Chapter 8: Create Coalitions

Overview

After five years as a country manager at a medical devices company, Jack Daley was put in charge of global marketing for a key product-line in the orthopedics operating division. Operating divisions developed new products and sold them internally to the various country-based sales and marketing groups.

Over the years, Jack had become accustomed to wielding authority to get things done. Country managers had P&L responsibility and decided which products their sales reps would push. Often compared to feudal lords, country managers had considerable control over their own activities and enjoyed high status in the business communities of their respective countries . Predictably, country managers were prone to arrogance and renowned for dressing down those who presumed to know how to sell in local markets.

Suddenly Jack was on the other side of the table: To succeed, he had to persuade his former peers. After some disastrous early meetings in which he tried a hard sell, Jack adjusted his approach. He identified several countries that represented promising potential markets for his product and met with those country managers. He pointed out the benefits of his product and offered to offset the costs of educating sales reps about its features. Then he listened. Several country managers signed on. The product soon won broad acceptance from the other countries ”even those who had rejected Jack s earlier approach.

Having found his regular directive approach a bad fit in his new job, Jack Daley saw the need to exert influence without authority. If your success depends on the support of people outside your direct line of command, it is imperative to create coalitions to get things done. Direct authority is never enough to win the day. Influence networks ”informal bonds among colleagues ”can help you marshal backing for your ideas and goals. But it is up to you to build coalitions that will help you achieve your agenda. To do so, you will need an influence strategy. This means figuring out whom you must influence, pinpointing who is likely to support and resist your key initiatives, and persuading swing voters. Plans for doing this, beginning with the assessment process, should be an integral part of your overall 90-day plan.