Increase_VV0 Your_APPGE Influence_NN1 Tenfold_RR THE_AT INFLUENTIAL_JJ LEADER_NN1 The_AT key_NN1 is_VBZ to_II understanding_NN1 behavior_NN1 ._. 
If_CS we_PPIS2 attribute_VV0 the_AT wrong_JJ causes_NN2 to_II it_PPH1 ,_, then_RT attempts_VVZ to_TO change_VVI it_PPH1 wo_VM n't_XX be_VBI successful_JJ "_" That_DD1 's_VBZ it_PPH1 ._. 
If_CS they_PPHS2 're_VBR going_VVGK to_TO act_VVI like_II children_NN2 ,_, I_PPIS1 'll_VM treat_VVI them_PPHO2 like_II children_NN2 ._. "_" 
I_PPIS1 was_VBDZ sitting_VVG in_II the_AT office_NN1 of_IO the_AT CEO_NN1 of_IO a_AT1 financial_JJ services_NN2 company_NN1 when_CS he_PPHS1 said_VVD this_DD1 ._. 
He_PPHS1 had_VHD asked_VVN his_APPGE senior_JJ executive_NN1 team_NN1 to_TO cooperatively_RR develop_VVI a_AT1 capital_NN1 spending_NN1 plan_NN1 for_IF the_AT coming_JJ year_NNT1 ._. 
He_PPHS1 had_VHD challenged_VVN his_APPGE team_NN1 to_TO take_VVI off_RP their_APPGE functional_JJ hats_NN2 and_CC propose_VVI a_AT1 plan_NN1 that_CST put_VV0 the_AT enterprise_NN1 's_GE interests_NN2 above_II their_APPGE local_JJ needs_NN2 ._. 
But_CCB the_AT budget_NN1 proposal_NN1 he_PPHS1 got_VVD back_NN1 called_VVN for_IF 150%_NNU of_IO available_JJ capital_NN1 and_CC was_VBDZ loaded_VVN with_IW low-value_JJ investments_NN2 more_RRR suited_VVN to_II building_NN1 fiefs_NN2 than_CSN to_II creating_VVG shareholder_NN1 value_NN1 ._. 
The_AT CEO_NN1 's_GE face_NN1 flushed_VVN as_CSA he_PPHS1 summarized_VVD his_APPGE theory_NN1 of_IO behavior_NN1 :_: "_" These_DD2 guys_NN2 just_RR flat_RR out_RP do_VD0 n't_XX care_VVI about_II anyone_PN1 's_GE interest_NN1 but_CCB their_APPGE own_DA ._. "_" 
This_DD1 lament_NN1 was_VBDZ caused_VVN by_II the_AT CEO_NN1 's_GE lack_NN1 of_IO influence_NN1 over_II the_AT behavior_NN1 of_IO his_APPGE executive_NN1 team_NN1 ._. 
His_APPGE hope_NN1 was_VBDZ that_CST a_AT1 logical_JJ and_CC sincere_JJ plea_NN1 for_IF change_NN1 would_VM evoke_VVI profoundly_RR different_JJ behavior_NN1 than_CSN the_AT team_NN1 had_VHD exhibited_VVN in_II previous_JJ years_NNT2 ._. 
Obviously_RR ,_, he_PPHS1 was_VBDZ wrong_JJ ._. 
But_CCB the_AT kind_NN1 of_IO hope_NN1 and_CC subsequent_JJ disappointment_NN1 he_PPHS1 felt_VVD is_VBZ extremely_RR common_JJ ._. 
Over_II the_AT past_JJ 25_MC years_NNT2 ,_, my_APPGE colleagues_NN2 and_CC I_PPIS1 have_VH0 repeatedly_RR heard_VVN similar_JJ laments_NN2 and_CC conclusions_NN2 --_NN1 and_CC not_XX just_RR from_II businesspeople_NN1 ._. 
The_AT "_" Fundamental_JJ Attribution_NN1 Error_NN1 "_" Almost_RR all_DB of_IO the_AT chronic_JJ problems_NN2 we_PPIS2 face_VV0 in_II business_NN1 ,_, in_II our_APPGE personal_JJ lives_NN2 ,_, and_CC in_II our_APPGE communities_NN2 are_VBR this_DD1 same_DA kind_NN1 of_IO problem_NN1 ._. 
