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Harvard Business Review on the Persuasive Leader (Harvard Business Review Paperback Series) (Harvard Business Review Paperback Series)

دسته بندی: کسب و کار
ویرایش: 1ST 
نویسندگان: Harvard Business Review Press  
سری: Harvard Business Review Paperback Series Harvard Business Review Paperback Series 
ISBN (شابک) : 1422124991, 9781422124994 
ناشر: Harvard Business School Press 
سال نشر: 2008 
تعداد صفحات: 205 
زبان: English 
فرمت فایل : PDF (درصورت درخواست کاربر به PDF، EPUB یا AZW3 تبدیل می شود) 
حجم فایل: 6 مگابایت 

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This is one of the volumes in the "Ideas with Impact" series, each of whose articles originally appeared in an issue of the Harvard Business Review. In this instance, in issues from May/June 1998 to February 2005; their subject is the Persuasive Leader. As the editors correctly point out, "Companies are moving from traditional command-and-control hierarchies to flatter management styles at a rapid pace. To work effectively in these organizations, you need to excel at persuading others - including those over whom you have no formal authority. [In this volume] you'll discover techniques to hone your persuasive powers and get people to give their best every time." All of the eight articles were written or co-authored by experts on this specific business subject. Here in Dallas near the downtown area, there is a Farmers Market at which several of the merchants offer a slice of fresh fruit as a sample of their wares. In that spirit, I now offer a sequence of brief excerpts that will, I hope, indicate the "taste" as well as the thrust of the ideas in the articles. From "The Necessary Art of Persuasion": "Effective persuasion involves four distinct and essential steps. First, effective persuaders establish credibility. Second, they frame their goals in a way that identifies common ground with those they intend to persuade. Third, they reinforce their positions using vivid language and compelling evidence. And fourth, they connect emotionally with their audience. As one of the most effective executives in our research commented, `The most valuable lesson I've learned about persuasion over the years is that there's just as much strategy in how you present your position as in the position itself. In fact, I'd say the strategy of presentation is the more critical.'" Jay A. Conger From "Harnessing the Science of Persuasion": "The other point I wish to emphasize is that the rules of ethics apply to the science of social influence just as they do to other technology. Not only is it ethically wrong to trick or trap tigers into assent, it's ill-advised in practical terms. Dishonest or high-pressure tactics work only in the shot run, if at all. Their long-term effects are malignant, especially within an organization, which can't function properly without a bedrock of trust and cooperation." Robert B. Cialdini From "Change the Way You Persuade": "Charismatics (25% of all the executives we interviewed) are easily enthralled by new ideas. They can absorb large amounts of information rapidly, and they tend to process the world visually...Thinkers (11%) are the most difficult decision makers to understand and consequently the toughest to persuade...Skeptics (19%) are highly suspicious of every single data point, especially any information that challenges their world view...Followers (36%) make decisions on how they've made similar choices in the past or on how other trusted executives have made them...Controllers (9%) abhor uncertainty and ambiguity, and they will focus on the pure facts and analytics of an argument. They are both constrained and driven by their own fears and insecurities. To be sure, decision making is a complicated, multifaceted process that researchers may never fully unpick. That said, we strongly believe that executives tend to make important decisions in predictable ways. And knowing their preferences fir hearing or seeing types of information at specific stages in their decision-making process can substantially improve your ability to tip the outcome your way." Gary A. Williams and Robert B. Miller From "Radical Change, the Quiet Way": "Tempered radicals bear no banners; they sound no trumpets. Their ends are sweeping, but their means are mundane. They are firm in their commitments, yet flexible in the ways they fulfill them. Their actions may be small but can spread like a virus. They yearn for rapid change but trust in patience. They often work individually yet pull people together. Instead of stridently pressing their agendas, they start conversations. Rather than battling powerful foes, they seek powerful friends. And in the face of setbacks, they keep going. To do all this, tempered radicals understand revolutionary change for what it is - a phenomenon that can occur suddenly but more often than not requires time, commitment, and the patience to endure." Debra E. Myerson From "Why People Follow the Leader: The Power of Transference": "At its best, transference is the emotional glue that binds people to a leader. Employees in the grip of positive transference see their leader as better than she really is - smarter, nicer, more charismatic. They tend to give that person the benefit of the doubt and take on more risk at her request than they otherwise would...But without a strong grounding in reality, leaders can very easily come undone by their followers' positive transferential projections. At the extreme, such followers will create a myth that bears no relation to fact." Michael Maccoby From "What You Don't Know About Making Decisions": "Is there any way to find out whether you're on the right track?...The trick, we believe, is to periodically assess the decision-making process, even as it is under way. Scholars now have considerable evidence showing that a small set of process traits is closely linked with superior outcomes. While they are no guarantee of success, their combined presence sharply improves the odds that you'll make a good decision." David A. Garvin and Michael A. Roberto list and briefly discuss them on Pages 161-164. From "Change Through Persuasion": "Like a political campaign, a persuasion campaign is largely one of differentiation from the past. To the typical change-adverse employee, all restructuring plans look alike. The trick for turnaround leaders is to show employees precisely how their plans differ from their predecessors'. They must convince people that the organization is truly on its deathbed - or, at the very least, that radical changes are required if it is to survive and thrive. (This is a particularly difficult challenge when years of persistent problems have been accompanied by few changes in the status quo.) Turnaround leaders must also gain trust by demonstrating through word and deed that they are the right leaders for the job and must convince employees that theirs is the correct plan to moving forward." David A. Garvin and Michael A. Roberto Those who share my high regard for this volume are urged to check out Robert B. Cialdini, Influence: The Psychology of Persuasion, two books co-authored by Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler (Crucial Conversations: Tools for Talking When Stakes are High and Crucial Confrontations: Tools for talking about broken promises, violated expectations, and bad behavior), Marshall Goldsmith's What Got You Here Won't Get You There: How Successful People Become Even More Successful, Dean R. Spitzer's Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success, and Enterprise Architecture As Strategy: Creating a Foundation for Business Execution co-authored by Jeanne W. Ross, Peter Weill, and David Robertson.

