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Leading Through The Power Of Persuasion & Storytelling

Leading Through The Power Of Persuasion & Storytelling | Coaching Leaders |
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 ;

Via Karen Dietz, Amy Melendez
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Making boards work

Making boards work | Coaching Leaders |
Most directors don’t understand the company’s strategy and prioritize short-term gain at the expense of creating long-term value. We recommend four essential changes. A McKinsey & Company article.

Via Don Dea
David Hain's insight:

McKinsey on how to get better boards.

Don Dea's curator insight, Today, 3:16 AM

Boards aren’t working. It’s been more than a decade since the first wave of post-Enron regulatory reforms and, despite a host of guidelines from independent watchdogs such as the International Corporate Governance Network, most boards aren’t delivering on their core mission: providing strong oversight and strategic support for management’s efforts to create long-term value.

Rescooped by David Hain from Learning At Work!

8 Classic storytelling techniques for engaging presentations

8 Classic storytelling techniques for engaging presentations | Coaching Leaders |
A good public speaker takes their audience on a journey, leaving them feeling inspired and motivated. But structuring your speech to get your ideas across and keep your audience engaged all the way through is tricky. Try these eight storytelling techniques for a presentation that wows.

Via Kevin Watson, Jean-Philippe D'HALLUIN, Roger Francis
David Hain's insight:

Hero's journey, false starts, petals and other storytelling frameworks. Because stories are the currency leaders should trade on...

Louise Robinson-Lay's curator insight, December 19, 5:20 PM

Storytelling comes naturally to many speakers. Here's how to build it if you're not one of the 'naturals'.

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Are you Cursed by Competence?

Are you Cursed by Competence? | Coaching Leaders |
Your competence at your job can be a source of pride for you and the people you work for, or it can be a major hindrance for you. The central question to ponder is "Am I working in a trusting environment or a fearful one?"

Fearful managers don't recognize and praise their most competent employees. They may be threatened by people who find complicated problems easy to untangle and who sail through major projects. Fearful people especially fear what they don't understand.
David Hain's insight:

'If you don't see people around you who can mentor you, maybe it's time to move on...'@humanworkplace

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Seven Things Leaders Can Learn from Bill Clinton About Connecting with People

Seven Things Leaders Can Learn from Bill Clinton About Connecting with People | Coaching Leaders |

Most Presidents are more popular out of office than in. In Clinton’s case, he likely gets a lot of credit for the work he’s doing through his Foundation. He also does a lot of public appearances and is a master communicator and connector.

Earlier this week, I got to see exactly how much of a master he is when President Clinton spoke to a packed house for the Los Angeles World Affairs Council. For just under 90 minutes, Clinton held an audience of 1,500 people rapt as he answered questions on everything from Ebola to education to Putin to what his most favorite thing was about being President (that last question was submitted by the moderator’s 4th grade son).

There were a lot of things I noticed Clinton doing that makes him world class at connecting with an audience. There were a lot of lessons that leaders can use to connect with their people. Here are seven of them:

Via Anne Leong, Prof. Hankell
Prof. Hankell's curator insight, December 18, 9:29 AM

President Clinton would be an awesome contestant on Jeopardy. No matter what topic came up in the Q&A, Clinton had an informed point of view backed up with stats and specifics. People are much more likely to listen to and connect with leaders who are well informed...

Miklos Szilagyi's curator insight, December 18, 10:20 AM

Good... like it...:-))) the role of the (smart) guy next-door...:-)))

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The Dark Side of Leadership

The Dark Side of Leadership | Coaching Leaders |




People Pleasing...




Driven to Prove...


Lack of Trust...


The list of words above could be a book in and of itself.

The words most leaders don't dare to share with others. It's not good for their carefully constructed image as the leader.

Unfortunately, by living with a facade that is difficult to maintain and is stressful to make decisions from daily...we set ourselves up for ultimate failure. A fulfilling, happy, passionate life NOT lived.

Deep honesty is required to read this list, because anything less will result in no change.

Via Roy Sheneman, PhD, Roger Francis
David Hain's insight:

By living with a facade that is difficult to maintain and is stressful to make decisions from daily... we set ourselves up for ultimate failure.

