How to use influence to get things done

I enjoyed reading this article by Strategy+Business on how to use influence to get things done.
http://www.strategy-business.com/media/file/sb62_11104.pdf

Here are the five factors to use influence well:
1. Build up the courage to raise difficult problems
2. Leave your personal agenda at the door
3. Rise above the game, but don't ignore it
4. Engage the group using emotional intelligence
5. Be tenacious, because decisions do not guarantee actions

Should managers know the content of work?

In a reaction to my previous post "No Problem is problem", Marco van Katwijk asked if  “a manager should have (the skills to acquire) an understanding of the actual work content, with the purpose of learning to see if problems are hidden?”  Marco, thank you for your question! I believe managers absolutely need an understanding of the actual work content. Here are my thoughts.

First, managing based on facts and observation is a key competency for supervisors and managers. This means managers go and study (genchi genbutsu) facts on the workfloor to support the team's problem solving processes. In my opinion, this behaviour requires an intrinsic interest in the actual work. By practising genchi genbutsu, a manager's understanding of the actual work content will naturally increase over time.

From my personal experience as a manager, I have always dug into the actual work content of problems critical to my team's performance. I kept involved in the actual work content to verify that my team members were building:

1. understanding of their work and how it relates to that of others
2. the capability to see problems
3. skills to find true root-causes
4. skills and discipline to verify that countermeasures were working

I believe that digging into the actual work content together with a team member during problem solving, is an opportunity for teaching and coaching them on these competencies. As over time, team members gradually develop these competencies, my involvement with their actual work content decreased.

The purpose of understanding the actual work content is to support the problem solving process and develop the competencies of the team. 

Secondly, by showing an interest in the actual work of the team and their problems, a manager demonstrates respect, builds a mutual understanding and a basis for trust. Building a work environment of mutual trust and support is probably the most important element to prevent people from "building walls to hide problems".

Showing interest in the work content builds mutual understanding and trust.

In summary, for a manager it is essential to understand the actual work content to a sufficient level of detail. The purpose of understanding the work content is one of supporting the problem solving process, developing competencies and building mutual trust.