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    Influence: Gaining Commitment, Getting Results (Second Edition)
    Influence: Gaining Commitment, Getting Results (Second Edition)
    Influence: Gaining Commitment, Getting Results (Second Edition)
    Ebook46 pages33 minutes

    Influence: Gaining Commitment, Getting Results (Second Edition)

    By Harold Scharlatt and Roland Smith

    ()

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    About this ebook

    Influence is an essential component of leadership. Your position in an organization and the power it gives you aren't always enough to motivate people to do what you ask. This guidebook will help you develop your influence skills to gain commitment from people at all levels: direct reports, peers, and bosses.
    LanguageEnglish
    PublisherCenter for Creative Leadership
    Release dateApr 12, 2011
    ISBN9781604916997
    Influence: Gaining Commitment, Getting Results (Second Edition)

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      Book preview

      Influence - Harold Scharlatt

      AN IDEAS INTO ACTION GUIDEBOOK

      Influence

      Gaining Commitment, Getting Results

      Second Edition

      IDEAS INTO ACTION GUIDEBOOKS

      Aimed at managers and executives who are concerned with their own and others’ development, each guidebook in this series gives specific advice on how to complete a developmental task or solve a leadership problem.

      Copyright © 2011 Center for Creative Leadership.

      All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.

      CCL No. 448

      ISBN 978-1-60491-091-9

      CENTER FOR CREATIVE LEADERSHIP

      WWW.CCL.ORG

      AN IDEAS INTO ACTION GUIDEBOOK

      Influence

      Gaining Commitment, Getting Results

      Second Edition

      Harold Scharlatt and Roland Smith
      THE IDEAS INTO ACTION GUIDEBOOK SERIES

      This series of guidebooks draws on the practical knowledge that the Center for Creative Leadership (CCL®) has generated, since its inception in 1970, through its research and educational activity conducted in partnership with hundreds of thousands of managers and executives. Much of this knowledge is shared—in a way that is distinct from the typical university department, professional association, or consultancy. CCL is not simply a collection of individual experts, although the individual credentials of its staff are impressive; rather it is a community, with its members holding certain principles in common and working

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