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UC Berkeley Study: Empathy as an antidote for job burnout

UC Berkeley Study: Empathy as an antidote for job burnout | Coaching Leaders |

Emotional exhaustion, lack of meaning and sense of effectiveness on the job can occur when a worker feels overwhelmed with demands that he or she can't meet. If the strain worsens, workers may shut down emotionally to cope, viewing clients impersonally -- a state called "depersonalization." That in turn cuts off a flow of critical information between caregiver and client.

In a doctor's office, the patient senses the doctor's distance and doesn't disclose important details. The physician doesn't probe for reasons behind a condition and might miss cues showing that a woman is suffering from domestic violence, for example, or that mold might be triggering asthma attacks, Ekman said.

"That depersonalization shuts off so many ways that information can be passed through," she said.

Communication flowing both ways, Ekman said, strengthens bonds and a sense of meaning and effectiveness on the job, the chief antidote for burnout.

Via Edwin Rutsch, Jocelyn Stoller
David Hain's insight:

Cultivating empathy is key to heading off burnout - takes simple cognitive shifts, critical step is developing curiosity toward another.

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Striving, Surviving, Suffering and Slacking

Striving, Surviving, Suffering and Slacking | Coaching Leaders |
The more I learn about the life stories of others, the more I tend to view mere survival as an accomplishment in the median case. This is an odd view of humanity, but an accurate one for the vast majority. We are misled about the actual difficulty of basic survival because societies are built around highlighting and celebrating the two ways you can react to easy conditions: striving and slacking. Striving leads to accomplishment, which we celebrate by according high status to the accomplished.  Entitlement leads to visibly enjoyed leisure, which we celebrate in a different way, by sanctifying it into a utopian view of the “good life” a given society offers. Societies advertise both by way of marketing themselves. What is generally swept under the civilizational carpet into invisibility are two other behaviors that are responses to hard conditions: surviving and suffering. These four kinds of behavior form a convenient 2×2 on which you can plot your life in a useful way.
David Hain's insight:

What's your life trajectory?  Plot it on this very interesting model, courtesy of Venkat at ribbonfarm.

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The invisible social fields in which we live and work are critical for our companies, our teams, and our families. One of the greatest challenges leaders have to face today is to understand the connection between the invisible social fields sustained by all team members and failure and to then make the necessary improvements to these fields to ensure reduced risk and high performance. Most leaders pay attention to the individual skills when in reality, the invisible social fields created by all individuals drive danger and risk. Social context trumps reason and social context drives your behaviors with an influence akin to an invisible force. We naturally adapt our behaviors to the context and in high-risk industries this makes the difference between life and death. 

Via Claude Emond
David Hain's insight:

"It ain't what you don't know that gets you into trouble,is what you know for sure that just ain't so - probably Mark Twain

Claude Emond's curator insight, December 16, 9:27 AM

This says it all !

Claude Emond's curator insight, December 16, 9:28 AM

This says it all ! 

Claude Emond's curator insight, December 16, 9:29 AM

This says it all !

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12 Fatal Flaws That Derail Leaders

12 Fatal Flaws That Derail Leaders | Coaching Leaders |
Nobody's perfect, but there are some flaws that are sudden death to good leadership.

As you work through your strengths and weaknesses, capabilities and limits, make sure you're steering clear of these dangerous habits:
David Hain's insight:

Embrace and admit your flaws to develop - or cover them up.  The choice is yours...

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Top 3 Leadership Mistakes?

Top 3 Leadership Mistakes? | Coaching Leaders |
The challenge of leadership is to be strong but not rude; be kind, but not weak; be bold, but not a bully; be humble, but not timid; be proud, but not arrogant; have humor, but without folly. Jim Rohn
David Hain's insight:

Example is not the main thing in influencing others. It is the only thing. Albert Schweitzer

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An Exercise to Become a More Powerful Listener

An Exercise to Become a More Powerful Listener | Coaching Leaders |

Listening is often considered the softest of the soft skills. So the idea of being a powerful listener can seem like an oxymoron. And yet, my work with executives has taught me that when they really listen to discover what is essential, the impact can be astonishing. It’s one of the most important ways to engage employees.

