Strategic Influence for Employees and Customers- myassignmenthelp

Question: Discuss about theStrategic Influence for Employees and Customers. Answer: Introduction Strategic influence refers to the art of planning and developing an influence on the public, employees and customers. It is essential for sustaining advantageous competitiveness in contemporary organisations. It is engendered by strategic leaders by the organisation's strategic direction (Hughes, Beatty, Dinwoodie, 2014). Through strategic thinking, leaders establish paths to pursue and strategically act through their courage despite the uncertainties faced. However, they cannot achieve the desired success by themselves but require other employees good ideas and committed efforts. The following are how one can strategically influence a firm to maximise its benefits: Build and maintain an influence that is strategic: The ability to influence other members in an organisation requires one to be part of the efforts to the strategy formulation and implementation (Hughes, Beatty, Dinwoodie, 2014). Strategically influence may be exerted to achieve a significant shift from the way resources are invested or deployed to that which complies with strategic intent and to get people working on common goals towards a long-term strategic direction. Furthermore, through strategic influence, one can build trust in others by taking every idea to be valid for a strategic venture for a sincere commitment. However, influence is built over time on a robust platform of impacting others positively on their beliefs and building relationships. Being lovable and building trust to others: Leaders working with others that dont like them may get frustrated with whatever they do and even mistrusted (Kazmia Naaranojab, 2015). Therefore, it is essential for leaders who work towards a strategic change to examine their relationships with other employees in the organisation and build trust for them. Trust can as well be established through effective communication. Besides, people should see them as credible and competent enough for their roles. This creates a strong influence even to the public and customers hence enabling them to maximise their service delivery for maximised benefits. Being clear about passions and convictions: This makes leaders to be perceived as more authentic because clarity is depicted from their actions. For example, clarity helps to choose some challenges to tackle and leave others without questions. Passion enables perseverance during adversity (Kazmia Naaranojab, 2015). When others see this dedication, they may be affected hence devote themselves to their duties. This promotes an efficient organisational operation. Ability to manage the political landscape: Bringing about change to an organisation, for instance, the way resources are being invested, is associated with power. Ideally, a shift in strategy is the same as a shift in power and thus may arouse conflicts due to different political landscapes (Lussier Achua, 2013). However proper conflict management may encourage the employees to work in harmony to satisfy the organisational goals. Involving others: People may have different perspectives towards a project. Involvement ensures that an overall strategy is better compared to when it is developed by the leader in isolation (Ireland, Hoskisson, Hitt, 2013). Also, the parties involved in the idea generation will be more committed to the final product and have a shared understanding of the entire process. Furthermore, involvement encourages consensus development towards the chosen direction to enable the group work together and instils a sense of value to others since their inputs and perspectives are considered in the process. In a nutshell, one can strategically influence an organisation to maximise on its goals through employee involvement, managing the political landscape, being clear about passions and convictions, being lovable and building trust in others and building and maintaining an influence that is strategic. References Hughes, R. L., Beatty, K. C., Dinwoodie, D. (2014). Becoming a Strategic Leader: Your Role in Your Organization's Enduring Success (2nd ed.). San Francisco: CA: Jossey-Bass. Ireland, R. D., Hoskisson, R. E., Hitt, M. A. (2013). The Management of Strategy: Concepts and Cases, Mason: OH: South-Western Cengage Learning. Kazmia, S. A., Naaranojab, M. (2015). Cultivating strategic thinking in organisational leaders by designing supportive work environment. Procedia- Social and Behavioural Sciences, 181, 43-52. Lussier, R. N., Achua, C. F. (2013). Effective Leadership. Mason: OH: South-Western Cengage Learning.