They_PPHS2 are_VBR problems_NN2 of_IO influence_NN1 ._. 
They_PPHS2 are_VBR issues_NN2 that_CST will_VM never_RR improve_VVI until_CS we_PPIS2 become_VV0 more_RGR effective_JJ at_II influencing_VVG behavior_NN1 --_NN1 our_APPGE own_DA and_CC others_NN2 '_GE ._. 
And_CC yet_RR ,_, in_II31 spite_II32 of_II33 the_AT need_NN1 for_IF greater_JJR influence_NN1 over_RP persistently_RR problematic_JJ human_JJ habits_NN2 ,_, when_CS it_PPH1 comes_VVZ to_II our_APPGE most_RGT crucial_JJ behavioral_JJ challenges_NN2 ,_, few_DA2 of_IO us_PPIO2 are_VBR competent_JJ to_TO address_VVI them_PPHO2 ._. 
One_MC1 of_IO the_AT most_RGT important_JJ reasons_NN2 we_PPIS2 lack_VV0 competence_NN1 is_VBZ illustrated_VVN in_II this_DD1 CEO_NN1 's_GE ultimate_JJ conclusion_NN1 ._. 
Our_APPGE study_NN1 of_IO influence_NN1 has_VHZ shown_VVN us_PPIO2 that_CST you_PPY ca_VM n't_XX influence_VVI behavior_NN1 you_PPY do_VD0 n't_XX understand_VVI ._. 
The_AT quality_NN1 of_IO our_APPGE "_" theory_NN1 of_IO behavior_NN1 "_" determines_VVZ the_AT quantity_NN1 of_IO our_APPGE influence_NN1 ._. 
This_DD1 CEO_NN1 's_GE theory_NN1 was_VBDZ that_CST the_AT bad_JJ behavior_NN1 he_PPHS1 needed_VVD to_TO change_VVI in_II his_APPGE executive_NN1 team_NN1 was_VBDZ simply_RR selfish_JJ interests_NN2 ,_, and_CC his_APPGE influence_NN1 strategy_NN1 was_VBDZ to_TO "_" treat_VVI them_PPHO2 like_II children_NN2 ._. "_" 
Like_II a_AT1 parent_NN1 sending_VVG a_AT1 kid_NN1 to_II bed_NN1 early_RR ,_, he_PPHS1 'd_VM remove_VVI their_APPGE authority_NN1 in_II the_AT budget_NN1 process_NN1 and_CC take_VV0 control_NN1 ._. 
One_MC1 of_IO the_AT primary_JJ reasons_NN2 for_IF our_APPGE influence_NN1 failures_NN2 is_VBZ our_APPGE naivete_NN1 about_II why_RRQ we_PPIS2 and_CC others_NN2 are_VBR locked_VVN in_II bad_JJ behavior_NN1 ._. 
Most_RGT often_RR ,_, we_PPIS2 commit_VV0 the_AT Fundamental_JJ Attribution_NN1 Error_NN1 ._. 
We_PPIS2 decide_VV0 people_NN do_VD0 what_DDQ they_PPHS2 do_VD0 because_CS they_PPHS2 're_VBR evil_JJ &lsqb;_( personal_JJ motivation_NN1 problems_NN2 &rsqb;_) ,_, stupid_JJ &lsqb;_( personal_JJ ability_NN1 problems_NN2 &rsqb;_) ,_, or_CC both_DB2 ._. 
Nonsense_NN1 ._. 
The_AT real_JJ drain_NN1 on_II our_APPGE influence_NN1 is_VBZ not_XX simply_RR people_NN 's_GE bad_JJ attitudes_NN2 or_CC lack_NN1 of_IO skills_NN2 &lsqb;_( although_CS these_DD2 can_VM play_VVI a_AT1 part_NN1 &rsqb;_) ;_; it_PPH1 's_VBZ our_APPGE ignorance_NN1 of_IO the_AT complex_JJ causes_NN2 of_IO human_JJ behavior_NN1 ._. 
We_PPIS2 live_VV0 in_II a_AT1 quick-fix_JJ world_NN1 where_RRQ leaders_NN2 look_VV0 for_IF silver_NN1 bullets_NN2 to_TO solve_VVI complex_JJ problems_NN2 ._. 
