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Remember your kindergarten report card, when you were evaluated on things like your ability to follow directions, name the colors, and sing the alphabet? It also included an early assessment of a skill that would influence your success for the rest of your life: the ability to "play well with others." The criteria were pretty basic at the time: share, wait your turn, don't hit or yell, help when someone is struggling. As you grow up, many of the same basic principles apply, but situations can be much more complicated for adults to play well together and still achieve desired results.
Context and personal needs often create internal conflict when trying to weigh the needs of the few against the good of the whole. And as a leader, sometimes you have to make a conscious choice to make others unhappy. Still, with a little finesse, you can meet objectives and still all play in a happy sandbox. You may not satisfy everyone all of the time, but then working together to resolve conflicts, rather than just being pleasant all of the time, can make a team stronger.
Via The Learning Factor, Ricard Lloria
Taking part in the adventure of persuading others, sweeping them up into an idea, an unexpected action or an unproven vision, is a wonderful experience. The ability to create excitement all around you is what leadership is about.
Good grief -- I like some of what this article says but there is one glaring error: the confusion between persuasion and influence, particularly for leaders.
So what the heck is the difference between the two, why is it important, and what has it got to do with storytelling?
Well -- persuasion is getting someone to do something. Parents use persuasion all the time: "Finish your dinner or you won't get dessert." Or "Sit Fido and you'll get a treat!" Bosses use persuasion too: "Finish this report by X date or forget that promotion." We all use persuasion.
Influence however, is the power or capacity to cause an effect in indirect or intangible ways. Influence is more often 'showing' what needs to be done which then moves someone to take action -- hopefully in a desireable way.
There are many facets to influence including reciprocity, commitment, social proof and others (see Influence: The Psychology of Persuasion by R. Cialdini, 2006).
Leadership at the highest levels is about influence, not persuasion. Management is about persuasion. Confusing persuasion and influence creates leadership that can feel more like manipulation than willing participation.
Storytelling -- IMHO -- lies squarly in the camp of influence. And leaders definitely need to master storytelling as an way to both engage and influence.
The list this author has created for leaders to focus on to be persuasive is mostly all about influential qualities to imbue in a leader's storytelling. Except the first one -- threats and consequences. Outlining global consequences if an organization does not change can be part of an influential conversation. Threats, not so much. That's pure persuasion.
Go read the rest of the list and let me know what you think!
This review was written by Karen Dietz for her curated content on business storytelling at www.scoop.it/t/just-story-it ;
Via Karen Dietz, Amy Ragsdale
Have you ever wanted to be more persuasive, convincing, or if nothing else, understand how others try to influence you? …Of course! Who hasn’t?
Understanding how storytelling works in persuasion, influence, and change, and the research/neuroscience that informs it all is critical if anyone is going to work with stories effectively.
And hooray -- Gregory Ciotti has put together his list of favorite books that help us understand persuasion, influence, change, and stories more deeply. We'll all become more articulate and better at our craft -- whether you are a consultant, storyteller, entrepreneur or CEO.
Some of these I've read, some I haven't -- so I can't wait to dig into this list myself.
I hope we all learn lots and gain lots of useable insights for our work. Enjoy!
This review was written by Karen Dietz for her curated content on business storytelling at www.scoop.it/t/just-story-it
Via Karen Dietz
Most CEOs are not inspiring. After years of working with leaders in business, it's hard to come to any other conclusion.
The 5 mistakes listed here are right on -- I experience them all the time when working with my coaching clients.
Number 4 is -- CEOs don't tell stories. That's for sure.
Number 5 is -- CEO's reading speeches instead of talking authentically with their audiences.
Number 3 is -- they are too stiff (that comes from not telling stories or not knowing how to tell stories)
Number 2 is -- they don't write their own material. No one can write your personal stories for you, BTW.
Number 1 is -- CEOs are not conveying a vision. Hey, we want to be inspired!
Well, for sure many business people of all types suffer from the same mistakes. So what to do? Find the stories you are passionate about telling, learn to tell them well and authentically, leave the notes at home, and please -- don't practice in front of a mirror! That's the kiss of death.
There are many more insights here in this article about how these mistakes show up for people, so go grab them.
Review written by Karen Dietz for her curated content on business storytelling at www.scoop.it/t/just-story-it
Via Karen Dietz
Curated by David Hain
People and Change consultant, 25 years experience in Organisation Development. Executive coach. Very experienced facilitator and team developer.
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