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Leadership, Authority and Influence are All Intertwined

I’ve spent a lot of time the past six months immersing myself in leadership material from Focus 3 because it’s really good stuff. They’re called Focus 3 because they focus on three things: leadership, culture and behavior. Their overarching view is this: leaders create the culture within an organization which drives the behaviors that lead to results.

Tim Kight, the founder of Focus 3, did a presentation on How Leaders Achieve Great Results and during that talk he said something that resonated with me. He told the audience, “Leadership is not authority based on a position you’ve been given. It is influence based on trust you’ve earned.”

Are you a leader? Leaders have followers. You may have the title and corner office but that’s no guarantee that people will follow you. Even if they follow, are they doing so enthusiastically or begrudgingly? If they’re only following because they have to then they’re not much better than those who don’t follow.

Getting people to follow you is where influence comes in handy. Influence, when used correctly and ethically, can help build relationships and trust as well as motivate people to action.

How do you build relationships?

Engage the principles of liking and reciprocity and you’ll find it a bit easier because when people like you they’ll be more inclined to do what you ask. But the key isn’t to try to get them to like you. Rather, you should make every effort to come to like them. Pay attention to others and look to connect on what you have in common.

Your other opportunity is to have the mindset that you want to catch them doing what’s right. When you do so and pay the person a genuine compliment it also works on your mindset. After all, don’t you generally think more highly of people you compliment?

As a leader, do you actively look to help your people grow and develop?

The second way to build relationship is by engaging the principle of reciprocity. When you coach them, provide resources and help them achieve their goals they’ll appreciate you and naturally look to repay the favor. When your team knows you have their best interest at heart it builds relationships.

Are you an expert and do you use it to help others?

It’s one thing to be good at what you do but it’s quite another to use your competency to help others get better too. The other half of the equation is trust. It does little good to be some kind of expert if people don’t trust you. Much of your trust comes from your character. Do you do what you say you’ll do? That’s why Aristotle said, “Character may almost be called the most effective means of persuasion.”

Finally, a leader needs to get people to take action.

The most effective way is by using the principle of consistency. Instead of telling people what to do (this doesn’t engage the principle) try asking. The big reason this is so effective is because once someone has agreed to do something they feel internal psychological pressure and external social pressure to follow through on their commitment. This is why I always encourage audiences to stop telling, start asking.

Becoming an effective leader isn’t rocket science but there is a science to it. When ethically looking for opportunities to engage the science of influence you’ll build relationships, gain trust and move people to take the actions necessary to ensure success.

Brian Ahearn, CMCT®, is the Chief Influence Officer at InfluencePEOPLE. His Lynda.com course, Persuasive Selling, has been view more than 100,000 times! Have you seen it yet? Watch it to learn how to ethically engage the psychology of persuasion throughout the sales process.

The Secret to Motivating a Slacker on Your Team

This week’s guest post is from Mike Figliuolo, the co-author of Lead Inside the Box: How Smart Leaders Guide Their Teams to Exceptional Results and the author of One Piece of Paper: The Simple Approach to Powerful, Personal Leadership. He’s the managing director of thoughtLEADERS, LLC  – a leadership development training firm.

An honor graduate from West Point, Mike served in the U.S. Army as a combat arms officer. Before founding his own company, he was an assistant professor at Duke University, a consultant at McKinsey & Co., and an executive at Capital One and Scotts Miracle-Gro.

Mike regularly writes about leadership on the thoughtLEADERS Blog. His latest book, Lead Inside the Box: How Smart Leaders Guide Their Teams to Exceptional Results, has just come out and you can get your copy by clicking here. On a more personal note, Mike has been a good friend for many years and has generously shared his blogging expertise with me.

Brian Ahearn, CMCT®
Chief Influence Officer
influence
PEOPLE 
Helping You Learn to Hear “Yes”.
 
