Power, Persuasion and Personal Effectiveness as a Change Leader

John Jordan, Ph.D. C.Psych

Psychological Research

Teaching Hospitals

Health Industry

The Psychology of Leader Effectiveness

• Leadership Styles• Leader Motivations• Leader Power• Science of Persuasion• Art of Persuasion• Leader as Coach

Retention from …

How Highly Effective Change Leaders Develop Committed, Competent Followers

Leadership StylesLeadership Style Which One is the ‘Best’?Authoritarian (autocratic) ?Delegative (free reign) ?Participative (collaborative) ?

Authoritarian

Delegative

Participative

Leadership ImpactLeadership Style When Most Effective?Authoritarian (autocratic)

Delegative (free reign)

Participative (collaborative)

Change Leadership Requirements

KnownUnknown

Sim

ple C

ompl

ex

Collaboration, Innovation & Persuasion

An Effective Change Leader• Forges partnerships• Inspires commitment• Grows skills• Builds discipline and accountability• Shapes the environment

And as a result…• Develops the necessary people resources who are

aligned, accountable, competent and committed• Builds and sustains a stronger network of support• Becomes a magnet for talent and opportunity

Leader Motivations and SuccessAffiliation Need to be liked more than they need to get things

done.

Decisions aimed at increasing popularity.

Achievement Put their own achievement and recognition first.

Not concerned about what others think of them.

PowerBuild power by influencing others to get things done, so others act with greater clarity (what is important and why), commitment (how it benefits), and competence (how to do it right)

Leader Power SourcesTypes of Power Based On …

Position Power Formal authority of the role (position, title, level)

Expert Power Knowledge and skill that others do not have

Connection Power Relationships with important, influential people

Charismatic Power Influencing and relationship skills

Reward Power Ability to influence others with something of

value to them

Coercive Power Threats and/or actual punishment

Science of PersuasionThe Principle of The Application

Liking People like those who like themUncover real similarities and offer genuine praise

Reciprocity People repay in kind (good and bad)Give what you want to receive (e.g., help, info, materials)

Social Proof People follow the lead of similar othersLeverage peer power whenever it is available

Consistency People align their behavior with their commitmentsMake their commitments active, public and voluntary

Authority People defer to credible expertsExpose your expertise; don’t assume it is self-evident

Scarcity People want more of what they can have less ofHighlight unique benefits and exclusive information or access

Art of Persuasion1. Establish credibility through your expertise,

performance and relationship history2. Frame goals on common ground3. Reinforce your position with vivid stories and visuals4. Connect to others’ emotions, motivations and needs

When the Direct Approach Fails

Use indirect influence [attempts planned as intentional by the leader but viewed as unintentional by the target person]

• Talk less, listen more• Highlight similarities (make them like you)• Make them laugh (reduce fear and anxiety)• Reduce uncertainties• Do a favor – even a small one

Characteristics of Worst Change Leader

Characteristics of Best Change Leader

Best and Worst Change Leader

The Business Success Equation

= Maximum Success

IQ EI

Experience/Technical Knowledge

What Is Emotional Intelligence?

• Four unique skills:• Self Awareness – ability to accurately recognize your emotions as

they happen and understand your general tendencies for responding to different people and situations…

• Self Management – ability to use awareness of your emotions to stay flexible and positively direct your behavior to manage your emotional reactions to situations and people…

• Social Awareness – ability to accurately pick up on emotions in other people and understand what is really going on even if you don’t feel the same way…

• Relationship Management – ability to use awareness of your own emotions and the emotions of others to manage interactions more successfully which leads to effective communication and handling conflict…

Emotional Intelligence Framework

Self-Awareness

SocialAwareness

Self-Management

Relationship Management

• Emotional Self-Awareness

• Accurate Self-Assessment

• Self-Confidence

• Empathy• Organizational

Awareness• Service Orientation

• Emotional Self-Control• Transparency• Adaptability• Achievement • Initiative• Optimism

• Developing Others• Inspirational

Leadership• Influence• Change Catalyst• Conflict Management• Teamwork &

Collaboration

Johari Window

24

The Learning Cycle

24

Competence• Knowledge • Skill

Commitment• Motivation• Confidence

26

Situational LeadershipThe most effective leadership approach is matched to the

competence and commitment level of the person on that taskDELEGATINGFACILITATINGGUIDINGDIRECTINGCONFRONTING

SUPPORTIVE

LOW HIGHCOMPETENCY

LOW

HIG

HC

OM

MIT

MEN

T

INSTRUCTIVE

27

Instructing (or Directing)

• Sets goals and clarifies expectations

• Provides answers and explains “why”

• Instructs (shows and tells) an individual what to do, when, and how to do it

• Closely supervises, monitors, and evaluates performance

27

28

Supporting

• Involves the other person in goal setting and decision making

• Facilitates self-reliant problem solving

• Builds confidence

• Encourages self-directed learning

• Serves as a resource

28

29

Situational LeadershipThe most effective leadership approach is matched to the

competence and commitment level of the person on that taskDELEGATINGFACILITATINGGUIDINGDIRECTINGCONFRONTING

SUPPORTIVE

LOW HIGHCOMPETENCY

LOW

HIG

HC

OM

MIT

MEN

T

INSTRUCTIVE

Coaching Questions

30

30

Effective coaches ask …

Coach

What are the priorities for today’s discussion?

What progress have you made?

What are your best options going forward?

What are your next steps?

Insightful Questions to Foster Self-Awareness, Self-Sufficiency and Commitment1. What would you like to achieve during this conversation (or

meeting)?2. What are the three things you could do now to cause the

biggest improvement?3. What has worked for you before?4. What is the best question to ask you in this situation?5. How will you know when you are successful (what will you

or others see / hear / feel)?6. What will be your first step?7. If nothing changes, what are the implications?8. Is there anything else?

Performance DiagnosisKnowledge Walk me through your next steps to complete this.

What is your understanding of how to do this task?Skill Please demonstrate to me the [technique, tool, approach] you

will use.

Describe a specific instance in which you did this successfully.Motivation How might you benefit from this task (project, etc.)?

What priority does this [project] have among your other objectives?

Confidence What would prevent you from being successful?

What support will you need to be successful?