Critical Influencing

Skills
for Advancing Professionals

[ eBook ]
Produced by:LOGiQ3
July, 2015

This series of articles, Critical Influencing Skills, was

originally published in The Stepping Stone and has
been reprinted with the permission of SOA Society
of Actuaries

Contents
Part 1 Influencing a Team

3
4

Part 2 Influencing your Peers

Part 3 Influencing Management

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Note from the author

[eBook] Critical Influencing Skills,

for Advancing Professionals

Note from the Author

I originally wrote this series a couple of years ago after
presenting the topic at an industry conference for
actuaries. The audience was very engaged in the workshop
and it affirmed my belief that all professionals interested in
advancing their careers in a significant way must be good at
influencing others.
How else can you get things done as a leader?
Raymond E. DiDonna, FSA, is
currently Chief Executive Officer of
LOGiQ3, expert providers of life
insurance and reinsurance consulting
services.
In addition to being a Fellow of the
Society of Actuaries, Ray holds a

Bachelor's Degree and an MBA from

the University of Connecticut, and is a
GE-certified Six Sigma Master Black
Belt
Ray has been in the insurance and reinsurance businesses for over 30 years, spending the past two
as SVP and COO of mL3 global life, a LOGiQ3 subsidiary. Prior to joining mL3, Ray spent five years at
The Hartford Insurance Group. For most of his tenure, Ray served as Vice President and Business
Leader for their Group Life and Disability Reinsurance line, a business with a national customer
base, over $100 million of annual revenue, and 125 reinsurance professionals.
Learn more about Ray by visiting www.logiq3.com

[eBook] Critical Influencing Skills,

for Advancing Professionals

Part One

Influencing
a Team.

Beyond technical skills, actuaries must be outstanding

communicators and influencers in order to maintain the critical

roles they play within insurance organizations. Early career
development is focused on building a strong technical and
industry foundation. Once this foundation is in place, however,
actuaries must quickly adapt to being submerged in a fastpaced, results-oriented business environment that requires the
ability to communicate effectively and, more importantly,
influence those around you.
Its not enough to have the right answers; actuaries must
be able to present compelling arguments to win over their
audience. For the first time in your career you may be
managing a staff that is looking for direction, recommending a
course of action to senior leaders, or trying to persuade nonactuarial colleagues who may see the world differently. This
series of articles is intended to educate young actuarial
professionals on key business influencing skills that will be

beneficial in the near term as well as throughout their careers.

[eBook] Critical Influencing Skills,

for Advancing Professionals

The actuarial profession is made up of very bright

individuals who pride themselves on accuracy on being
right. In business, however, being right isnt always
enough it isnt always even possible. That can be hard for
a young actuary to understandIve shown you the right
answer, why arent you accepting it? The reason is because
success finds those who are not just right, but those who

Part One
Influencing

can convince others which path to take. Getting to the right

answer or result is only the first step after that, you must
go about influencing others that your right answer is also
the best answer. The ability to influence is a very powerful

a Team

tool, and we have the opportunity to influence all the time,

in almost every business (and personal) interaction. So, you
must understand the power of influencing, build influencing
skills, and apply them to make the most of your careers.

To move people in a new

Throughout a business career you will have the

direction, you need to

opportunity to influence many different constituentsyour

team, your peers, and your leaders. In this issue we will

influence.

focus on influencing a team. In future issues we will focus

on influencing peers and leaders.

Youre a leader only if you

Whether you are managing a team of 100 diverse
employees or you have your first-ever direct report, in order

have followers, and that

to get the most out of your team you must influence them

always requires the

to perform at the highest level. Well-known leadership guru

development of

John Maxwell had the following to say in his book The 21

Irrefutable Laws of Leadership (1998 and 2007).

Your goal as a team leader is to get

your team to perform at the highest

Leadership is influencenothing more,

nothing less.

possible level. No longer an individual

contributor, it is often difficult for any
advancing professional to get comfortable
with the idea of not actually doing all the

leadership is about influencing people to

follow

work but, rather, getting the work done

through others. This trips up a lot of rising
technical stars. Whats critical right from

the start is to create a team vision to

ensure everyone on the team understands
precisely where you want the team to go.
.