The Secret to Motivating a Slacker on Your Team

Dave has a great résumé with the right education and expertise from brand name schools and employers. When he accepted your job offer, you felt like you made one of the best hires of your career.

Since Dave got the job, however, his talents haven’t translated into the results you expected. He’s a smart guy with great communications skills – at least his verbal communication skills. He’s outspoken in team meetings and has many ideas, most of which seem to have potential. Interestingly enough, however, those ideas relate to other peoples’ responsibilities. Dave’s willingness to comment on how others are doing or not doing their jobs is drawing complaints from your team. He has much less to say about his own area.

You hate the thought of losing someone as talented as Dave, but his lack of results is alarming. His teammates have picked up his slack. You’ve dedicated more of your leadership capital than you’d like harping on him to get his work done. There’s no doubt that Dave is a “Slacker.”

Approaches for Leading a Slacker

Leading Slackers requires you to “Unlock Motivation” within them. Slackers have the capability to do their jobs well. If they applied themselves, Slackers could be Exemplars on your team.

Turning a Slacker around reduces the team conflict they create when they talk about everyone else’s work instead of doing their own. To be sure you’ve got a Slacker on your hands, assess their performance and see if they’re delivering the results you expect.

To turn Slackers around, first let them know their behavior isn’t acceptable. If they’ve avoided deadlines in the past, give them a real deadline to hit or face the consequences. Connect with your HR representative to start the performance improvement plan process. Document the expectations for the Slackers’ role, their performance against those objectives, and the specific goals they need to accomplish.

Set deadlines for completing their performance improvement plan and keeping their job. Make it clear that delivery of results is a condition of their employment. You’re not looking to threaten them – you’re merely explaining the cold, hard facts of their situation. Coach them that being smart isn’t enough. Reassure them you believe they have the ability to do the job – if they set their mind to it. Provide them a picture of what success could look like for them.

The painful first conversation with Slackers might be enough to turn them around. Other times they say they’ll improve but they never do. That behavior requires you to escalate the situation and put them on a formal performance improvement plan.

After putting your Slackers on a formal performance improvement plan, have a frank discussion with them about how they want to rectify the situation. Don’t limit the discussion to their role on your team – discuss their career aspirations too. Let them know if they plan to keep slacking by relying on their smarts and reputation to get them through, they’re going to have a performance crisis that will be hard to recover from. If they don’t change their behavior, it will kill their career at some point.

If the combination of being put on a performance improvement plan and getting your frank assessment can’t motivate them to behave differently, ask them what it will take to get them to change. If they’re not interested in helping themselves, you can’t do it for them. These are potentially high risk, high return leadership investments.

Slackers have a decision to make that will determine your approach to leading them. If putting them on a performance improvement plan gets through to them, find the root cause of their problem.

All that’s holding them back is their motivation. They could be bored with their work. Maybe they lack the skills required to plan their work and manage their time. Perhaps someone else on the team is stealing credit for their work.

Your discussion about root causes could provide you insights on how committed they are to change. If they’re not going to work hard in their current role, help them find their next one. Work with them, in consultation with your HR team, to see what kind of referral you can give them. For external referrals, you can point to the Slackers’ strengths. Leave it up to them to explain why they’re leaving their role.

 