With both the waste and opportunity implied in these findings, it begs the question, “How can we improve engagement scores quickly and inexpensively?” Among the short list of items that really move the engagement needle is that people believe that “at work, my opinions seem to count.” Listening — really listening — matters.

David Hain's insight:

How Quakers listen powerfully through a 'clearness committee'.

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Leadership Skills Audit - Appreciative Inquiry

Leadership in the 21st Century requires a fresh approach to gaining the engagement & buy-in of the people who make up our organisations. The ‘job-for-life’ culture of the 20th has now gone, and innovative approaches to leading teams are required – asking, rather than telling staff what to do – using a coaching approach helps people think creatively, helps us to do more with less, strengthens relationships and helps us manage organisational transformations.

Via F. Thunus
David Hain's insight:

@AlexClapson on using Appreciative Inquiry to develop your leadership skills.

Jerry Busone's curator insight, December 13, 8:08 AM

Good reflection piece of developing your plan for leading in the 21st century

Center for AI's curator insight, December 15, 5:13 PM

This slideshare presentation contains a great mini-inquiry into your leadership practices

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How Your State of Mind Affects Your Performance

How Your State of Mind Affects Your Performance | Coaching Leaders |
For 20 years, we’ve worked with leaders in more than 30 countries and across diverse industries to help them understand how state of mind (that is, their moment-to-moment experience of life as generated by their thinking and as expressed by their feelings) can affect their leadership, and to help them manage their respective states of mind, rather than being managed by them.

Two years ago our organization launched a long-term global research initiative to provide quantitative data on the topic. We selected 18 states of mind and surveyed leaders around the world on how often they experience each one, the impact of each on their effectiveness and performance, and what they do to manage their states of mind. To date, we have surveyed and interviewed over 740 leaders.

Below is a chart that lists the percentage of leaders who reported experiencing each of the 18 states of mind often or regularly:
David Hain's insight:

HBR on why CHE trumps FATS as a basis for performance effectiveness.Ideas for how to shift state of mind.

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5 Ways Leaders Think Differently Than The Rest Of Us - Fast Company

5 Ways Leaders Think Differently Than The Rest Of Us - Fast Company | Coaching Leaders |
Leaders have some common traits when it comes to how they approach problems, information, and other people.
donhornsby's curator insight, Today, 6:36 AM

(From the article): Leaders hunger to learn and, as they do, their opinions are likely to change because they’re more concerned with looking for the best action rather than looking like the smartest person in the room, says leadership expert G. Shawn Hunter, author of Out Think: How Innovative Leaders Drive Exceptional Outcomes. In fact, their quest for information may make them appear like better leaders to those around them.




"Even if you’re asking a lot of questions because you have doubt or ambiguity or even a lack of confidence in the direction of where you’re going, the simple act of asking open questions for which you do not know the answer of key advisors or teammates around the table will make you, in their eyes, a stronger leader," Hunter says.

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Two Responsibilities a CEO Should Not Delegate

Two Responsibilities a CEO Should Not Delegate | Coaching Leaders |
The only way to ensure your company thrives and that you remain sane, is to delegate responsibilities and authorities. If you take on the entire to-do list, you end up doing everything but your job. You agonize over how to get the myriad tasks and projects done. By delegating, you decide who will get them done, and let them go. Just don't let them go with the functions that only you can tackle.

If the company is highly profitable, who benefits most? If you develop the company and sell it, who gains the most? You do. By default, then, you have the responsibility to ensure that you foster your company's growth and value. These are two key elements that companies need in order to compete and succeed. You can delegate everything else in the organization but you cannot hand over the responsibility for growth or value.
David Hain's insight:

2 key focal points for CEOs - growth and value. Delegate the rest!

donhornsby's curator insight, December 19, 9:09 AM

(From the article): You are responsible for growth and value, and for creating worth within your organization. If it's a task other than the aforementioned, get out and don't let it pull you back in.

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2014: The Year of the Woman

2014: The Year of the Woman | Coaching Leaders |
You’ve heard it here first: 2014 was the year of the woman. I’m calling it.

It’s certainly not because women have finally achieved their due – whether it’s consistently realistic and respectful treatment in pop culture, the same access and opportunity afforded male colleagues in the workplace, more control over their personal lives and health choices, or less pressure to conform to outdated and unhealthy tropes.

