June 15, 2025 • 13 mins
If you are in a leadership position, you have likely read about how to have teams and workers you lead do something they may not want to do. A day doesn't go by that you don’t directly or indirectly persuade someone. You have high hopes for having people follow your lead and act in ways that foster innovation, growth, and passion.
But in everyday life, leaders are dealing with the realty that, all too often, people don’t do what they’re asked and/or behave in ways that don’t support the best interests of the customer, team, or organisation. Let's se how we navigate this in an empowering way....
But in everyday life, leaders are dealing with the realty that, all too often, people don’t do what they’re asked and/or behave in ways that don’t support the best interests of the customer, team, or organisation. Let's se how we navigate this in an empowering way....
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:07):
Welcome back everyone, and we continue your journey on transformational leadership.
I like to move forward now and discuss with you
a three part leadership persuasion process.
Speaker 2 (00:26):
If you've been in a.
Speaker 1 (00:28):
Leader leadership position, you have heir how to have teams
and workers your lead do something.
Speaker 2 (00:38):
There may be not that Kenan doing.
Speaker 1 (00:42):
A day a day doesn't go by that you don't
directly or indirectly persuade someone. You have high hopes of
having people follow your lead and act in ways that
foster so I've said previously innovation and growth and passion. However,
(01:04):
everyday life leaders are dealing with reality. They're all too
often people don't do what they're asked or behave in
ways that don't support the best interests of the customer,
team or organization. Let's give a wee example. Let's talk
(01:28):
about the employment journey from someone entering coming into an
organization to leaving it. The excerpt interview that is a
persuasion process sends a clear and compelling message to every
work But what's important and what the expectations are for doing.
(01:52):
Let's call it transformational work. When leaders look at each
interaction with our workforce and customers, is building blocks in
the three part persuasion process. It's simple, I can, simple
to understand and remarkable and its effecting it. What we're
(02:16):
going to do is break down each part of what
I'm suggesting is the persuasion process that I and many
others have followed. But let's make it actionable, let's.
Speaker 2 (02:28):
Make it real.
Speaker 1 (02:31):
Really, when we break it down, it's about a simple process.
Number One, build strong relationships based on trust and respect.
Two understand objectives and priorities of the other person. And
(02:51):
three provide solutions that help them get their achieve their priorities.
So if you do all three, you'll have the persuasion
necessary to lead the transformation whatever your project is, and
powerful compelling ways. So why trust and respect sound the
(03:21):
start of things? I may I suggest in order for
you to become more persuasive, high levels of trust and
respect the foundational building blocks. Think for a moment about
a colleague, a boss, team B. You don't trust to respect.
(03:45):
How much positive persuasion does that person have with you?
I likely very little. Trust is about doing what we
say we will do, and with it there comes the credibility. Respect.
On the other hand, it's about having a high regard
(04:06):
for the talents and skills of the other person. Stop
for a moment, what's important to you? Knowing objectives and
pricies with people you want to persuade. It's a crucial
(04:27):
second step. This requires us putting aside our own self
interest and prioritizing what's important to the other person. When
we know what's important to other person, for example, balancing
(04:48):
the need for innovation and growth with the need to
continually infuse excellence into products near the end of their
life cycle, we can actually give can present better solutions
that help achieve the object.
Speaker 2 (05:07):
When it's chanting.
Speaker 1 (05:08):
Previously about the project's principle, we discussed jettising the methodology
in favor of results. The case I was making to
you this it was falling out of love with what.
Speaker 2 (05:29):
You do.
Speaker 1 (05:31):
And falling in love eye making your clients, customers, and
worker lives better for having worked with you as a
game changer, game changing minds set. It's a real shift.
Same holds through the peruasion principle. The act of falling
(05:52):
in love with understanding the objective and priorities of people
who can help us or her project, your career, and
the resources you have. Is this incredibly persuasive thing. When
the message that we are you broadcast is one of
(06:15):
your priorities as important to me as they are to you,
the quality of your relationship increases dramatically and leaves others
not only open to what you have to say, hopefully
they can hear from you. They are now a strategic
partner to the other person, as opposed to a supply
(06:40):
or a vendor of widgets. It's all about providing solutions
that achieve other people's priorities.
Speaker 2 (06:52):
So what we're talking about here.
Speaker 1 (06:54):
Is is that when leaders lead with solutions without fully
understanding and addressing objectives and priority is the person they
want to persuade. Ah, It's a death knell for success,
even if you have the title of CEO for example,
(07:16):
after your name. The most successful leaders I've ever worked with, Kyle,
is to the build the highest levels of trust and
respect while immersing themselves and what's important to other person
before the evens suggest a solution. I remember, well, there
(07:37):
was a lad of a lad, a man, a mountain
of a man, not very tall, but he come into
when I was working off shore many years ago. There's
this boundless energy man comes through the door. It says
I'm Brown, John Brown, Brown with an E. He was
(08:04):
the asset manager, bubbling full of joy. And I remember
one of my colleagues saying to me, you know, he's
got a tremendous memory. He remembered the last time I
met him, the last time he was here, and he
asked me about how I So what we're talking about
(08:27):
here isn't so much about raising your voice the person
with the loudest voice gets the greatest reaction. It's raiser
persuasion IQ, the formula as we're intimating before for building
high levels of trust and respect.
