The Art of Influence: How to Use What You Have to Get What You Want - In conversation with Alexandra Hughes
In today’s complex and interconnected world, the art of influencing decision-makers is paramount for driving positive change. Achieving the greater good demands not only a compelling message but also the adept use of the right methods. Whether it’s advocating for environmental sustainability, social justice, or economic reforms, understanding the psychology of decision-makers and tailoring one’s approach accordingly can make all the difference. This delicate balance between persuasion and principle lies at the heart of effective advocacy, where the convergence of ethical values and strategic acumen can pave the way for a more equitable and sustainable future.
We’re in conversation with Alex Hughes, a no-nonsense strategic executive navigator with over 20 years of experience in government. A master at the art of influence with expertise in aligning various stakeholders, Alex knows how to read what motivates people and act on it.
Alex, given the realm you work in, the ability to influence decision-makers can be a game-changer. Can you tell us about how your mastery of the art of influence plays a pivotal role in achieving positive business outcomes?
“Generally, I think that neither government actors nor business leaders take the time to understand how to motivate people to do what they want. In both elected office and the corporate boardroom, people often look to someone else’s playbook and regurgitate it; however, different things motivate different people. People can be driven by their reasons or their ethical beliefs, and their reasons can be peer-group-based or transactional.
“To illustrate this: when I was Chief of Staff in the Maryland House of Delegates, some elected members really cared about being able to travel to conferences, some cared about their philosophical policy issues, and some cared about having a nice office and titles. You had to strategize how to get different people motivated to achieve the overall outcome. It’s like a page out of a coloring book — the lines will be the same for everyone, but you can fill it in with a color palette that resonates with the person you want to motivate.
“A decade ago, there was a debate about whether to decriminalize small amounts of marijuana and make them a civil penalty. There were some moderate Republicans who were open to the conversation, progressive Democrats who really wanted to do it, and moderate Democrats who didn’t want to do it. Ultimately, the conversation really came down to whether it was a “criminal justice policy” issue or a “freedom to possess” question.
“The freedom to possess question resonated more with the Republican caucus and some of the moderate Democrats who weren’t necessarily bought in on the concept of decriminalizing marijuana. They were concerned about its impact on young people, but they were more concerned about disproportionate arrest rates for younger black and brown Maryland residents. While they didn’t necessarily agree with marijuana use, they believed that the disproportionate arrest rate was convincing enough. There are different ways to talk about the same issue to get different people invested and bought into the conversation, and different issues require different approaches.
“The same holds true in corporate America. You can’t just replay the same tactic on a different day and expect a different outcome. A lot of this strategizing is about how you talk to people and in what way. There’s a tendency to have a conservative way of thinking in Corporate America because of regulatory and legal concerns; however, that doesn’t mean that you can’t take the most expansive view of a conservative way of thinking. To influence others, there has to be a focus on storytelling and narrative. You have to be able to explain to people why this is important, why it’s important to them, and why they should want to do it.”
Thanks for sharing, Alex.
Connect with Alex on LinkedIn.
