Transformational Leadership: Persuasion Principle Intro

Persuasion in transformational leadership is not about eloquent and stirring speeches like  Martin Luther King’s "I Have A Dream" speech.

Persuasion in transformational leadership is about positive influence, not manipulation. In its purest form persuasion is the shaping with full integrity the thoughts, feelings, beliefs, and behaviours of others. Let's examine in more detail....

Dream Dare Dazzle

Episode Transcript

Speaker 1 (00:06):
Hi everyone, and we continue our journey, our journey on
transformation or transformational project. This week we're moving on to
the persuasion p principle and discover where it is and
do we have it? Do you have it? In the UK,

(00:28):
there's probably about one and a half million airline passengers
per months and domestic flights. In order to boarder flights
each each passenger must proceed through what we call securities.

(00:48):
You're aware of that security screening process. The screening is
done with the hopes of making traveling more safe and
to verify that passengers they're saying to proceed to their
gate for departure. For transformational leaders, they recognize that each
of their stakeholders likewise has a screening process for listening

(01:14):
and following a leader's lead. This is less about sharp
objects and the requirements for toiletries, but rather is this
leader is my leaders our leaders safe to follow to
the destination they're talking about. If a leader doesn't pass

(01:38):
the screening process, he she will not experience flashing lights
or they'll be asked to enter a small interrogration room
to inside find themselves at their departure gate. A wee
bit disturbed as to why he's only one, she is

(02:00):
only one in the flight to their desired future. To
persuade someone is defined by Webster's dictionary is causing someone
to do something through reason, reason or argument, and to

(02:21):
cause someone to believe something, especially after a sustained effort.
Persuasion is there for about convincing and influencing someone to
act or think in a particular way. Operative word verb
is to act in the face of competing demands, few resources,

(02:46):
higher expectations. Leaders to encounter people who don't want to
align their priorities with theirs. Persuasion and transformation leadership is
not a bit eloquent and stirring speeches, for example the

(03:08):
Martin Luther Kings I have a dream speech. Persuasion and
transfer transformational leadership is about positive influence, not with certainly
not manipulation and his purest form. Persuasion is the shaping

(03:29):
with full integraty, thoughts, feelings, beliefs, behavior of an hour.
But then when mass ascalation, why do people do what
they do? To know why people do what they do,
may I suggest you need to notice the order the

(03:52):
definition of persuasion shaping the thoughts, feelings, and behaviors of others,
I am going to look at each of the aspects
and a bit more detail. The key point I would
like to transfer or have you learned from the persuasion

(04:14):
principle is that to have people behave in ways that
are helpful to your purpose, promises, and priorities, and of
course project, we must start by understanding and then shaping
their thoughts, feelings, and beliefs about you, about your initiatives,

(04:37):
so that they will act in ways that are supportive
of your requests. If you want to hear yes more often,
we have to know what happens in between people's years
before yes comes out of their mouths. If you don't

(04:58):
understand what proceeds you is the activators, you'll continue to
hear no and behavioral based safety. We talk about the
ABC principle, activators, behaviors, and coin consequences. However, let's start

(05:18):
with thoughts. Every action you and I take is preceded
by a thought, and these thoughts are powerful catalysts for
how we live our lives and what we say to yes.
We mentioned the airport's security screening process. If your thoughts

(05:42):
about airport screening before flight, what are they? If you
believe it's beneficial and helpful and making passengers safer. You'll
see this airport screening and a positive light. If you
think the process a waste of time and the lets
a bigger issue of screening baggage in the car will

(06:03):
be your thoughts regarding these screening process will lead you
to see that airport screening is a negative light. Feelings.
The thought the airport screening is valuable and increases the
safety for all passengers is followed by the feeling of

(06:26):
safety and their comfort. These feelings happen at light light speed,
speed of light and often gone notice. In reality, thoughts
and feelings are really highly interconnected. When you think your
times valuable and you strive to be experient and interferings

(06:53):
and being expediing is thought to be a threat and
a waste of time. The thought of having your time
wasted creates a feeling of anxiety and or apprehension for
not being effective beliefs. The beliefs we hold for our work,

(07:16):
our stakeholders, and what we're capable of accomplishing are powerful
triggers for our actions and behaviors. If I was to
think airport screening is a waste of time and feel
anxious for being hindered from doing my best work. My
belief is that whatever obstacle encounter needs to be avoided

(07:38):
or eliminated. Let's sit aside this aircraft example for a
moment or two. There are workers who have a spectacular
talent who don't believe in themselves and suffer from imposter syndrome.
This belief holds that the person is not titled to