Mike

Drive for Show, Putt for Dough

My wife is a heck of a golfer. She’s the
poster child for the power of golf lessons and practice. About 10 years ago she
was a very average golfer, shooting between 100 and 110. After years of
lessons, practice and consistent play she’s transformed her game to the point
where she consistently shoots in the low 80s and occasionally the upper 70s.
Last year she had a pressure match and had the best round of the year. Her
pressure was playing 18 holes with rock legend Alice Cooper who happens to be a
scratch golfer. That day Cooper shot a 75 and Jane had a season best 78.
Needless to say, he was impressed!
There’s an old saying in golf – “Drive for
show, putt for dough.” Crushing a drive off of the tee is impressive but to be
a great golfer it comes down to play around the green, particularly putting.
That’s so because putting accounts for approximately 40%-50% of a golfer’s
score. For example, a par four hole may be anywhere from 400-475 yards. A good
golfer will reach the green in two shots then most likely take two more strokes
to putt the ball 20-30 feet into the hole.
Persuasion is a lot like putting. It doesn’t
seem like something that should take too much time or practice because it
usually comes at the end of a long process. However, when viewed as critical as
putting, it deserves a tremendous amount of time and attention.
Daniel Pink, author of To Sell is Human, cited a study where more than 7,000
businesspeople were asked how much of their time was spent in non-sales selling
(i.e., persuading). The answer was 40%! That’s right, apart from selling,
businesspeople estimate they spend 40% of their time, or 3.2 hours a day,
trying to persuade other people to do things.
If you spent 40% of your day (or more for
salespeople and leaders) engaged in a particular activity wouldn’t it make
sense to devote time and effort to improving in that area? Of course it would!
Great golfers spend an inordinate amount of
time on the putting green because tournaments are usually won and lost on
crucial putts. If your job requires you to sell, work with
others or work through others, then you’re like the pro golfer. You should be
working on your putting (persuading). 
  • Leaders – Whether you’re a supervisor, manager
    or senior level executive, your success depends on the performance of your
    team. Your ability to get them to buy into your vision and execute it
    enthusiastically is vital to your success.
  • Salespeople – Success for you culminates in a
    “Yes” from prospects and current clients. Understanding how to communicate in a
    way that makes “Yes” come easier and faster will impact your income via
    commissions earned.
  • Not in sales or management – Undoubtedly you
    still need assistance and cooperation. You may need coworkers, suppliers,
    vendors or even your boss to do certain things. Knowing how to ethically
    influence these groups can make your days much, much easier.
  • At home – Life is much nicer and pleasant at
    home when your spouse, roommates, children and neighbors more willingly go
    along with what you propose. 

Whether you’re looking for professional
success or personal happiness, I believe understanding how to ethically
persuade others will go a long way – longer than any drive off the tee – to
help you achieve that success and happiness.
Drive for show but persuade for dough!
Brian Ahearn, CMCT® 
Chief Influence Officer
influencePEOPLE 
Helping You Learn to Hear “Yes”.

Influence PEOPLE – A New Video

This week is a short post to share a new video I recently put online. The clips are from a keynote presentation I gave this past May in Cleveland, Ohio. The event was the annual I-Day Convention sponsored by the Insurance Board of Northern Ohio (IBNO). I hope you enjoy it.

If you’re getting this post via email click here to watch the video on YouTube. 

Is your organization interested in learning how the science of influence can help move your initiatives ahead? I can help! Contact me about keynotes, training, coaching or consulting.

Brian Ahearn, CMCT® 
Chief Influence Officer

influencePEOPLE 
Helping You Learn to Hear “Yes”.

