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Solution
As a people professional, it is crucial to be willing and able to influence others in an informed, clear and confident manner. There are various primary reasons for this:
A people professional need to be informed when influencing others as being knowledgeable about an issue is key to effectively presenting recommendations and advice.
Informed- To be informed necessitates constantly developing one’s expertise through ongoing learning. This could include ensuring familiarity with the latest people trends, continuing professional development courses, and following research on employment law and best practices ( Ho, 2019). When issues arise, a people professional must be able to draw from this reservoir of learning to discuss topics authoritatively. Being informed instills confidence as one is an expert in their domain.
Clear- It is crucial for a people professional to communicate in a clear manner when influencing others as evidenced by CIPD (2024a). Clear communication leaves no room for misinterpretation of the message. Techniques to ensure clarity include using a well-structured format with logical sequencing of main points and relevant evidence or examples. Speaking at a measured pace avoiding language that may confuse. Clarifying questions from the audience also aids understanding. Clear communication is a sign of being well-organised in one’s thinking.
Confident- A people professional must exude confidence to effectively influence others (CIPD, 2024b). Lacking confidence undermines presence as an authority. Tactics to boost confidence include preparation such as rehearsing what to say. Maintaining eye contact and an upright posture projects confidence. Using a firm, assured tone of voice rather than meek or timid speech. Referring to one’s qualifications and experience demonstrates confidence in one’s abilities and counsel given.
Consequences
If a people professional does not communicate in an informed, clear and confident way when attempting to influence others, there can be two potential negative consequences:
Firstly, others may not fully understand or buy into their message, advice or recommended course of action. Messages lacking confidence or clarity run the risk of being dismissed, misunderstood or disputed by skeptical audiences (Pfeiffer, 2022). This undermines the people professional’s ability to effectively lead initiatives, implement desired changes, or achieve adherence to recommendations. There are obvious impacts on progress and outcomes if key stakeholders cannot be influenced.
Secondly, the people professional’s own credibility as an expert resource and leader may diminish over time if they do not advocate for people issues assertively when needed. Those coming for guidance may feel uncertain the professional has a strong grasp on what they are discussing if presented without competence. Opinions lacking in evidence or expressed hesitantly will carry little weight among executive peers. This damages the professional’s reputation, making it harder to shape organisational culture or drive an agenda positively impacting employees.
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