The Power of Persuasion


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  • the laissez faire leader .  This type of leadership style allows for complete permissiveness, and the group often lacks direction because the leader does not help in making decisions. While working for a laissez faire leader gives followers many opportunities to make decisions, the lack of direction can lead to anarchy.  This is especially true if this form of leadership is allowed to remain in place for an extended period of time.
  • Task-oriented: you focus on the task at hand. Task-oriented leader refers to a leader who is concerned primarily with getting the job done and less so with the feelings of and relationships between the workers Transactional – followers are motivated by rewards and punishment. Transactional leader view is “THIS FOR THAT.” If I do this, then they will respond to me as follows. They are always making deals with people. Transformational - Look to satisfy the higher needs of individuals.
  • Probity means honesty, uprightness from the Latin word probus, meaning good. 'Purpose' is an apt replacement for 'Profit' and thus makes the acronym appropriate for use in not-for-profit organizations. This model is not a process or technique - it's the character or personality of a good ethical leader, manager or organization. The aim of all good modern organizations is to reconcile the organizational purpose (whether this be profit for shareholders, or cost-effective services delivery, in the case of public services) with the needs and feelings of people (staff, customers, suppliers, local communities, stakeholders, etc) with proper consideration for the planet - the world we live in (in terms of sustainability, environment, wildlife, natural resources, our heritage, 'fair trade', other cultures and societies, etc) and at all times acting with probity - encompassing love, integrity, compassion, honesty, and truth. Probity enables the other potentially conflicting aims to be harmonised so that the mix is sustainable, ethical and successful. Traditional inward-looking management and leadership skills (which historically considered only the purpose - typically profit - and the methods for achieving it) are no longer sufficient for sustainable organisational success. Organisations have a far wider agenda today. Moreover, performance, behaviour and standards are transparent globally - the whole world can see and judge how leaders and organisations behave - and the modern leader must now lead with this global accountability.
  • Let’s talk about the goal of achieving apostles. It might help if we describe what an apostle is. An apostle is a client that not only has given you their business in the past, but is you biggest advocate. They constantly refer you to others that have a need for your students, they are always speaking positively about your institution to their peers, they are constantly sharing information with you and they consider your institution to be an instrumental resource that they lean on heavily to achieve their business objectives. The sales process is comprised of three steps to gain these types of truly committed customers and can be defined through the creation of an action plan. The first step is conducting a needs analysis, the 2 nd step is to offer or develop a customized solution for the prospect, and the third step of the sales process is to get their commitment to implement your solution. This is done by selling the value of the skills, experience and qualifications of the students that you place in their organization. To do this, create a written action plan to develop apostles from your existing clients every year. The specific target # of apostles to reach is 12. Start by writing down the names of your existing apostles, then write down all of the actions you are required to do in order to keep them. Then write down the names of targets of customers you aim to convert to apostles. The list should be twice as long as the actual # of apostles, then over the year apply the steps you’ve identified to convert existing repeat customers into apostles.You will convert at least 50% to apostles over the next few years until you reach that magic #12 target.
