STAND APART

When trying to persuade someone, the tendency is to begin in advocacy mode—for example: “Here's something I want you to agree to.” Most people do not react positively to the feeling of being sold something. The usual reaction is to literally or figuratively start backing up. To make a convincing case, it is more effective to engage with the decision maker as a partner in problem-solving. This makes your counterpart feel less like someone is trying to get them to buy something and more like you are working together to bring about an outcome that is desirable to both parties. Begin by asking yourself: “What is the problem you and the decision maker are solving together?”

By the end of this course, you will have learned how to deeply analyze a problem, possible solutions, and the associated risks as well as the most persuasive and efficient ways of presenting your proposal.

You are required to have completed the following course or have equivalent experience before taking this course:

• Solve Problems Using Evidence and Critical Thinking

The ability to make effective and timely decisions is an essential skill for successful executives. Mastery of this skill influences all aspects of day-to-day operations as well as strategic planning. In this course, developed by Professor Robert Bloomfield, Ph.D. of Cornell University's Johnson Graduate School of Management, you will hone your decision-making skills by following a methodology based on tested actions and sound organizational approaches. You will leave this course better equipped to confidently tackle any decision large or small, and you'll do so in a way that creates the optimal conditions for success.

Leaders at every level need to be able to execute on their ideas. In virtually every case, this means that leaders need to be able to persuade others to join in this execution. In order to do so, understanding how to create and utilize power in an organization is critical.

In this course, developed by Professor Glen Dowell, Ph.D., of Cornell University's Johnson Graduate School of Management, students will focus on their personal relationship with power as well as how power works in their organization and social network.

Project Management Institute (PMI^®) Continuing Certification: Participants who successfully complete this course will receive 6 Professional Development Units (PDUs) from PMI^®. Please contact PMI ^® for details about professional project management certification or recertification.

Being able to influence others is the most fundamental characteristic of an effective leader, but many people in positions of power don't know specifically how they are influencing others' behavior in positive directions. They let it happen by chance or use their formal authority—getting people to do things because “the boss said so.” But as leaders gets promoted within their organization, using formal authority becomes less effective as they not only need to influence subordinates, but also peers, external stakeholders, and superiors. 

In this course, Professor Filipowicz explores the three complementary levels of influence. First, you will explore heuristics, or rules of thumb, that people use in order to make decisions. Next, you will learn how to influence through reciprocity by uncovering what the person you want to influence wants and needs. Lastly, you will learn how to alter the social and physical environment in order to get the change in behavior you want. By the end of this course, you'll have the skills to consistently draw out the desired behaviors from your team and from those around you.