From Persuasion to Empowerment: Bringing the RISE Model of Influence to Life
Following my recent paper introducing the RISE Model of Influence (Reacting, Inspiring, Empowering, Sabotaging), many have asked, “How do we implement RISE?”
My answer is always the same: “Start with mindset.”
It can be tempting to skip ahead, dive into doing, roll out some influence training, adopt positive influence as a new corporate value. But mindset is where sustainable change begins, takes root or fizzles out. We have heard the now familiar call to “Start with Why”, but mindset goes deeper. Mindset reflects our world view, defining our sense of what is possible – and what is not. When it comes to Why, mindset is a powerful influencer.
Our ‘influence mindset’ encompasses our assumptions, attitudes, and beliefs about influence, who has it, how it works, its purpose, scope and effects. This, in turn, influences our expectations, and how we might think, feel, communicate or behave in any given situation.
So, the first step in building a RISE influence mindset is taking the time to understand the influence mindset we already have.
Understanding the influence mindset we already have
In many organisations today, the predominant influence mindset – often inherited, unspoken, assumed, and deeply embedded, is defined by the words authority and persuasion.
An AI grammar assistant recently suggested I change the sentence “influencing together towards a common goal” to “influencing others…” This small tweak reflects a big belief: that influence is persuading, convincing, compelling others towards a particular position, agenda or choice – commonly our own.
We also see this mindset in the frequently asked question, “How do I influence without authority?” Here, authority is an assumed prerequisite to influence. In reality, because influence is a natural human behaviour, we all influence every day - with or without authority, positively and negatively, intentionally and unintentionally, directly and indirectly.
These often-unconscious assumptions and beliefs about influence shape our relationships, sense of self-efficacy, identity and belonging, language, culture and, ultimately, business success. Unless we see and understand their influencing effects, our assumptions and beliefs about influence will quietly resist change. To create a RISE influence mindset, we must first see what is already there.
Once seen, an intentional shift in influence mindset can dramatically impact culture, collaboration, engagement, wellbeing and belonging, making it a critical lever for 21st-century business success.
The RISE mindset: Influence as natural human behaviour
The RISE definition of influence invites a shift:
“Influence is the capacity to shape another person’s thoughts, feelings, choices or actions – intentionally or unintentionally, positively or negatively, directly or indirectly. It is effected through human interaction and systemic factors such as technology, policies and culture.”
This definition changes everything - our expectations, assumptions and beliefs about influence, who has it, how it works, its purpose, scope and effects. Importantly, it seeds the expectation that influence, as a natural human behaviour, is everyone’s responsibility, personally and collectively, whatever our role or position.
Through this lens, we see everyday influence that quietly and unintentionally inspires and empowers at every level; and sabotaging influence that intentionally hurts and diminishes. Through this lens we see that our thoughts, feelings, choices and actions are influenced not only by each other, but also by our environment. When our systems are inconsistent, unreliable and unhelpful, humans naturally react - and reactions ripple.
Let us look at an example:
“Ethan’s eye-rolling sabotages Andi’s self-confidence and flow during an important meeting. This is not the first time. Andi resigns the following day. Ethan believes he’s eliminated the competition.”
Sure, Ethan needs to take responsibility for his negative influence. However, when we ask the question, “What could be influencing Ethan’s behaviour?”, we are drawn to a broader understanding – and potentially more sustainable solution.
In this scenario, Ethan’s intrinsic motivation to sabotage Andi’s performance was influenced by the organisational culture and reward system that (intentionally or not) promotes competition before collaboration. Additionally, Ethan and Andi have both learned through previous experience that their employer’s response to sabotaging or toxic behaviour is absent or ineffective. This influenced Ethan’s assessment that sabotaging Andi was a risk worth taking. Their employer assumed Ethan’s actions influenced Andi’s decision to resign. However, Andi’s resignation was primarily influenced by her employer’s now familiar pattern of inaction, and already irreparable breach of confidence and trust.
Whilst organisational responses to this familiar scenario commonly focus on Ethan’s behaviour, the RISE influence mindset broadens our perception.
Cultivating a RISE mindset
A RISE mindset is cultivated through inspiring and empowering influence effected through consistent leadership, meaningful inclusivity, learning and development, and systems alignment.
If you are ready to explore practical steps to building business success by implementing the RISE model of influence, ODI is here to help. Contact Nicky Trainor on nicky.trainor@odi.org.nz