[eBook] Critical Influencing Skills,

for Advancing Professionals

Part One
Influencing a Team

This is another area where

technical stars may struggle. Why?
Because most stars who ascend to the
management ranks quickly are
accustomed to getting feedback (usually
positive), not giving it. In addition, its
often fairly straightforward to provide

You have to paint a picture of the ideal stateand it needs

to be a vivid picture that they can really see. A vague idea, such as
to be the best team possible gives your staff no idea of what
they are shooting for and no idea of when or how they will achieve
the vision. So, strive for details and precision. For example, a team

of product development actuaries could have a vision that looks

something like this:

Our vision is to be the team the

company relies upon to deliver profitable,
market-competitive insurance products

with ever-increasing speed to market.

positive reinforcement in an annual or

semi-annual review. The tough part,
however, is providing critical feedback. It
is essential to building the best team
possible to provide feedback that is
timely, candid and clear. The way to
influence your team to perform at higher

and higher levels over time is to make

sure they understand how and when they
are performing up to the standard you
expect, and how and when they are not.
So, lets cover each component of
good feedback individually. And
remember, these concepts apply whether

With that vision, you can further fill in the details of how you
define profitable, market competitive, and speed to market.
With a strong, clear vision in place, you must begin to
energize the team around what steps are needed to achieve the
vision. Again, its critical to make the path as clear as you can. So if
you define your vision as I have above, you need to take stock of
where you are currently in relation to the visionhow profitable
are the products you have recently developed? How competitive
are they? And how quickly did you develop them? Once you
understand where you are and where you want to get to, be clear
with the team about what you need from them in order to close
the gapswhat they each need to do, how long it should take, etc.
Now that the vision is clear, and the path to achieve the
vision has been laid out, you must focus on the most
important role of a leader coaching and mentoring your
staff.
[eBook] Critical Influencing Skills,
for Advancing Professionals
.

the feedback is positive or critical.

First, the best feedback is provided
as close as possible to the observed
behavior / performance. Waiting until the
next review does not provide the right
reinforcement. If a team member does
something great, tell them immediately.
If appropriate, recognize them publicly.
On the flip side, having a critical
discussion about performance that
happened months ago will lead to
surprise and disillusionment. Now they
are left wondering what else you havent
told them yet. And I can assure you that
providing critical feedback does not get
easier if you wait longer.

Part One
Influencing a Team

With that in mind, I have one

final thought on influencing your team.
One thing you may have never thought
about before if you are still in the early
years of your career is the idea of what

your legacy will be.

If you think a legacy is only for

Second, the feedback should be candidhonest and

U.S. presidents and company CEOs,

straightforward. Its much easier to deliver critical feedback that

think again. Every leader (everyone for

is simply an honest, objective assessment of someones

that matter) creates a legacy over

performance. Too much time spent trying to sugar-coat a

timeboth professionally and

tough message can often lead to misunderstanding. Theyre

personally. All the people you work for,

confused and youre confused, reducing the likelihood of

work with, and those who work for

improved performance.

you, will ultimately draw a conclusion

on what sort of legacy you have left

Third, the feedback should be clear. Much like the team

behind once you have moved on. So I

vision, you need to make sure the recipient understands exactly

think its critical that you think about

what the issue is. So, critical feedback such as: youre not doing

your legacy before others do. As a

a good job is not going to be helpful. However, something like:

leader, your legacy can be of someone

in the presentation you gave, you didnt pay attention to the

who kept things going and didnt screw

audiences reaction and adapt is not only clear, but gives you

up something that wasnt broken. Or,

more opportunity to discuss the situation, and together figure

your legacy can be of someone who

out what your employee should do to improve.

brought your team to a level of

performance that no one could have

An implicit idea throughout the feedback section above

was setting high standards. Without continuing to challenge

ever imagined. What do you want

your legacy to be?

your team, they will not ascend to higher levels and you will not
achieve your team vision. Remember, if the vision is aspirational
in nature, then achieving it requires everyone to continue to
improve his or her performance and capabilities over time. So,
challenge your team members to do more than theyve done
beforecertainly its appropriate to raise the bar each year. If
expectations dont rise, and quantifiable goals and objectives
dont rise, then neither will performance. Theres something in
it for everyone hereyour team continues to progress to higher
levels of professionalism and you achieve your vision as the
team leader.

