ALLAN R. COHEN is the Edward A. MaddenDistinguished Professor of Global Leadership at Babson College. He has consulted on organizational change and leadership at a wide variety of organizations, including GE, Polaroid, IBM, and Fidelity, and holds MBA and DBA degrees from Harvard Business School.DAVID L. BRADFORD is the Eugene O'Kelly Senior Lecturer in Leadership, Emeritus and Director of the Executive Program in Leadership at Stanford Graduate School of Business. He has consulted for a wide array of companies, including Frito-Lay, Levi Strauss & Co., Raychem, Genentech, and AutoDesk, as well as the Whitney Museum of American Art.

• Preface viiAcknowledgments xiPART I Fundamentals 1Chapter 1 The World Has Changed: To Be Successful You Need to Influence Up 3Chapter 2 How Power Differentials Blind Smart People 19Chapter 3 How Power Differentials Give Smart People Laryngitis 33Chapter 4 Overview of the Steps Required to Access and Infl uence Powerful People 45Chapter 5 The Influence Model at Work: Moving a Tough Boss 65PART II Building a PowerfulPartnership with Your Boss 79Chapter 6 Partnership: The Critical Mind-Set to Overcome Power Gaps 81Chapter 7 Building a PartnershipRelationship with Your Boss 97Chapter 8 The Art—and Responsibility—of Helping Your Boss Succeed 113Chapter 9 Recovering from Failed Talks with Your Boss 125PART III Influencing Powerful People 145Chapter 10 Framing Your Change Strategy: Fitting Your Approach to the Players 147Chapter 11 What Do the Powerful Care About? 165Chapter 12 Action Steps for Gaining Access to Powerful People 177Chapter 13 Clinching the Deal: “Exchanging” to Build Trust with the Powerful 195Chapter 14 The Contours of Change: Dr. Pomahac and the Challenge of Influencing Multiple Senior Managers and Surgeons to Allow the First Facial Transplant in the United States 211Chapter 15 Influence across Multiple Organizations 219Additional Resources 231Notes 235Index 239

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