We_PPIS2 want_VV0 a_AT1 single_JJ influence_NN1 trick_NN1 to_TO stop_VVI chronic_JJ bad_JJ behavior_NN1 and_CC replace_VVI it_PPH1 with_IW behavior_NN1 that_CST improves_VVZ quality_NN1 or_CC causes_VVZ customers_NN2 to_TO gush_VVI with_IW appreciation_NN1 ._. 
Unfortunately_RR ,_, quick_JJ fixes_NN2 do_VD0 n't_XX work_VVI because_CS bad_JJ behaviors_NN2 rarely_RR have_VH0 a_AT1 single_JJ cause_NN1 ;_; usually_RR there_EX is_VBZ a_AT1 conspiracy_NN1 of_IO causes_NN2 ._. 
When_CS you_PPY do_VD0 n't_XX develop_VVI an_AT1 influence_NN1 strategy_NN1 as_RG robust_JJ as_CSA the_AT multiple_JJ sources_NN2 of_IO influence_NN1 that_CST cause_VV0 today_RT 's_GE bad_JJ behavior_NN1 ,_, you_PPY 'll_VM fail_VVI to_TO generate_VVI real_JJ and_CC lasting_JJ change_NN1 tomorrow_RT ._. 
The_AT Six_MC Sources_NN2 of_IO Influence_NN1 Our_APPGE research_NN1 points_VVZ to_II six_MC unique_JJ sources_NN2 of_IO influence_NN1 that_CST account_VV0 for_IF both_RR successes_NN2 and_CC failures_NN2 ._. 
We_PPIS2 've_VH0 found_VVN that_CST when_CS people_NN use_VV0 four_MC or_CC more_DAR of_IO these_DD2 sources_NN2 of_IO influence_NN1 in_II combination_NN1 ,_, they_PPHS2 are_VBR 10_MC times_NNT2 more_RRR likely_JJ to_TO produce_VVI profound_JJ ,_, rapid_JJ ,_, and_CC sustainable_JJ change_NN1 in_II behavior_NN1 ._. 
Whether_CSW you_PPY 're_VBR attempting_VVG to_TO change_VVI a_AT1 personal_JJ habit_NN1 &lsqb;_( like_II contributing_VVG more_RRR to_II your_APPGE 401&lsqb;k&rsqb;_FO &lsqb;_( than_CSN to_II Gucci_NP1 &rsqb;_) or_CC alter_VV0 entrenched_JJ organizational_JJ habits_NN2 &lsqb;_( such_II21 as_II22 silo-oriented_JJ budgeting_NN1 practices_NN2 &rsqb;_) ,_, attending_VVG to_II all_DB of_IO these_DD2 sources_NN2 of_IO influence_NN1 is_VBZ key_JJ to_II your_APPGE success_NN1 ._. 
So_RR what_DDQ do_VD0 we_PPIS2 have_VHI to_TO do_VDI in_BCL21 order_BCL22 to_TO gain_VVI a_AT1 tenfold_JJ increase_NN1 in_II our_APPGE influence_NN1 ?_? 
We_PPIS2 have_VH0 to_TO overdetermine_VVI change_NN1 ._. 
We_PPIS2 need_VV0 to_TO turn_VVI all_DB six_MC sources_NN2 of_IO influence_NN1 in_II31 favor_II32 of_II33 the_AT desired_JJ behaviors_NN2 in_II such_DA a_AT1 way_NN1 that_CST these_DD2 actions_NN2 become_VV0 the_AT path_NN1 of_IO least_DAT resistance_NN1 ._. 
But_CCB before_CS you_PPY can_VM make_VVI change_NN1 inevitable_JJ ,_, you_PPY have_VH0 to_TO discover_VVI why_RRQ change_NN1 seems_VVZ impossible_JJ ._. 
You_PPY have_VH0 to_TO learn_VVI to_TO recognize_VVI all_DB the_AT sources_NN2 of_IO influence_NN1 that_CST are_VBR aligned_VVN against_II your_APPGE intended_JJ change_NN1 ._. 
