncertain, complex and adverse. It makes sense that if you’re working in an organisation which is also responding to and working with volatility, uncertainty, complexity and adversity, that you change how you influence and engage. A more complex systemic approach may be useful. Previous influencing influencing models worked at the individual personality level; looking at the person you were dealing with and how you might influence or engage them. we focused on being compelling overtime a shift happened and we began to focus on relationships and being relational putting humanity at the heart of influencing and engagement.

Now with systems thinking, we are aware that we needed to – and also need to – take into account, the wider context of the organisation, the culture of the team or group we are hoping to influence and engage, the power dynamics and equalities and inequalities, how decisions are made, the culture of the whole organisation and the sector even and finally, be aware of what are the pressing issues at a sector, organisational, team and individual level (context).

That’s a lot to bear in mind, and much of this awareness raising is done through a mixture of observation, curiosity and intuitive reflection. Where we are not sure of our information or approach, we need to lean into having conversations with others that may highlight for us: how this group or team works in terms of culture, how we might influence or engage them etc around this or that theme, what approach works well and what avoid doing? This type of preparation for influencing and engaging work is essential in any organisation.

Another aspect that has changed is many peoples’ expectations around being influenced. It’s become more popular – and expected – that influencing is done through engagement and through trust building relationships, rather than through being persuaded. This less directive approach often leaves people feeling better in themselves and less manipulated. As we have less face-to-face contact, it’s also become essential to understand that we need to engage others before and after the conversations in which we hope to influence them. The pre-work and the post work is key.

Having said all of that, once we’ve done that systemic thinking, at the heart of engaging and influencing being relational and working with humanity remains – being able to connect with others, build relationships that feel safe, tell a compelling story and overcome the obstacles to changing minds and hearts.

What type of approach works best for you for the people that you are hoping to engage and influence and for the organisation that you are working in?