Influencers from Around the World – Hardwired Humans

This month our
Influencers from Around the World guest post comes from Anthony McLean,
Australia’s one and only Cialdini Method
Certified Trainer (CMCT®). We owe Anthony special
thanks for taking time to share with us because his busy schedule last month included
a trip to the States to meet with Dr. Cialdini. I know you’ll enjoy what
Anthony has to share.
Brian Ahearn, CMCT® 
Chief Influence Officer
influence
PEOPLE 
Helping You Learn to Hear “Yes”.
Hardwired Humans
Why would
a Global Healthcare company like Philips undertake a change management program in
a zoo? The answer is they were following research revealed in Andrew O’Keefe’s book
Hardwired Humans.
In
Australia/New Zealand, Philips had undergone four change programs in as many
years preceding the unexpected global change program announced in 2009. Managing
director Harry van Dyk and HR director Jo Hilyard admitted the company was
suffering from “change fatigue” and a vastly different approach was required to
that used previously.
What
happened next was a little unexpected for many. Philips took 30 of its leaders
to Taronga Zoo in Sydney for a workshop that introduced them to the role basic
human instincts play in the workplace. The workshop looked at nine hardwired
instincts of humans and the leadership implications including the management of
change. In one part of the program the leaders were addressed by The Jane Goodall Institute and its chimpanzee program to demonstrate the social and
hierarchical structure off chimpanzees and the implications this has for modern
business. Unexpectedly for the participants they discovered the comparisons
between chimp and human social structures were numerous and provided a whole
new perspective on resolving workplace challenges.
One of
the key insights was that the conventional wisdom that claims people resist
change is wrong. We learned that humans, rather than being resistant to change,
are actually hardwired to avoid loss. Upon hearing about a change people
instantly screen their environment for the risk of loss. If we detect loss, we
resist the change. If we detect gain, we support the change. If we are unsure
about the impact of the change (and this is the big swinger), then we assume
loss. This means that for organizational change we often have people
unnecessarily erring toward loss and resistance, merely because people were
unable to make sense of the impact of the change for them at the moment they
first learned of it. (HR Monthly,
March 2011, p30)
The Persuasion Implications
The implications
for persuaders are clear. Through scarcity, we know that loss framing
is more persuasive than focusing on the benefits of a thing. The final part of
the above quote is very important because it highlights that under conditions in
which the risk cannot be assessed the subject will assume loss if they have no
other means to assess the risk.
You may
say great, scarcity is at play without you having to do anything to get people
to take action. In reality the targets of influence, under this assumed loss,
will employ coping mechanisms and strategies to protect themselves from that
loss rather than take healthy proactive workplace behaviours.
For example,
in a change management project if the targets of influence assume loss because
they have no other basis to assess the risk, they will then react against the
project, at times for no other reason than they associate loss (i.e., of
position, status, pay, etc.) with the project itself.
Anyone
who has managed a change project will tell you the reluctance at times seems
unnecessary and ill informed; now you understand that it is a hardwired
response to the subjects’ inability to assess risk, so they assume loss and
react accordingly.
Steps to Counter Perceived Loss
If we
know that people scan for loss in any situation before moving forward, it makes
sense to manage this situation and brief the relevant staff fully on managing
the default towards loss and reacting against the situation unnecessarily. By
providing this briefing it is more likely to trigger reciprocity because you as the
change agent have given them the information they require to assess the risk
for themselves. Potentially it may even increase liking if you are then
required to work together and you have already opened up the channel for
cooperation. The warning however is, that left unattended to the development of
a loss aversion mindset, this reaction may cause the audience to take a stand
and trigger consistency, towards the negative
and this could be all the momentum that is required to drive consensus in the wrong direction.
So ask
yourself these questions: 
1. What risk is involved in your project, service or request? 
2. Is it real or perceived?
If the targets
of influence are unable to assess the personal risk of loss for themselves
(i.e., the risk is not clear or able to be easily understood), they will most
likely assume loss and react against you and your project, service or request.
Brief the
targets of influence appropriately so they can adequately assess the
risk from an informed position and give yourself every chance of success
rather than having to start the influence process on the back foot. It may also
be prudent to lobby support from others who already understand the project and
during the briefing ask them to discuss the implications for their business area
and support for the change. This simple step uses consensus to show others are
already moving in the direction of the project not away from it and as we know
when we are unsure of what we should do we look to the behaviour of others like
us to guide our decisions.

Cheers!
Anthony McLean, CMCT® 


Sources: 
From A to
Zoo, HR Monthly March 2011 p28-30
O’Keefe,
A (2011) Hardwired Humans Roundtable
Press.

Finding Another Gear

I was out for an early morning walk not too long ago and was startled when a big German Shepherd came running straight at me. It was apparent he didn’t want to play so I raised my hands to get ready for the inevitable when suddenly his owner appeared, called his name, and the dog turned back to his house.