  • The Power of Persuasion

    1. 1. The Chazin Group The POWER of Persuasion The Chazin Group
    2. 2. <ul><li>Special Thanks </li></ul>
    3. 3. <ul><li>In the next 3 hours… </li></ul>
    4. 4. This Morning’s Agenda  Winning Trust  Building Credibility  The Confidence to Lead  Influencing Others  Motivational Leadership  Planning & Accountability  Overcoming Barriers “ CREATIVELY ”
    5. 5. <ul><li>Winning Trust </li></ul>
    6. 6. <ul><li>Why Did You </li></ul><ul><li>Choose </li></ul><ul><li>MEDICINE? </li></ul>
    7. 8. Hippocratic Oath
    8. 9. <ul><li>Give all the credit, take all the blame. </li></ul><ul><li>Be accountable at all times. </li></ul><ul><li>Help others. </li></ul><ul><li>Make your words your actions. </li></ul><ul><li>Show that you’re working for others’ best interests as well as your own. </li></ul><ul><li>Listen respectfully and value others. </li></ul><ul><li>Share what you know about the direction NY Hospital Queens is heading. </li></ul>The Chazin Group The Chazin Group Winning Trust
    9. 10. <ul><li>Show that you know how to work with and earn the support of upper management. </li></ul><ul><li>Signal an error, a breakdown, a missed objective that will affect other people's expectations. </li></ul><ul><li>Respect old ideas while you dig for new ones. </li></ul>The Chazin Group The Chazin Group Winning Trust
    10. 11. <ul><li>Show consistency in the values that influence your decision-making. </li></ul><ul><li>Demonstrate awareness of all the key ramifications of your decision. </li></ul><ul><li>Explain why you are shifting management styles--from participative to more autocratic--when the situation calls for a shift. </li></ul><ul><li>Let people know the downside (negatives) as well as the good news. </li></ul><ul><li>Support your subordinates' decisions. </li></ul>The Chazin Group The Chazin Group Winning Trust
    11. 12. <ul><li>Building Credibility </li></ul>
    12. 13. <ul><li>Never EVER lie. </li></ul><ul><li>Don’t try to cover up mistakes. </li></ul><ul><li>Be honest with everyone you deal with. </li></ul><ul><li>Follow through on all your promises. </li></ul><ul><li>Stand by your convictions. </li></ul><ul><li>Show respect by listening to the concerns of others. </li></ul>The Chazin Group The Chazin Group Building Credibility
    13. 14. <ul><li>Possess the facts to support your assertions/ claims/statements. </li></ul><ul><li>Maintain others’ confidentiality. </li></ul><ul><li>Become a subject matter expert. </li></ul><ul><li>Get published. </li></ul><ul><li>Obtain all the necessary certifications and accreditations. </li></ul>The Chazin Group The Chazin Group Building Credibility
    14. 15. <ul><li>Serve on panels. </li></ul><ul><li>Speak at conferences. </li></ul><ul><li>Join industry associations. </li></ul><ul><li>If you don’t know something…say so, and commit to getting the answer. </li></ul><ul><li>Don’t let your emotions color your judgement. </li></ul>The Chazin Group The Chazin Group Building Credibility
    15. 16. The Chazin Group The Chazin Group The Credibility Pyramid Graham Jones credibility pyramid -
    16. 17. <ul><li>The Confidence to Lead: It’s IN You </li></ul>
    17. 18. <ul><li>Defining Leadership </li></ul><ul><li>Possess a VISION </li></ul><ul><li>A person who builds consensus, guides, or inspires others </li></ul><ul><li>Generally refers to the position or office of an authority figure </li></ul><ul><li>The ability to get people to follow willingly </li></ul><ul><li>About behavior first, skills second </li></ul><ul><li>Creating buy in </li></ul>The Chazin Group The Chazin Group The Confidence to Lead
    18. 19. <ul><li>What Makes A Leader? </li></ul><ul><li>“ They may forget what you said, but they will never forget  how you make them feel.” Carol Buchner </li></ul><ul><li>“ Many of life's failures are people who did not realize how close they were to success when they gave up.” Thomas Edison </li></ul><ul><li>“ A leader is one who knows the way, goes the way, and shows the way.” John C. Maxwell </li></ul><ul><li>“ Too many people overvalue what they are not and undervalue what they are.” Malcolm Forbes </li></ul>The Chazin Group The Chazin Group The Confidence to Lead