For_REX21 example_REX22 ,_, let_VM21 's_VM22 look_VVI more_RGR carefully_RR at_II why_RRQ seasoned_JJ executives_NN2 would_VM so_RR predictably_RR engage_VVI in_II petty_JJ politics_NN1 during_II a_AT1 high-stakes_NN2 budget_VV0 process_NN1 ._. 
A_AT1 careful_JJ study_NN1 of_IO their_APPGE behavior_NN1 reveals_VVZ how_RRQ each_DD1 of_IO the_AT six_MC sources_NN2 of_IO influence_NN1 are_VBR involved._NNU 1_MC1 ._. 
Personal_JJ Motivation_NN1 For_IF 358_MC days_NNT2 of_IO the_AT year_NNT1 senior_JJ executives_NN2 feel_VV0 morally_RR obligated_VVD to_II their_APPGE functions_NN2 --_NN1 the_AT people_NN they_PPHS2 work_VV0 with_IW and_CC care_VV0 about_II ._. 
It_PPH1 's_VBZ no_AT surprise_NN1 that_CST the_AT moral_JJ inertia_NN1 they_PPHS2 bring_VV0 to_II the_AT seven-day_JJ conversation_NN1 about_II enterprise_NN1 budgets_NN2 keeps_VVZ them_PPHO2 oriented_VVD toward_II the_AT needs_NN2 of_IO those_DD2 they_PPHS2 are_VBR most_RGT deeply_RR connected_VVN to._NNU 2_MC ._. 
Personal_JJ Ability_NN1 These_DD2 executives_NN2 have_VH0 been_VBN highly_RR trained_VVN to_TO think_VVI about_II investments_NN2 in_II their_APPGE area_NN1 of_IO functional_JJ expertise_NN1 ._. 
They_PPHS2 have_VH0 little_DA1 experience_NN1 or_CC education_NN1 in_II the_AT financial_JJ trade-offs_NN2 and_CC opportunities_NN2 available_JJ in_II other_JJ areas._NNU 3_MC ._. 
Social_JJ Motivation_NN1 Human_JJ beings_NN2 crave_VV0 approval_NN1 ._. 
These_DD2 executives_NN2 experience_VV0 more_DAR praise_NN1 and_CC pressure_NN1 regarding_II achievements_NN2 in_II their_APPGE functional_JJ areas_NN2 than_CSN for_IF any_DD lofty_JJ enterprise-level_JJ concerns_NN2 ._. 
A_AT1 few_DA2 nudges_NN2 from_II the_AT CEO_NN1 about_II transcending_VVG their_APPGE silo_NN1 are_VBR a_AT1 paltry_JJ assault_NN1 on_II the_AT tsunami_NN2 of_IO social_JJ pressure_NN1 they_PPHS2 get_VV0 from_II their_APPGE functional_JJ employees_NN2 and_CC yes_UH ,_, even_RR the_AT CEO_NN1 ,_, for_IF "_" hitting_VVG it_PPH1 out_II21 of_II22 the_AT park_NN1 "_" in_II their_APPGE own_DA area._NNU 4_MC ._. 
Social_JJ Ability_NN1 The_AT executive_NN1 team_NN1 did_VDD little_DA1 to_TO enable_VVI one_PPX121 another_PPX122 to_TO question_VVI ,_, challenge_VVI ,_, or_CC contribute_VVI to_II teammates_NN2 '_GE plans_NN2 ._. 
They_PPHS2 were_VBDR slow_JJ to_TO answer_VVI each_DD1 others_NN2 '_GE questions_NN2 and_CC they_PPHS2 spent_VVD little_DA1 time_NNT1 together_RL in_II creative_JJ development._NNU 5_MC ._. 
Structural_JJ Motivation_NN1 Ninety_MC percent_NNU of_IO each_DD1 executives_NN2 '_GE incentive_NN1 pay_NN1 is_VBZ tied_VVN to_II functional_JJ goals_NN2 ._. 
As_CSA Upton_NP1 Sinclair_NP1 said_VVD ,_, "_" It_PPH1 is_VBZ difficult_JJ to_TO get_VVI a_AT1 man_NN1 to_TO understand_VVI something_PN1 when_CS his_APPGE salary_NN1 depends_VVZ upon_II his_APPGE not_XX understanding_VVG it_PPH1 ._. "_" 
6_MC ._. 