It’s because so much has happened this year to put women’s issues front and center.

We’re having conversations that won’t quit because more people get it: women’s rights are universal rights. They’re not anti-man. They’re pro-person. They affect the daughters, sisters, wives, friends, and grandmothers we all know or are.
David Hain's insight:

2014 - and we still have much progress to make on women's rights. Let's hope the trend to debate these continues in 2015.

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Helps to be a bit of a Psychopath?

Helps to be a bit of a Psychopath? | Coaching Leaders |
Organizational psychopaths are generally more motivated, competitive, political and better than other leaders to rise in the organization. They are more motivated because they are turned on by power and prestige. They are equipped for career success because they lack a genuine concern for others, are ruthless at times and prepared to lie to get what they want, and typically present a charming façade and appear to be an ideal leader (at least initially). These results are interesting in light of several findings suggesting that narcissistic leaders might rise in organizations but they are certainly not valued.
David Hain's insight:

Psych studies suggest psychopathic tendencies can predict success.  What does that say about our organisations?

Miklos Szilagyi's curator insight, December 18, 10:32 AM

Well, I train myself already... earlier, to become a coach from a long time CFO I had to have more sot skill, empathy, and all these, you know, d... psy staff... now, I am urged to be back into the good old ...pathy... OK, please, no...


I understand, one will be so ruthlessly successful  like them but Jesus, NO... instead try to know and handle and have power over your emotions... normally it's the psychopaths' weapon and not the ignoring of the others (this last one is rather harmful for them as well...) They are exceptionally good in controlling their emotions... practically they have none...  

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The Rise of the Relationship Economy

The Rise of the Relationship Economy | Coaching Leaders |

The oldest, most effective marketing and sales strategy is as powerful and potent today as it ever was, real relationships. Relationships sell, broadcasts don’t. Broadcasting is impersonal while relationships bring in connection, and human acknowledgement. Broadcasting is a one-sided vehicle of communication.

Relationships are not a one-sided communication but rather they create a dialogue. The countless automated Twitter, Facebook and LinkedIn accounts repeating the same message over and over ad nauseum without any engagement takes the Social out of Social Media. A small amount of automation can be highly effective, particularly if it makes your work more efficient, however, efficiency at the expense of relationship is virtually always a losing proposition. It is critical to augment automation with unique, personal communication.

Even with the technology to support two-way communication and discussions on the relationship economy we still observe many companies and entrepreneurs who are using the outdated mode of one-way communication called broadcasting.

Via Stefano Principato
David Hain's insight:

Relationships need to be two-way. Some people who automate don't get that! #RelationshipCapital

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Sisu: Beyond Perseverance

Sisu:  Beyond Perseverance | Coaching Leaders |
Many times in life we encounter challenges that we need to face with bravery and determination. For many people, this can be the beginning of a long season of resistance and endurance. But when we face moments in which we feel that we have reached the end of our capacities see only an endless need for bravery and persistence going forward, a special strength is needed, an internal strength.
Sisu is a 500-year old Finnish construct, which appeals to the spirit and strength that enable people to persevere through difficulties despite feeling they have reached the end of their physical or mental capacities. According to Emilia Lahti, sisu is the ability to endure significant stress while taking action against seemingly impossible odds and extreme adversity. Sisu is what we depend on when we have nothing left. It provides us with the final empowering push, when we would otherwise hesitate to act.
David Hain's insight:

Have you found your sisu?  Special strength at the end of your comfort zone. 58% of us want more!

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The Future Of Leadership Coaching

The Future Of Leadership Coaching | Coaching Leaders |
Five highlights from the April 30-May 2, 2014 NY gathering organized by the Institute of Coaching, .Conference provided a chance to hear candidly from the front lines about the future of leadership coaching – concerns facing today’s leaders, issues trending in the market, and innovative strategies emerging to coach and support leaders as they navigate business challenges.

Via Marc Wachtfogel, PhD, Mark E. Deschaine Ph.D.
David Hain's insight:

Some perceptive insights for coaches and leaders.