[eBook] Critical Influencing Skills,

for Advancing Professionals

Critical Influencing Skills,

Part One was originally
published in the stepping stone,
August 2013 issue.

Part Two
Influencing your Peers
No matter how good you are, you can never do it alone. Last time we discussed influencing a
team to achieve a vision, but another constituent to focus on is your peer group: the other team
leaders in your group, colleagues who you work with on committees, and others with whom you
interact informally every day. If you dont need help from a peer today, you will tomorrow. And when

you need that help, theres nothing worse than not getting it. So now were going to focus on
influencing your peers to provide you the help you need, when you need it.
Influencing your peers is all about developing strong personal relationships and building up
good will. Make no mistake about it, people help and support people they like. Read that sentence
againpeople help and support people they like. Let me give you an example. Lets say you are at
your desk and the phone rings. You can see on the display that the person calling is someone with
whom you dont get along. Whats your first reaction? Probably something like oh, what does he

want? Your first thought is that this is not going to be a good interaction, you would just as soon not
be speaking to this person, and you hope he doesnt want anything from you.
Now, put yourself on the callers end of
the phoneyou are the one who
needs something (for example, you
need to influence your peer to help
you finish a project or to be an
advocate for your position at an
upcoming meeting). You need to make
sure no one on the receiving end is
ever thinking that they dont want to
help you. How do you do that? Read
on.
First and foremost, always be personable, even when your peer is not. Never give someone an
excuse to not help you because you didnt try to maintain a good relationship with him or her in the
first place. In fact, make them like yoube positive and personable in all your interactions. By the
way, thats good advice for almost all situations. The key is remembering it; especially when dealing
with more difficult colleagues.

[eBook] Critical Influencing Skills,

for Advancing Professionals

Third, make it easy for a peer to help you.

Part Two
Influencing
your Peers

What I mean here is that you need to be very clear,

concise and limited in the help you are looking for. If
you are, it will be easier to secure the support you

need. Think about starting your request like this: All I

need from you is . Dont ask for the world when
you dont need it.
Fourth and finally, meet your peers in person as
much as possible avoid emailing like the plague!!
This is my favorite one to discuss because those who
have worked with me in the past know I have a pet

Second, always say yes to helping out

peeve about getting too many email messages. Dont

a peer. Yes, alwayswell, as much as

get me wrongthere are a lot of great uses for email,

humanly possible. Why? Because when you

but developing personal relationships is not one of

need someones support, its much easier to

them.

get it if they are indebted to you. Hopefully

you wont have to remind them of that, but,

In these days of heavy electronic

generally speaking, most people appreciate

communication (emailing, texting, tweeting, blogging,

being helped and that usually translates into

etc.), I worry that we are losing important

helping out when the time comes. By the

interpersonal skills and this negatively affects our

way, I understand that its not always easy to

ability to influence others. Remember, you cant look

help out while your own workload is

someone in the eye in an email, and its too easy for

probably high as well. But, you must think of

him or her to say no in a quick response back. Ive

this as an investment in your future

seen too many professionals show a lot of bravery

influence. Providing help today allows you to

when typing an email only to crumble later when

influence others more successfully

facing a difficult situation in person. So heres my

tomorrow.

advice get up from your desk, walk over to the

person you need to influence (call if you are not in
the same location), talk to them directly, and develop

the point is to give

yourself the best chance

your relationship with them. Youll have a much

better chance of getting the outcome you are looking
for.

possible of winning them

over.
Critical Influencing Skills, Part Two
was originally published in the stepping
stone, November 2013 issue.