Structural_JJ Ability_NN1 Our_APPGE physical_JJ environment_NN1 does_VDZ n't_XX just_RR motivate_VVI ,_, it_PPH1 enables_VVZ ._. 
To_TO understand_VVI an_AT1 executive_NN1 's_GE behavior_NN1 ,_, you_PPY need_VV0 only_RR look_VVI at_II what_DDQ information_NN1 and_CC relationships_NN2 are_VBR most_RRT enabled_VVN by_II his_APPGE or_CC her_APPGE surroundings_NN2 ._. 
These_DD2 executives_NN2 '_GE offices_NN2 were_VBDR located_VVN with_IW their_APPGE functional_JJ teams_NN2 ._. 
Ninety-nine_MC percent_NNU of_IO their_APPGE time_NNT1 was_VBDZ spent_VVN with_IW those_DD2 in_II their_APPGE divisions_NN2 ._. 
If_CS they_PPHS2 did_VDD make_VVI contact_NN1 with_IW those_DD2 from_II other_JJ departments_NN2 ,_, it_PPH1 was_VBDZ usually_RR because_CS they_PPHS2 got_VVD off_II the_AT elevator_NN1 on_II the_AT wrong_JJ floor_NN1 ._. 
Likewise_RR ,_, the_AT reports_NN2 and_CC meetings_NN2 that_CST dominated_VVD their_APPGE mind-share_NN1 focused_VVD them_PPHO2 downward_RL ,_, not_XX upward_JJ ._. 
Notice_VV0 how_RGQ much_DA1 more_DAR seriously_RR we_PPIS2 can_VM begin_VVI to_TO think_VVI about_II influence_NN1 when_CS we_PPIS2 acknowledge_VV0 the_AT reality_NN1 of_IO all_DB of_IO the_AT sources_NN2 of_IO influence_NN1 aligned_VVN behind_II the_AT status_NN121 quo_NN122 ._. 
And_CC notice_VV0 how_RGQ silly_JJ it_PPH1 would_VM be_VBI for_IF a_AT1 CEO_NN1 to_TO give_VVI a_AT1 motivational_JJ speech_NN1 at_II the_AT beginning_NN1 of_IO an_AT1 annual_JJ budget_NN1 process_NN1 and_CC assume_VV0 this_DD1 meager_JJ source_NN1 of_IO influence_NN1 would_VM succeed_VVI in_II the_AT face_NN1 of_IO an_AT1 onslaught_NN1 of_IO contradictory_JJ sources_NN2 ._. 
Last_MD week_NNT1 ,_, during_II a_AT1 scouting_JJ river_NN1 trip_NN1 ,_, my_APPGE son_NN1 coaxed_VVD me_PPIO1 into_II the_AT canoe_NN1 and_CC challenged_VVD me_PPIO1 to_TO paddle_VVI upstream_RL ._. 
After_II 15_MC minutes_NNT2 I_PPIS1 was_VBDZ exhausted_VVN ._. 
I_PPIS1 turned_VVD around_RP to_TO see_VVI we_PPIS2 had_VHD made_VVN it_PPH1 less_DAR than_CSN 200_MC yards_NN2 upstream_RL ._. 
I_PPIS1 lay_VVD my_APPGE paddle_NN1 across_II the_AT gunwales_NN2 and_CC in_II seconds_NNT2 we_PPIS2 were_VBDR back_RP where_CS we_PPIS2 started_VVD ._. 
The_AT first_MD step_NN1 to_II substantially_RR increasing_VVG your_APPGE influence_NN1 is_VBZ to_TO stop_VVI paddling_VVG upstream_RL ._. 
Until_CS we_PPIS2 get_VV0 all_DB six_MC of_IO these_DD2 sources_NN2 of_IO influence_NN1 flowing_VVG in_II the_AT direction_NN1 of_IO change_NN1 ,_, we_PPIS2 'll_VM continue_VVI to_II not_XX only_RR fail_VV0 ,_, but_CCB even_RR more_RGR damaging_JJ ,_, pin_VV0 the_AT failure_NN1 on_II moral_JJ deficiencies_NN2 rather_II21 than_II22 mental_JJ proficiency_NN1 --_NN1 an_AT1 insufficient_JJ understanding_NN1 of_IO human_JJ behavior_NN1 ._. 