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Five habits for executives to become more digital | McKinsey & Company

Five habits for executives to become more digital | McKinsey & Company | Coaching Leaders |
For many consumers, being digital is second nature. Activities unknown a few years ago are now commonplace: using a smartphone to compare prices while shopping, or seeking product recommendations using Facebook. Yet an organization’s top table can take a while to catch up to this reality. After all, most of today’s senior executives built their careers in the predigital age and for the past ten years have been too busy hitting their numbers to spend much time following tech trends or posting on social media.

If this sounds familiar, you’re not alone: we often hear from leaders we work with that they feel left behind by the digital revolution. So here are a few practical tips that we’ve found help senior executives make the transition from analog to digital:
David Hain's insight:

Want to get with digital?  Seek a geek and learn to think differently!

donhornsby's curator insight, December 16, 9:14 AM
(From the article): Surround yourself with the right people

Find a ‘reverse mentor.’ Get that interesting new hire with the funny haircut to send you snippets to guide you through the digital world. Ask your CIO or CTO to suggest likely candidates, spend ten minutes talking to them, and select whoever gave you most to think about.

Be thoughtful about your team. Get your head of HR and commercial director to identify your top digital talent. Then ask, What are they are doing? Who are we hiring? Do we have the right roles and structures? Do we need a digital officer or an “innovator without portfolio”?

donhornsby's curator insight, December 16, 9:18 AM

So here are a few practical tips that we’ve found help senior executives make the transition from analog to digital:

Momentum Factor's curator insight, December 16, 1:59 PM

Sometimes it's easy to lose track of the things that initially made your company great - innovative ideas, great customer service, and incredible value .  Business is ever-changing - Rest too long and you'll be overtaken by the next wave of start-ups. Here's five habits that will keep your company current.

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Lead People to Believe in Themselves - Lolly Daskal

Lead People to Believe in Themselves - Lolly Daskal | Coaching Leaders |
The best leaders are those who lead people to believe in themselves.
People believe in themselves when they have a reason to commit to something significant and meaningful.
David Hain's insight:

When you believe in people, you get people to believe in themselves. And when that happens you can achieve great things together. ~ @LollyDaskal

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Rescooped by David Hain from Leadership!

Leadership - It's all in the mindset - People Development

Leadership - It's all in the mindset - People Development | Coaching Leaders |
Effective leadership is all about adopting the right mindset . Understanding what is expected of a leader (by yourself and others) and valuing those things.

Via Marc Wachtfogel, PhD
David Hain's insight:

If the attitude is right, success will follow...

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Conscious of the next leadership frontier?

Conscious of the next leadership frontier? | Coaching Leaders |
So, academic leadership thinking is moving apace, bringing in ideas and principles of service, distributed authority, authentic and spiritual behaviours – all of which are all incredibly important in our new global context. Perhaps more importantly – these new approaches are part of the foundations of Conscious Leadership, setting ethics at the core of organisational leadership, and facilitating that deeper connection and trust between the organisation’s leaders and its employees.

What is still missing in leadership theory, though, is this notion of consciousness, a different quality of awareness and connection to self, others and society. The leadership commitment to the essential interconnectedness of all life, and mission and philosophies built on the view that each of us has a personal obligation to serve a greater purpose.
We have yet to see Conscious Leadership taken up by academe, and perhaps it’s best that they don’t as the very nature of consciousness is diluted when pinned down into a scientifically-examinable set of constructs. It is, perhaps more a matter of conviction. And, the pursuit of Conscious Leadership will be one that becomes more and more relevant over the coming years – of that we are convinced.
David Hain's insight:

A nice short review of the latest #leadership theories, and a plea for what comes next - Conscious Leadership?

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5 Practices of Values-Based Leaders

5 Practices of Values-Based Leaders | Coaching Leaders |
Are your personal values personal? They shouldn’t be if you want to make a difference.

Something personal is not often discussed. It’s rarely discussed, and held close to the chest. Your values need to be unleashed, visible in your actions, apparent in your words. Your team members need to experience your personal values in your interactions. Personal values need to be known and shown. Personal values are extended gracefully.

For values to have meaning and impact, they need to shape your beliefs and behaviors. They are your origins. Whether at home or at work, your personal values don’t change. They are woven into your being. They shape how you make sense of the world. But be mindful of biases that trick you to believe and act in ways that lead you astray from what you stand for.
David Hain's insight:

Free values identifier tool referenced here.

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