The incident got my heart rate going and reminded me of a similar situation when I was in college. During the summer I worked at a golf course which was about 10 miles from my home. I didn’t have regular access to a car so I rode my bike to work most days. Riding home was a little dangerous because quite often I was riding around 10 or 11 at night on some very busy roads and a few that were not well lit.
Because riding at night wasn’t safe I tried to get home as quickly as possible. I made a game of it, setting a goal to always ride home faster than the night before. I tell you that so you’ll know I was pushing myself hard the whole time I rode. In fact, like most people who push themselves, I didn’t think I could go any faster every time I rode home. My perspective changed one night when I heard a large dog barking and it sounded really close! I was amazed at how much more I could push myself and at how fast I could ride when I summoned all my energy. It was as if all of a sudden I found a new gear!
So what does this have to do with influence? As I thought about the bike riding incident so long ago it made me think about teaching people influence. I believe most people work hard most of the time. They probably convince themselves they can’t work any harder or longer, much like I convinced myself I couldn’t ride any faster.
While I found I could ride faster, unfortunately my extra effort couldn’t be sustained for long because of muscle fatigue. The same thing applies at work. Although we can always work harder in any given moment, or longer some days, we can’t do so indefinitely or else burnout sets in.
Not to worry because I have good news for you! You don’t always have to work harder or longer to get better results. When you tap into scientifically proven ways to communicate you will get better results by weaving persuasion into what you’re already doing. That’s right; you don’t have to come up with a new sales process, new marketing campaign or any other new endeavor to take advantage of the science of influence. Just look at what you’re currently doing with your communication and see where you can apply the science of influence. I’ll give you a few personal examples.
Voicemail – I incorporate a branding message at the beginning of my message and use consensus in the middle when I say “I’m probably on the phone helping another customer.” The last thing you want is for people to hear, “I’m probably in a meeting or away from my desk.”
Email – My autosignature has my title and designations which is an application of the principle of authority. I also use my picture when I’m dealing with new people because a photo creates familiarity which taps into the liking principle.
Marketing – We regularly send marketing material to prospective insurance agencies in hopes of signing them up with State Auto. When we started alerting those prospects about our agency appointment goal, and where we were relative to that goal – an application of scarcity – we saw a noticeable uptick in agents responding to our marketing emails. Those extra communications become our opportunity to sell the merits of our company.
Each of those examples are probably the kinds of things you’re currently doing in your business. However, if you’re like me before I learned about persuasion, then you’re probably missing out on some golden opportunities that are right in front of you.
There’s a time and place for working harder and longer hours because success comes through hard work and a little luck at times. On the flip side there are also times when we need to slow down and work less because we can’t maintain the hectic pace all the time. Whether you’re in the phase of longer hours and harder work or a slower time, if you ethically employ the scientifically proven principles of influence you will get significantly better results immediately; finding another gear so to speak. I’m confident of this because science and personal experience back me up on it.
Brian, CMCT
influencepeople 
Helping You Learn to Hear “Yes”.

Reputation and the Recency Effect

Last November I wrote a post called “Say it ain’t so, Joe” as the Jerry Sandusky case of sexually abusing young boys at Penn State University came to the attention of the American public. That horrible tragedy has made front page news again in the wake of the Freeh Report which stated there was a failure of leadership at Penn State University. The report also alleges legendary coach Joe Paterno (Joe Pa) knew about Jerry Sandusky’s behavior as far back as 1998.