(08:01):
be in a position they're in, and at some point
they be found out to be an imbuster. There are
also leaders believe they may not be the most talented leader,
but they have love and passion for what they do,
and so much amounts overflowing nothing nothing will prevent them

(08:22):
from achieving their goal. Whichever belief is held becomes true.
What your thought is, your belief becomes true. Behaviors. Here's
the key point of behaviors. Whenever you see someone doing

(08:44):
something or act in a particular way they do they
do that because they believe the action they're taking is
the best response to what they believe about the situation.
If you see someone arguing with the security airport's security agent,

(09:07):
they believe that by doing so they all secure their
best outcome. You know, this is full hardy, but you're
not feeling the same emotion or not having these same
thoughts as they are. There lies the great challenge for
transformational leaders. The challenge is that if you want people

(09:31):
to support your initiatives, to say yes yes to your
ideas and support your purpose, priorities, projects, or promises, don't
focus on behavior saying, focus on the thoughts, feelings that
are driving the behavior, feelings, beliefs. At work, if a

(09:56):
worker sees you, colleague sees you, and our first thought
is that you are political, manipulative, lazy, You're not a
team player, and you're solely out for your own self interest.
The first feeling with seeing you be that a dread

(10:17):
when I've dread. If I dread seeing you and of
self preservation belief, then I try to get myself extricate
myself from the conversation with you as quickly as possible.
The behavior you see from the other person could be

(10:37):
described a bit kirk rude, possibly dismissive. Then transformation leaders
need to do behavior just yet, suit they ask themselves
what beliefs, feelings of thoughts are triggering in these behaviors.
They asked because when these questions are asked and answered,

(10:58):
the lightlihood of hearing yes really ramps up. So how
persuasive are you? Put aside the theory of thoughts, feelings, beliefs,
and behaviors and ask yourself, how persuasive am I? How
persuasive is my leadership? The answer is if you're persuasive,

(11:27):
you'll hear four kinds of yes. Number one, Yes, that's
a good idea, and yes, I'll help. This is the
first and most potent Yes. This is the real outcome
the response leaders want. A lot of the time, they

(11:48):
didn't hear it. For a leader to hear this, I
have been given a lot of thought to the priority
of the person there they're asking it of, and what's
it being linked to the proposal and to the other
person's self interest and the found positive ways that can
help the other person achieve a mutually rewarding, mutually rewarding

(12:14):
end result. Second way kind of yes is yes, I
can add this one idea, we can we can have
any even more positive, so they want to add something
to it. The second type of yes is one in

(12:37):
which would say second or a complementary idea is used
to improve on your idea in a way that serves
a greater purpose. Were leaders here this type of yes,
there's a creativity that's infused into the conversation. It's added
to builds and one idea and ultimately helps all involved

(13:01):
to think bigger about the possible outcomes. This yes results
and the idea no longer being the brainchild of one person,
but the collaborative idea of two or more people. Third
one is a yes, I don't know how to do that,

(13:24):
but I know I'll figure it out. This can be
really powerful and transformational yes. As leaders and many organizations
can attest to that. There are objectives worth doing that
don't have clear paths as well. It's signs and you know,

(13:44):
precise directions. They've got the endpoint, they've got the goal,
not quite sure how they're going to get there, and
that and that lies the positive signs of leaders hearing
this Yes. Transformational leaders want to hear people say yes
to their ideas, but maybe more importantly, they want to

(14:05):
hear yes to ideas that challenge the status called well cultivating.
You've got a mindset of passion, innovation and growth. The
final fourth one is yes, I'll take care of it.
This is short to the point shows a clear agreement

(14:29):
of what's requested. When the chief marketing officers asked to
answer a board of directors questions a board with little
or known background in marketing, how about social media marketing?
How is it impacting the sales process? The best place

(14:53):
to start is but understanding the thoughts the board as
a moment as currently what the feeling things are about
marketing and social media, as well as that if any
beliefs are driving this request, do we need to educate
them in this. You're asking that question about social media marketing,

(15:16):
but if the board of the group you're speaking to
is very limited knowledge about it, maybe we need to
enhance that knowledge a bit of coaching. Hearing these four
kinds of yes confirms the positive persuasion is underway and
you're on track to get to to achieve your purpose, promises, priorities,

(15:39):
and projects. That is the context of positive persuasion. Next
week we'll talk and more death you'll learn specifically the
transformational leadership persuasion. Everyone will be feeling comfortable, enthused, really

(16:03):
energetic about leaving the safe harbor of the known and
venture out into fresh seese. Look at the horizon, the
fresh wounds, and look for new ventures until next week.
All the best buy