Influence Techniques Continued-Army Leadership

7-14. Apprising happens when the leader explains why a request will benefit a follower, such as giving
them greater satisfaction in their work or performing a task a certain way that will save half the time. In contrast to the exchange technique, the benefits are out of the control of the leader. A commander may use the apprising technique to inform a newly assigned noncommissioned officer that serving in an operational staff position, prior to serving as a platoon sergeant, could provide him with invaluable experience. The commander points out that the additional knowledge may help the NCO achieve higher performance than his peers and possibly lead to an accelerated promotion to first sergeant.

7-15. Inspiration occurs when the leader fires up enthusiasm for a request by arousing strong emotions to build conviction. A leader may stress to a fellow officer that without help, the safety of the team may be at risk. By appropriately stressing the results of stronger commitment, a unit leader can inspire followers to surpass minimal standards and reach elite performance status.

7-16. Participation occurs when the leader asks a follower to take part in planning how to address a problem or meet an objective. Active participation leads to an increased sense of worth and recognition. It provides value to the effort and builds commitment to execute the commitment. Invitation to get involved is critical when senior leaders try to institutionalize a vision for long-term change. By involving key leaders of all levels during the planning phases, senior leaders ensure that their followers take stock in the vision.
These subordinates will later be able to pursue critical intermediate and long-term objectives, even after senior leaders have moved on. 

7-17. Relationship building is a technique in which leaders build positive rapport and a relationship of mutual trust, making followers more willing to support requests. Examples include, showing personal interest in a follower’s well-being, offering praise, and understanding a follower’s perspective. This technique is best used over time. It is unrealistic to expect it can be applied hastily when it has not been
previously used. With time, this approach can be a consistently effective way to gain commitment from
followers.

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MILITARY AND PROFESSIONAL BEARING

5-5. Pride in self starts with pride in appearance. Army leaders are expected to look and act like professionals. They must know how to wear the appropriate uniform or civilian attire and do so with pride.
Soldiers seen in public with their jackets unbuttoned and ties undone do not send a message of pride and
professionalism. Instead, they let down their unit and fellow Soldiers in the eyes of the American people.
Meeting prescribed height and weight standards is another integral part of the professional role. How
leaders carry themselves when displaying military courtesy and appearance sends a clear signal: I am proud
of my uniform, my unit, and my country.

5-6. Skillful use of professional bearing—fitness, courtesy, and proper military appearance—can also aid in overcoming difficult situations. A professional presents a decent appearance because it commands
respect. Professionals must be competent as well. They look good because they are good.