[eBook] Critical Influencing Skills,

for Advancing Professionals

Part Three
Influencing Management
Heres the first thing you need to know to

So as professionals mature and gain

understand how to influence those above you:

greater responsibility, there is a greater need to

They are primarily interested in just one thing

become accountable for what you are doing

how you can help them be successful. Its really

for what you are working on, for ideas, for

just as simple as that. If you bring them problems

solutions, for recommendations. Dont walk

without solutions or requests that are not

around thinking this (whatever this is) is not

germane to making the business or the team more

mine, Im just one of the workers. Walk around

successful, you will be tuned out immediately. So,

thinking It is my responsibility to drive to the

you need to convince them that what you want

right conclusion. I will be successful if I do that,

helps them. And I want to focus on two areas to

and I wont be successful if I just take a back

help you do that.

seat and let others be accountable.

You cannot make a

compelling case to influence

The second area is knowing your

audience. Many otherwise compelling
arguments have been lost simply because the

leaders unless you own the

person making the case (trying to influence) did

topic with complete conviction

everyone receives and absorbs information the

you have to believe in what

youre asking for.

not understand his or her audience. Not

same way. Some are data people (like many
actuaries). The case needs to be proven on
paper, with all the numbers adding up to make
logical sense. Others like to make sure they are

The first is about taking ownership and

considering all the options. They dont just

accountability. You cannot make a compelling case

want to know what your preference is; they

to influence leaders unless you own the topic

want to see other choices and why you may

with complete convictionyou have to believe in

have ruled those choices out. And still others

what youre asking for. You have to be persuasive;

just want to know the bottom line. They dont

you have to be passionate. Trust me, leaders

want to get wrapped up in all the details, nor

(among others) can see right through someone

do they want to have five options. They just

who is not really committed to an idea or a course

want to hear in a concise way how what you

of action. And if youre not, why should they be?

want is going to help them.

[eBook] Critical Influencing Skills,

for Advancing Professionals

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Besides absorbing information, there are also different

decision-making styles to understand. For example,
analytical types like to mull over the information you
provide. They may not only want to see all the data
that backs up your argument, but they may also want
time to make a decision. They will likely not accept
your proposal on the spot. Consequently, you had
better account for their style in your influencing

Part Three
Influencing
Management

process. Other leaders prefer to be quickly decisive

they like to review the information presented, make a
decision, and move on. If you are faced with this type
of decision maker, you need to make sure you have all
the information available during the meeting. You
cant defer if the leader is ready to decide.

(1) Very quickly (in one or two sentences)the

proverbial elevator speech, or
(2) In a short amount of time within the bounds
of another meeting (you might find yourself

I know if I have that length

of time that I must know my
topic inside and out because
theres a lot of time being
granted for to try to influence

with 10 to 15 minutes of a two-hour senior

leadership team meeting, for example), or
(3) In a forum designed for my topic alone
where I must bring all the detailscould be 30

minutes, 60 minutes, 90 minutes, etc. However,

I know if I have that length of time that I must
know my topic inside and out because theres a

Finally, you might run into a consensus-building

lot of time being granted for me to try to

decision maker; someone who likes to involve others.

influence.

Here, you need to make sure you know upon whom

the decision maker relies. If you do, you may be able

So remember: To influence the leaders above

to influence them in advance, clearing your path with

you, take ownership and accountability for the

the decision maker.

topic about which you are trying to influence

and make sure you know your audience.

The last thing you have to think about when trying to

influence management is how much time you will
have in front of them. If you dont know this in
advance, I suggest thinking in terms of three different
potential time frames: 30 seconds, 10 minutes, and an

Critical Influencing Skills,

hour. Trust me when I tell you there is no precision to

Part Three was originally

this. However, what I have found is that whatever

idea, concept or solution Im trying to sell, I know

published in the stepping stone,

February 2014 issue.

that I need to be able to communicate it:

[eBook] Critical Influencing Skills,
for Advancing Professionals

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This series of articles, Critical Influencing Skills, was originally

published in The Stepping Stone and has been reprinted with
the permission of SOA Society of Actuaries

12