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By Richard A. Luecke, Perry McIntosh

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2. Thomas J. Peters and Robert H. Waterman, In Search of Excellence (New York: Harper Collins, 1982), 32. 3. Richard Luecke, Scuttle Your Ships Before Advancing (New York: Oxford University Press, 1993), 166. 4. From Winston Churchill’s speech to the House of Commons of the British Parliament on the June 4, 1940. org CHAPTER 4 APPLYING INFLUENCE DOWN AND SIDEWAYS T he previous two chapters described the foundation attributes of influential people and practical tactics you can apply in building influence where you work.

Well, if they made her look good to top management, we can assume that the boss attached a high value to Chuck’s slides. You get the idea. org Tactics 27 Make a conscious effort to determine what people value. In most cases, people put a high value on anything that will do the following: ? Make their work easier and better—for example, a particular piece of equipment or software, or instruction on how to make better use of the resources they have ? Help them achieve their goals—for example, providing resources to a team effort or taking over some mundane task so that a coworker can concentrate on a key goal ?

Although this list of tactics is not complete, it includes those available to all readers. These are actions that anyone in any organization can take to increase his or her influence. CREATE RECIPROCAL CREDITS Every society we know of honors the principle of reciprocity. According to this principle, if you do a favor for someone, that person owes you a favor in return—and you have a right to expect it. Until FIGURE 3-1. THE STRUCTURE OF INFLUENCE WITH ITS SUPPORTING TACTICS. org Tactics 25 that favor is returned, you have a ‘‘credit’’ on the balance sheet of your relationship with that other person.

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