Speaker 2 (08:49):
It's really kind of simple.
Speaker 1 (08:52):
I said, before you do what you say you're going
to do, do it, and then agree on the standard
that we're going to work to. If you follow this
is formally you build trust, you build respect as well
as having a happy workforce and customers. You may be thinking, aye,
(09:17):
So if it's so simple, why don't.
Speaker 2 (09:19):
People do it? They don't do it for one primary reason.
Speaker 1 (09:26):
They think they've got very clear about expectations when they
really haven't the lack of a framework for getting clear
for infusing accountability into the situations. So how you doing
(09:47):
with your trust and respect? A wee self assessment to
prompt your thinking to see how positive persuasion you have.
I'm going to read it a few statements, and I'd
ask you to rate yourself and the behaviors necessary to
(10:12):
high levels of trust and respect on a scale of
one to ten would tie ten being the highest.
Speaker 2 (10:20):
Level of agreement and one the lowest level.
Speaker 1 (10:25):
Rate yourself.
Speaker 2 (10:27):
On the following statements. One of six levels of trust.
Speaker 1 (10:37):
I actively and intentionally work to create an environment that
fosters trusts with my colleagues. Two I do what I
say I do. Three I act with integrity and all
personal and professional interactions. Four I speak well of people
(10:58):
when they're not within earshot. Five my colleagues say, I
genuinely care about each of them. Six I tell the truths.
Speaker 2 (11:09):
And ways the builds trust.
Speaker 1 (11:14):
This week, we've been looking at levels of trust and
levels of respect, creating a foundation. So that's your your
homework for this week, A wee bit of homework, looking
at the levels of trust and level of respect that
we have. And they say, we can go back and
(11:35):
answer these half dozen questions about level of trust and
level of respect, and we can look at that from
the respectors. They say, from your boss, your colleagues, your
co workers. What do you think they would answer these
questions about you? Do you see your gap between how
(11:59):
you answered the questions and how you think your colleagues
would answer the questions. Is there a gap between your
perception of your behaviors and other perceptions of your behavior.
If so, there's a risk of having a credibility gap,
which you appardies is your ability to persuade ours. I
(12:22):
say it's all about having clear expectations, So next week
I'll explore more depth and more detail of crafting clear expectations.
Speaker 2 (12:39):
Next week
Welcome back everyone, and we continue your journey on transformational leadership.
I like to move forward now and discuss with you
a three part leadership persuasion process.
Speaker 2 (00:26):
If you've been in a.
Speaker 1 (00:28):
Leader leadership position, you have heir how to have teams
and workers your lead do something.
Speaker 2 (00:38):
There may be not that Kenan doing.
Speaker 1 (00:42):
A day a day doesn't go by that you don't
directly or indirectly persuade someone. You have high hopes of
having people follow your lead and act in ways that
foster so I've said previously innovation and growth and passion. However,
(01:04):
everyday life leaders are dealing with reality. They're all too
often people don't do what they're asked or behave in
ways that don't support the best interests of the customer,
team or organization. Let's give a wee example. Let's talk
(01:28):
about the employment journey from someone entering coming into an
organization to leaving it. The excerpt interview that is a
persuasion process sends a clear and compelling message to every
work But what's important and what the expectations are for doing.
(01:52):
Let's call it transformational work. When leaders look at each
interaction with our workforce and customers, is building blocks in
the three part persuasion process. It's simple, I can, simple
to understand and remarkable and its effecting it. What we're
(02:16):
going to do is break down each part of what
I'm suggesting is the persuasion process that I and many
others have followed. But let's make it actionable, let's.
Speaker 2 (02:28):
Make it real.
Speaker 1 (02:31):
Really, when we break it down, it's about a simple process.
Number One, build strong relationships based on trust and respect.
Two understand objectives and priorities of the other person. And
(02:51):
three provide solutions that help them get their achieve their priorities.
So if you do all three, you'll have the persuasion
necessary to lead the transformation whatever your project is, and
powerful compelling ways. So why trust and respect sound the
(03:21):
start of things? I may I suggest in order for
you to become more persuasive, high levels of trust and
respect the foundational building blocks. Think for a moment about
a colleague, a boss, team B. You don't trust to respect.
(03:45):
How much positive persuasion does that person have with you?
I likely very little. Trust is about doing what we
say we will do, and with it there comes the credibility. Respect.