This has led questions about what Joe Paterno’s legacy will be. Aside from having more wins than any other major college football coach in history, until the scandal broke, Joe Pa, as he was affectionately called by the faithful, was held up as example of a football coach who ran a clean program, helped boys become men, had real “student athletes,” and gave back to the community in countless ways during his 61 years at Penn State.
This post isn’t about convincing you one way or another how you should feel about Joe Paterno. Rather, it’s about understanding what impacts your thoughts about him as well as other people and situations you might find yourself reflecting on.
In psychology there’s something known as the “recency effect” which is also called “recency bias.” In a nutshell, we give more weight to information we recall most easily and quite often what we remember most is what we experienced last.
We see this all the time. In boxing it’s known as “stealing the round” when a boxer is getting beaten for the better part of the three-minute round but puts on a flurry of activity toward the end to win the round.
In the news we see it with different stories, like suddenly believing air travel is unsafe because of a few recent stories on airline disasters. Mad cow disease and the bird flu are another example. Both are extremely isolated events yet we tend to believe they happen far more than they actually do because of the coverage they get and how easily we recall the stories. In actuality, you have much more likelihood of death or injury from driving to work or other daily activities than you do from airplane accidents or the latest flu outbreak.
How about this – have you ever gone somewhere, had a really good time but the whole experience was marred by a bad ending? Maybe it was a great vacation that ended with flight delays or a round of golf that ended with a bad hole or two. If the flight delays were at the beginning of the trip most people would rate the trip higher than if they come at the end. And most golfers would prefer a round that starts poor and ends well rather than starts well and ends poor … even if the score for both rounds is identical.
The recency effect works both ways, good and bad. Take Tiger Woods, for example. While he lost millions in advertising revenue he appears to be accepted by the public every bit as much as he was before. At least that seems to be the case when you see golf fans responding to him when he’s in contention and winning tournaments.
On the flip side, whole careers are washed away when a great player makes a mistake. Just ask Bill Buckner or Jackie Smith. Buckner mishandled an easy ground ball in game 6 of the 1986 World Series against the New York Mets which allowed the Mets to win the game and eventually the series.  Smith dropped a pass in the end zone in Super Bowl XIII that could have possibly been the difference between winning and losing the game for the Dallas Cowboys.
Should potential Hall of Fame careers be weighed most heavily on how they end? Should someone’s misdeeds be relegated to the background just because they’re doing well in the moment? Should the good works of individuals be discarded because of scandal at the end?
The answers to those questions are for each of us to decide personally.  Collectively, our answers will determine how society remembers someone’s career or legacy. My goal is to help you see more clearly, and to recognize how your thinking is impacted by what you’ve recently experienced.  If you understand that you can review situations differently than you might currently. You might come up with the same conclusion but just like having more data to make decisions is usually good, so it is when it comes to understanding how your brain works with the recency effect.

Brian, CMCT
influencepeople 
Helping You Learn to Hear “Yes”.

Keynote Speaking and Training

“When Brian Ahearn speaks, people listen. That is so because he knows his material thoroughly, and he knows how to present it superbly. The upshot is that the genuine insights he provides are not just immediately understandable, they are also immediately actionable and profitable.” 
– Robert B. Cialdini, Ph.D., author of Influence Science and Practice 

Wouldn’t you agree; most of your professional success and personal happiness come about when people say “Yes” to your requests?
  • Prospects become clients when they say “Yes” to your proposals.
  • Ideas become projects when management says “Yes” to your presentations.
  • You get raises and promotions when the boss says “Yes” to your reasoning.
  • And peace reigns in the home when your spouse or kids say “Yes” to you.

All of these situations and many more can happen with much greater frequency when you understand how people think and respond. Once you understand that the next step is to ethically apply scientifically proven methods of persuasion to your communication. I can help you understand that science and its application to your professional and personal situations. In other words, I can help you learn to hear “Yes.”

For example, did you know using “because” can make you more persuasive? To find out how watch this short clip where I talk about the power of “because” in the communication process.


My company is called Influence PEOPLE because we don’t try to persuade things. PEOPLE stands for Powerful Everyday Opportunities to Persuade that are Lasting and Ethical. In this video I unpack the PEOPLE concept.


Does this really apply to you and the situations you routinely face? Here’s what small business owners had to say about that after a presentation I gave at The Ohio State University.

