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Persuasive Leadership
Mario Moussa, Ph.D., MBA Co-Director, Wharton Strategic Persuasion Workshop
Adjunct Senior Fellow, Leonard Davis Institute of Health Economics, The University of
Pennsylvania
Senior Consultant, Fels Institute of Government, University of Pennsylvania
moussa@moussaconsulting.com/267-549-6694
2
How do you woo?
Woo is a relationship-based selling
process essential to leadership.
Now more than ever, good working
relationships are important to your
leadership success.
Even top-performers constantly
focus on improving their game.
Leadership is about the specifics.
“The tongue is the only tool that gets sharper with use.”
3
Self-Awareness
Situational Awareness
Two success factors.
4
“Some of my most challenging negotiations
involve the people I work with.”
An increasingly mature
industry, with resulting cost
pressures
Evolution away from
traditional partnership
culture to more of a
business orientation
The challenges of selling
yourself, as business
development specialist, to
your colleagues
5
Build “social capital.”
Higher social capital (measured as more connections outside their division) = Average of 15% more earning power than those with lower social capital.
Seen as having better ideas.
Enhanced performance:
31% more were evaluated as ―Far Exceed Expectations‖
43% more were promoted to a higher rank
Sources: Ronchi, D., Cross, R., & Burt, R.
6
Silos are psychological.
Functions: ―Recurring conflict is
inevitable‖:
Time horizons: short or long.
Rewards: financial or
professional.
Relationships: formal or
informal.
Rules: strict or loose.
Business/Industry cultures.
Are you BP?
Can I call you Bubba?
Source: Organization and its Environment, Lawrence and Lorch
7
All organizations are political.
95% of all organizations are political to ―some‖ extent. Nearly half are political to a ―very great‖ or ―fair‖ extent.*
Political skills: strongest predictor of performance ratings, outstripping by far both intelligence and personality traits.
Politics = the ability to sell ideas
8 Source: Jeff Immelt quoted in Joe Nocera, ―Running G.E., Comfortable In His Skin,‖ NYT, C1, 6/9/07.
Formal authority has limits.
―When you run General Electric, there
are 7 to 12 times a year when you
have to say, ‗you‘re doing it my way.‘
If you do it 18 times, the good people
will leave. If you do it three times, the
company falls apart.‖
Big decisions require, on average,
consultation with twenty people. Little
decisions require consultation with
eight.
Will power is a limited resource.
9
NEGOTIATION NEGOTIATION
Here are your choices.
Influence
Persuasion
Negotiation
Bono
11
Wooing is a four-step process.
1. Survey your situation: What is my idea, and
how is it better than the alternatives? Who are
the decision makers and influencers? What is
my ―stepping stone‖ strategy?
2. Remove the BRICCs: Beliefs, Relationships,
Interests, Credibility, Channels.
3. Make your pitch: Use PCAN (because
meaning matters). Make your pitch
memorable.
4. Secure your commitments: Target key
individuals. Manage the politics. Create a
―snowball effect.‖
Survey Your Situation and Remove
Barriers
13
Influence the
influencers.
14
Target people who live in different
“cultures.”
Source: Rob Cross
A restructured group at a bank included three practices: business process reengineering, information technology, and database management.
Conflicting assumptions about the work:
Business process -- highly defined 6-step engagement methodology
IT: one-off, flexible, and customized approaches
Value differences becomes labels for the ―other‖ group: inflexible vs. inattentive to deadlines.
Solution: Find ―Tom,‖ who works with both groups and understands how to bridge differences.
15
Practice strategic relationship-
building.
Prepare
Build trust
Apologize if you break it
Ask for favors – reciprocity
Ben Franklin
Match styles – similarity
Trump and his lawyer
Make an effort to be friendly
―Slight attentions often bring back
reward as great as it is unlooked for.‖
Meet face to face when the stakes
are high
Parsons and Icahn
16
Set your goals carefully.
Types of goals:
Idea-polishing—Asking for input: no agreement required!
Access—Requesting an introduction to an influencer.
Attitude—Looking for the ―Hmm, good idea!‖ response.
Authorization—Getting approval and even resources to take the next step.
Endorsement—Seeking active support in public or behind the scenes.
Decision—Securing formal sign-off.
Implementation—Embedding your idea in policies and procedures.
17
Jody Thompson and Cali Ressler
Take your time.
18
Listen.
19
Tune into the right channel.
Adapted from influence research conducted by David Kipnis and Gary Yukl, and other sources.
A. Authority (emphasis on using formal position or rules)
B. Rationality (emphasis on using reasons)
C. Vision (emphasis on organizational goals, purposes, and aspirations)
D. Relationship (emphasis on liking, similarity, and reciprocity)
E. Interests/Incentives (emphasis on using trades and compromises)
F. Politics (emphasis on managing perceptions and building consensus)
20
Self Organization
21
More Self-Oriented
Higher
More Other-Oriented
Lower
DRIVER
CHESS PLAYER COMMANDER
PROMOTER
Self vs. Other
Persuasion Styles
Volume
22
Leadership reflection.
What is one small adjustment you can make in your communication or
personality style (e.g., focus more on vision or relationships, talk less,
etc.) to enhance your effectiveness?
What are the situations in which it is most important to make this
adjustment?
Notes:
______________________________________________________
______________________________________________________
______________________________________________________
______________________________________________________
23
Cognitive perspective-taking.
―If there is any secret to success, it
lies in the ability to get the other
person‘s point of view and see
things from that person‘s angle as
well as your own.‖ —Henry Ford
Historical studies: Lenin vs.
Trotsky, Castro vs. Che Guevara,
Robert E. Lee vs. Ulysses S.
Grant.
―People make their decisions based on what the facts mean to them,
not on the facts themselves.‖
24
What is this person trying to say?
―Forgetting the business logic and the price, there will be options
down the road there, I would answer your question about capable
and that we weren't really quite capable yet because our army
was doing all the other stuff we had to do, particularly the systems
conversions. The army will be capable to do other stuff sometime
next year, which is reasonable. Doesn't mean we will.‖
Here‘s how a well-known executive answered a question about his plans
for a potential merger:
25
Simplicity.
―If you have a simple
problem, you can offer a
simple solution. But most
organizational problems are
complex. So you either
simplify the problem and offer
a solution, or embrace the
complexity and do nothing‖ -- adapted from Dan Ariely
Source: NYT, October 17, 2010, Week in Review
26 Source: Ch. 7, The Art of Woo
Think PCAN+.
Problem – A short, concise
statement that defines the problem
your idea solves (or the need it
addresses).
Cause – An explanation of the
cause of this problem or need.
Answer – Your solution (or
answer) for the situation.
Net benefits – A summary of why
your answer is the best available,
all options considered.
27
Start with small steps.
28
Be a “choice architect.”
The “flu shot lecture”
“Look right!”
Source: Nudge
29
Generate positive momentum.
Radishes or Cookies?
Sources: Nudge; Switch; Wansik
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