1. Power, Persuasion and Personal Effectiveness as a Change Leader

2. John Jordan, Ph.D. C.Psych Psychological Research Teaching Hospitals Health Industry

3. The Psychology of Leader Effectiveness Leadership Styles Leader Motivations Leader Power Science of Persuasion Art of Persuasion Leader as Coach

4. Retention from …

5. How Highly Effective Change Leaders Develop Committed, Competent Followers

6. Leadership Styles Leadership StyleWhich One is the ‘Best’? Authoritarian (autocratic) ? Delegative (free reign) ? Participative (collaborative) ?

7. Authoritarian

8. Delegative

9. Participative

10. Leadership Impact Leadership StyleWhen Most Effective? Authoritarian (autocratic) Delegative (free reign) Participative (collaborative)

11. Change Leadership Requirements KnownUnknown Simple Complex Collaboration, Innovation & Persuasion

12. 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

13. Leader Motivations and Success AffiliationNeed to be liked more than they need to get things done. Decisions aimed at increasing popularity. AchievementPut their own achievement and recognition first. Not concerned about what others think of them. Power Build 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)

14. Leader Power Sources Types of PowerBased On … Position PowerFormal authority of the role (position, title, level) Expert PowerKnowledge and skill that others do not have Connection PowerRelationships with important, influential people Charismatic PowerInfluencing and relationship skills Reward Power Ability to influence others with something of value to them Coercive PowerThreats and/or actual punishment

15. Science of Persuasion The Principle ofThe Application Liking People like those who like them Uncover 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 others Leverage peer power whenever it is available Consistency People align their behavior with their commitments Make their commitments active, public and voluntary Authority People defer to credible experts Expose your expertise; don’t assume it is self-evident Scarcity People want more of what they can have less of Highlight unique benefits and exclusive information or access

16. Art of Persuasion 1. Establish credibility through your expertise, performance and relationship history 2. Frame goals on common ground 3. Reinforce your position with vivid stories and visuals 4. Connect to others’ emotions, motivations and needs

17. 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

18. Characteristics of Worst Change Leader Characteristics of Best Change Leader Best and Worst Change Leader

19. The Business Success Equation Maximum Success = Maximum Success IQ EI Experience/ Technical Knowledge

20. What Is Emotional Intelligence? Four unique skills: Self Awareness 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 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 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 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…

21. Emotional Intelligence Framework Self- Awareness Self- Awareness Social Awareness Social Awareness Self- Management 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

22. Johari Window

24. 24 The Learning Cycle 24

25. Competence Knowledge Skill Commitment Motivation Confidence

26. 26 Situational Leadership The most effective leadership approach is matched to the competence and commitment level of the person on that task DELEGATINGFACILITATINGGUIDINGDIRECTINGCONFRONTING SUPPORTIVE LOWHIGH COMPETENCY LOW HIGH COMMITMENT INSTRUCTIVE

27. 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. 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. 29 Situational Leadership The most effective leadership approach is matched to the competence and commitment level of the person on that task DELEGATINGFACILITATINGGUIDINGDIRECTINGCONFRONTING SUPPORTIVE LOWHIGH COMPETENCY LOW HIGH COMMITMENT INSTRUCTIVE

30. Coaching Questions 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?

31. Insightful Questions to Foster Self-Awareness, Self-Sufficiency and Commitment 1. 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?

32. Performance Diagnosis KnowledgeWalk me through your next steps to complete this. What is your understanding of how to do this task? SkillPlease demonstrate to me the [technique, tool, approach] you will use. Describe a specific instance in which you did this successfully. MotivationHow might you benefit from this task (project, etc.)? What priority does this [project] have among your other objectives? ConfidenceWhat would prevent you from being successful? What support will you need to be successful?