To view more presentation videos click here.
Are you looking for a keynote speaker, training, or consulting on how to apply scientifically proven principles of influence to sales, marketing, management or leadership?  If so, reach out to me by email, BFA654@gmail.com, or phone, 614.313.1663, and we’ll talk about your specific needs. 
Brian, CMCT 
influencepeople 
Helping You Learn to Hear “Yes”.

PEOPLE – The Hope and Hurdle of Leaders

Last month I had a wonderful opportunity to address a group of people at Franklin University’s monthly Hall Leadership Lessons breakfast gathering. What made the experience extra special for me was the fact that my mom, wife and daughter were all in attendance. As if that were not enough, I had about two dozen friends show up along with many co-workers from State Auto Insurance.

My talk centered on using scientifically proven ways to be a more effective leader. If you think about leadership it implies having people to lead — followers, if you will. As wonderful as it might look on the surface to be a leader, leading people is hard work! There are ups and downs, good and bad, positive and negative when it comes to being a leader because of the people.

I think you’d agree that no leader goes it alone and everyone who’s had a major impact on the world did so by leading others. Jack Welsh, former CEO of General Electric, said, “Nearly everything I’ve done in my life has been accomplished with other people.” Some of you reading this might be thinking, sure Jack Welch can say that because he ran GE and could simply tell people what to do or fire them. Not so fast!

Despite what people might think, very few leaders just tell people what to do. Lyndon B. Johnson, the 36th president of the United States once said, “The only real power available to the leader is the power of persuasion.” Some people say the President is the most powerful person on earth and yet even the president has to win over voters, congressmen and senators.

So leadership happens through people and the best leaders are often the best persuaders. It all sounds good until we confront this reality, “Dealing with people is probably the biggest problem you face, especially if you’re in business.” That statement was made more than 75 years ago by Dale Carnegie, author of How to Win Friends and Influence People. Don’t think this applies just to leading followers. While leaders primarily lead those who report directly to them, quite often they have to also get their bosses and peers to buy in to ideas. Now it’s getting complicated.

So when it comes to leadership people are our hope and our hurdle, our blessing and curse. Leaders will never accomplish great things without a strong supporting cast and getting that same supporting cast to buy into the vision and properly execute it is the ultimate challenge for the leader.

I like to say influence is all about PEOPLEPowerful EverydayOpportunities to Persuade that are Lasting and Ethical. Understanding Robert Cialdini’s six principles of influence will allow you to ethically leverage human psychology and make it much more likely to hear that word all leaders want to hear when they make a request of others — “Yes!

The same day as the Franklin presentation I was interviewed by Audley Stephenson for his weekly blog, Hard Court Leadership Lessons. The focus of that conversation was also influence and leadership so if you’d like to learn more click here to listen to that interview.

Thanks for reading and a special thanks to those of you who took time to come down to Franklin University at 7:30 a.m. last month. I thank you for sacrificing a little sleep in order to learn how to ethically influence in order to be a more effective leader.

Brian, CMCT
influencepeople
Helping You Learn to Hear “Yes”.

Lessons from Leonidas the Spartan King: Why Shrinking Your Business is Smart

I received another invitation from Mike Figliuolo at thoughtLEADERS, LLC to write and article for his blog. Because Mike’s been a huge help to me when it comes to blogging I jumped at the opportunity to reciprocate and help him. Some of you will recall Mike wrote a piece for me last month called An Influence Shortcut – What do you have to believe?

Lessons from Leonidas the Spartan King: Why Shrinking Your Business is Smart
I conducted a workshop recently called Principles of Persuasion. During a break, one of the students said she’d had a conversation with her five-year-old son and expressed parental surprise over something he said. She told him she was going to a meeting about leadership at work. He told her they had talked about leadership at school and he knew what a leader was. He said leaders were people who had followers. Simple and to the point, his definition was right on. Out of the mouth of babes! Click here to read the rest of Lesson from Leonidas the Spartan King: Why Shrinking Your Business is Smart.

Brian
Helping You Learn to Hear “Yes!”