فهرست مطالب

Harvard Business Review on the Persuasive Leader (2008)......Page 1
Contents......Page 5
Executive Summary......Page 7
Four Essential Steps......Page 11
ESTABLISH CREDIBILITY......Page 12
FRAME FOR COMMON GROUND......Page 19
PROVIDE EVIDENCE......Page 22
CONNECT EMOTIONALLY......Page 25
The Force of Persuasion......Page 30
Twelve Years of Watching and Listening......Page 31
Four Ways Not to Persuade......Page 32
Originally published in May-June 1998......Page 33
Executive Summary......Page 34
The Application: Uncover Real Similarities and Offer Genuine Praise......Page 37
The Application: Give What You Want to Receive......Page 39
The Application: Use Peer Power Whenever It\'s Available......Page 41
The Application: Make Their Commitments Active, Public, and Voluntary......Page 42
The Application: Expose Your Expertise; Don\'t Assume It\'s Self-Evident......Page 46
The Application: Highlight Unique Benefits and Exclusive Information......Page 48
Putting It All Together......Page 50
Persuasion Experts, Safe at Last......Page 52
Originally published in October 2001......Page 54
Executive Summary......Page 55
Start with the Truth - Carly Fiorina......Page 57
Appeal to Greatness - Christopher Bangle......Page 58
Make Them Proud - Chauncey Veatch......Page 59
Stick to Your Values - L.M. Baker, Jr.......Page 60
Be a Broken Record - Robert A. Eckert......Page 61
Build Trust - Susan Butcher......Page 62
Encourage Risk - Ross J. Pillari......Page 64
Care for the Little Guy - Herb Baum......Page 65
Ground Without Grinding - Mario Mazzola......Page 66
Leap First, Ask Later - Robert D. Ballard......Page 67
Set Different Incentive Levels - Liu Chuanzhi......Page 68
Work Quickly Through Pain - Hank McKinnell......Page 69
Originally published in January 2003......Page 70
Executive Summary......Page 71
Five Approaches......Page 74
Five Styles of Decision Making - and the Ways to Influence Each......Page 76
1. Charismatics......Page 78
PERSUASION IN PRACTICE: NOLAN THE CHARISMATIC......Page 80
2. Thinkers......Page 82
PERSUASION IN PRACTICE: NOLAN THE THINKER......Page 84
3. Skeptics......Page 86
PERSUASION IN PRACTICE: NOLAN THE SKEPTIC......Page 88
4. Followers......Page 90
PERSUASION IN PRACTICE: NOLAN THE FOLLOWER......Page 91
5. Controllers......Page 93
PERSUASION IN PRACTICE: NOLAN THE CONTROLLER......Page 95
Originally published in May 2002......Page 97
Executive Summary......Page 98
A Spectrum of Tempered Change Strategies......Page 102
How Organizations Change......Page 103
Disruptive Self-Expression......Page 105
Verbal Jujitsu......Page 108
Variable-Term Opportunism......Page 110
Strategic Alliance Building......Page 113
How the Research Was Done......Page 117
Tempered Radicals as Everyday Leaders......Page 118
Originally published in October 2001......Page 120
Executive Summary......Page 121
The Fantasy and the Facts......Page 126
In the Name of the Father......Page 130
And of the Mother......Page 134
And Increasingly of the Brother......Page 137
Making Transference Work for You......Page 140
The Different Faces of Transference......Page 144
Managing Transference......Page 145
Originally published in September 2004......Page 146
Executive Summary......Page 147
Decisions as Process: Inquiry Versus Advocacy......Page 149
Two Approaches to Decision Making......Page 150
Constructive Conflict......Page 152
Structuring the Debate......Page 155
Consideration......Page 157
Closure......Page 159
DECIDING TOO EARLY......Page 160
DECIDING TOO LATE......Page 161
A Litmus Test......Page 162
ASSUMPTION TESTING......Page 163
DISSENT AND DEBATE......Page 164
PERCEIVED FAIRNESS......Page 165
Advocacy Versus Inquiry in Action......Page 166
Originally published in September 2001......Page 168
Executive Summary......Page 169
The Four Phases of a Persuasion Campaign......Page 173
Setting the Stage......Page 174
Creating the Frame......Page 178
Managing the Mood......Page 180
Reinforcing Good Habits......Page 182
Heads, Hearts, and Hands......Page 185
Dysfunctional Routines: Six Ways to Stop Change in Its Tracks......Page 187
Originally published in February 2005......Page 189
About the Contributors......Page 190
Index......Page 193

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