On the other hand, it's about having a high regard
(04:06):
for the talents and skills of the other person. Stop
for a moment, what's important to you? Knowing objectives and
pricies with people you want to persuade. It's a crucial
(04:27):
second step. This requires us putting aside our own self
interest and prioritizing what's important to the other person. When
we know what's important to other person, for example, balancing
(04:48):
the need for innovation and growth with the need to
continually infuse excellence into products near the end of their
life cycle, we can actually give can present better solutions
that help achieve the object.
Speaker 2 (05:07):
When it's chanting.
Speaker 1 (05:08):
Previously about the project's principle, we discussed jettising the methodology
in favor of results. The case I was making to
you this it was falling out of love with what.
Speaker 2 (05:29):
You do.
Speaker 1 (05:31):
And falling in love eye making your clients, customers, and
worker lives better for having worked with you as a
game changer, game changing minds set. It's a real shift.
Same holds through the peruasion principle. The act of falling
(05:52):
in love with understanding the objective and priorities of people
who can help us or her project, your career, and
the resources you have. Is this incredibly persuasive thing. When
the message that we are you broadcast is one of
(06:15):
your priorities as important to me as they are to you,
the quality of your relationship increases dramatically and leaves others
not only open to what you have to say, hopefully
they can hear from you. They are now a strategic
partner to the other person, as opposed to a supply
(06:40):
or a vendor of widgets. It's all about providing solutions
that achieve other people's priorities.
Speaker 2 (06:52):
So what we're talking about here.
Speaker 1 (06:54):
Is is that when leaders lead with solutions without fully
understanding and addressing objectives and priority is the person they
want to persuade. Ah, It's a death knell for success,
even if you have the title of CEO for example,
(07:16):
after your name. The most successful leaders I've ever worked with, Kyle,
is to the build the highest levels of trust and
respect while immersing themselves and what's important to other person
before the evens suggest a solution. I remember, well, there
(07:37):
was a lad of a lad, a man, a mountain
of a man, not very tall, but he come into
when I was working off shore many years ago. There's
this boundless energy man comes through the door. It says
I'm Brown, John Brown, Brown with an E. He was
(08:04):
the asset manager, bubbling full of joy. And I remember
one of my colleagues saying to me, you know, he's
got a tremendous memory. He remembered the last time I
met him, the last time he was here, and he
asked me about how I So what we're talking about
(08:27):
here isn't so much about raising your voice the person
with the loudest voice gets the greatest reaction. It's raiser
persuasion IQ, the formula as we're intimating before for building
high levels of trust and respect.
Speaker 2 (08:49):
It's really kind of simple.
Speaker 1 (08:52):
I said, before you do what you say you're going
to do, do it, and then agree on the standard
that we're going to work to. If you follow this
is formally you build trust, you build respect as well
as having a happy workforce and customers. You may be thinking, aye,
(09:17):
So if it's so simple, why don't.
Speaker 2 (09:19):
People do it? They don't do it for one primary reason.
Speaker 1 (09:26):
They think they've got very clear about expectations when they
really haven't the lack of a framework for getting clear
for infusing accountability into the situations. So how you doing
(09:47):
with your trust and respect? A wee self assessment to
prompt your thinking to see how positive persuasion you have.
I'm going to read it a few statements, and I'd
ask you to rate yourself and the behaviors necessary to
(10:12):
high levels of trust and respect on a scale of
one to ten would tie ten being the highest.
Speaker 2 (10:20):
Level of agreement and one the lowest level.
Speaker 1 (10:25):
Rate yourself.
Speaker 2 (10:27):
On the following statements. One of six levels of trust.
Speaker 1 (10:37):
I actively and intentionally work to create an environment that
fosters trusts with my colleagues. Two I do what I
say I do. Three I act with integrity and all
personal and professional interactions. Four I speak well of people
(10:58):
when they're not within earshot. Five my colleagues say, I
genuinely care about each of them. Six I tell the truths.
Speaker 2 (11:09):
And ways the builds trust.
Speaker 1 (11:14):
This week, we've been looking at levels of trust and
levels of respect, creating a foundation. So that's your your
homework for this week, A wee bit of homework, looking
at the levels of trust and level of respect that
we have. And they say, we can go back and
(11:35):
answer these half dozen questions about level of trust and
level of respect, and we can look at that from
the respectors. They say, from your boss, your colleagues, your
co workers. What do you think they would answer these
questions about you? Do you see your gap between how
(11:59):
you answered the questions and how you think your colleagues
would answer the questions. Is there a gap between your
perception of your behaviors and other perceptions of your behavior.
If so, there's a risk of having a credibility gap,
which you appardies is your ability to persuade ours. I
(12:22):
say it's all about having clear expectations, So next week
I'll explore more depth and more detail of crafting clear expectations.
Speaker 2 (12:39):
Next week
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