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The Art of Woo:
Persuasive Leadership
Mario Moussa, Ph.D., MBA
Co-Director, Wharton Strategic Persuasion Workshop
Senior Consultant, Fels Institute of Government, University of Pennsylvania
[email protected]/267-549-6694
Guidelines for Success
Be more strategic than tactical in orientation, with
exceptionally strong business and interpersonal skills.
Understand the strategic direction and goals of the business
and how to intertwine security needs with the goals and
objectives of the organization.
Possess a broad view of changes in the organization and
environment that might affect security.
Demonstrate superior skills in communications, networking,
interpersonal skills, planning, and managing capital
expenditures.
2 Source: Guidelines for the CSO, developed in 2004 by an international commission assembled by
ASIS International
Goals for today
Discuss the principles of strategic
persuasion.
Reflect on styles.
Apply insights to current challenges
and opportunities.
Build a “checklist.”
3
4 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.”
Will power is a limited
resource.
The Principles
6
Influence IQ Test
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.”
7
Self-Awareness
Situational Awareness
Two success factors
Goals
Goals and empathy
Algorithmic vs. heuristic
Communications Executive:
“There’s no way to put this on a
piece of paper, or create a bible.
There has to be a circle of trust.”
Purpose-maximizing (e.g., customer-
focused) vs. profit-maximizing
8
9
“Some of my most challenging negotiations
involve the people I know best.”
10
Credibility
Relationships
Beliefs
Interests
Styles
“Some of my most challenging negotiations
involve the people I know best.”
11
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.
Sources: Ronchi, D., Cross, R., & Burt, R.
Beliefs matter.
Sources: “Microsoft’s Lost Decade,” Vanity Fair, August 2012; “Words on Trial,”
New Yorker, July 23, 2012
13
Tune in.
People are motivated
by multiple interests.
Focus on the the most
powerful one.
“Trade” in the right
“currency.”
Pay attention to the
pressures the other
person is responding
to.
14
Your political skills matter.
Political skills: strongest predictor of success, outstripping by far both intelligence and personality traits.
Politics = the ability to sell ideas
15
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?
“The most successful companies
extended their efforts beyond changing
existing structures and systems.”
Sources: Organization and its Environment, Lawrence and Lorch; Managing Across Borders, Barlett and Ghosal
16
NEGOTIATION NEGOTIATION NEGOTIATION
PERSUASION
INFLUENCE
Here are you choices.
Bono
18
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 barriers: Credibility,
Relationships, Beliefs, Interests, Styles.
3. Make your pitch: Make it simple (PCAN),
support it with the right kind of evidence, and
make it memorable.
4. Secure your commitments: Target key
individuals. Manage the politics. Create a
“snowball effect.”
19
Influence the
influencers.
20
Target people who live in different
“cultures.”
Source: Rob Cross
21
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
22
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.
23
Beliefs overpower facts.
Persistence
Shift audiences
Fly under the radar screen
One small step
Position your idea around
a deeper core value
"It's easy to see how a photograph like that could fool the untrained eye.”
-- Founder of the Flat Earth Society
Styles
25
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)
26
Self Organization
What is your Persuasion Style?
27
I am known
for saying
exactly what
is on my mind
I excel at
understanding
other people’s
feelings
I am outspoken
and expressive
When I speak,
I do so
forcefully but
quietly
100%
100%
100%
100%
0%
0%
28
More Self-Oriented
Higher
More Other-Oriented
Lower
DRIVER
CHESS PLAYER COMMANDER
PROMOTER
Self vs. Other
Persuasion Styles
Volume
29
Adjust.
30
Reflect.
What is one small style-related adjustment (listen more, be more direct,
etc.) you can make to enhance your effectiveness?
What are the situations in which it is most important to make this
adjustment?
Notes:
______________________________________________________
______________________________________________________
______________________________________________________
______________________________________________________
31
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,
Ulysses S. Grant vs. Robert E.
Lee.
“People make their decisions based on what the facts mean to them,
not on the facts themselves.”
32
33
Urgency!
Source: Kotter
34
Leaders need situation awareness.
“I felt speed was essential.”
-- Joseph Galli
35
Jody Thompson and Cali Ressler
Change can happen.
36 Source: Kotter, Leading Change.
Assess the organization culture
(core beliefs) and the
receptiveness to your idea or
initiative
Build political support
Take Action
Assessing your situation: 3 Steps
Best Buy: “checklist” success
factors.
Identify the cultural “borders.”
Ressler and Thompson saw that senior management existed in its own mental
silo that valued face time.
Test and refine your ideas.
Ressler and Thompson used pilots to gauge appeal and effectiveness and to
build support.
Build political support among influencers to enhance credibility.
Ressler and Thompson partnered with business unit managers.
Communicate in simple terms to gain attention.
ROWE was based on “13 Commandments.”
Make your idea behaviorally “contagious.”
Employees started a “viral” campaign.
Frame your ideas for maximum cultural impact.
Ressler and Thompson pitched ROWE as a “productivity” program.
Take your time with projects that require cultural change.
It took 18 months to sell the program.
37
Communication
39
“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.”
Are you tapping?
40
Focus on reasons rather than
facts.
Data-based statistics
Should Yahoo run ads next to news stories?
Specific examples
Abraham Lincoln: “Never ask an argument to do what an illustration can do more easily.”
Direct experience: demonstrations and tangible objects.
Should Intel invest in a new semiconductor chip?
Personal testimony
Should you take the medicine recommended by your doctor?
Social consensus
“Everybody knows . . .”
41 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.
Secure Commitments
43
Start with small steps.
“Knowledge doesn’t change behavior. Practice changes behavior.”
-- Monique Sternin
Source: “When Deviants Do Good,” NYT 2/27/13
44
Generate positive momentum.
Radishes or Cookies?
Sources: Nudge; Switch; Wansik