    19. 20. <ul><li>What Makes A Leader? </li></ul><ul><li>“ The secret of joy in work is contained in one word - excellence.” Unknown </li></ul><ul><li>“ To know how to do something well is to enjoy it.” Pearl S. Buck </li></ul><ul><li>“ Outstanding leaders appeal to the hearts of their followers - not their minds.” Unknown </li></ul><ul><li>“ Praise loudly, blame softly.” Catherine the Great </li></ul>The Chazin Group The Chazin Group The Confidence to Lead
    20. 21. <ul><li>What Makes A Leader? </li></ul><ul><li>A person who rules, guides or inspires others. </li></ul><ul><li>Generally refers to the position or office of an authority figure. </li></ul><ul><li>Descriptions abound: </li></ul><ul><ul><li>“ Never doubt that a small group of committed individuals can change the world. Indeed, it’s the only thing that ever has.” Margaret Mead </li></ul></ul><ul><ul><li>“ A leader is a dealer in hope.” Napoleon Bonaparte </li></ul></ul><ul><ul><li>“ The leadership instinct you are born with is the backbone. You develop the funny bone and the wishbone that go with it.” Elaine Agather (Chairman, Chase) </li></ul></ul><ul><ul><li>“ Do you wish to rise? Begin by descending. You plan a tower that will pierce the clouds? Lay first the foundation of humility.” St. Augustine </li></ul></ul>The Chazin Group The Chazin Group The Confidence to Lead
    21. 22. <ul><li>What Makes A Leader GREAT </li></ul><ul><li>Leading is Setting Direction & Guiding Others to Follow. </li></ul><ul><li>The Golden Rule: </li></ul><ul><ul><li>Perhaps the single most important technique for you to motivate the people you supervise is… treat others the way you wish to be treated. </li></ul></ul><ul><ul><li>Sounds simple? It’s not! </li></ul></ul>The Chazin Group The Chazin Group The Confidence to Lead
    22. 23. <ul><li>What Makes A Leader GREAT </li></ul><ul><li>Developing Great Decision-Making Skills: </li></ul><ul><ul><li>Do not make decisions that aren’t yours to make. </li></ul></ul><ul><ul><li>Choose from alternatives, not “Right & Wrong.” </li></ul></ul><ul><ul><li>Avoid snap decisions. </li></ul></ul><ul><ul><li>Make decisions while you have time. </li></ul></ul><ul><ul><li>Do your decision-making on paper. </li></ul></ul>The Chazin Group The Chazin Group The Confidence to Lead
    23. 24. The Chazin Group The Chazin Group The Confidence to Lead <ul><li>How To Become A Leader </li></ul><ul><li>Check Yourself…Who Are You? </li></ul><ul><ul><li>People Have to WANT to Follow You </li></ul></ul><ul><li>Possess Self Knowledge </li></ul><ul><ul><li>Your Strengths & Weaknesses </li></ul></ul><ul><ul><li>Seek Opinions / Criticisms </li></ul></ul><ul><li>Become a Role Model </li></ul><ul><li>Make Your Words Your Actions </li></ul><ul><ul><li>Your Actions Should Mirror Your Words </li></ul></ul>
    24. 25. <ul><li>Management is detrimental; leadership is critical : </li></ul>Becoming a GREAT Leader… MANAGEMENT LEADERSHIP “ Management” (from Old French ménagement “the art of conducting, directing”, from Latin manu agere “to lead by the hand”) characterizes the process of leading and directing all or part of an organization, often a business, through the deployment and manipulation of resources (human, financial, material, intellectual or intangible)… <ul><li>Possess a VISION </li></ul><ul><li>A person who builds consensus, guides, or inspires others </li></ul><ul><li>Generally refers to the position or office of an authority figure </li></ul><ul><li>The ability to get people to follow willingly </li></ul><ul><li>About behavior first, skills second </li></ul><ul><li>Creates “buy in” </li></ul>
    25. 26. <ul><li>Your Five Step Plan </li></ul><ul><li>Plans </li></ul><ul><li>Has A Vision </li></ul><ul><li>Shares Their Vision </li></ul><ul><li>Takes Charge </li></ul><ul><li>Inspire Through Example! </li></ul>Becoming a GREAT Leader…
    26. 27. The Chazin Group The Chazin Group Becoming a GREAT Leader <ul><li>Embrace Decisiveness Over Inclusivity </li></ul><ul><li>Know Just Enough Technology </li></ul><ul><li>Manage Your Time </li></ul><ul><li>Work Long Hours </li></ul><ul><li>Create a Positive Environment </li></ul>
    27. 28. The Chazin Group The Chazin Group People Are Following. Now What? <ul><li>Serve People’s Needs </li></ul><ul><li>Listen HARD! </li></ul><ul><li>Keep Earning Their Trust </li></ul><ul><li>Pursue Change </li></ul><ul><li>Share Leadership </li></ul><ul><li>Build Teams </li></ul><ul><li>Leadership & Development </li></ul>
    28. 29. <ul><li>Influencing Others </li></ul>
    29. 30. <ul><li>Become a coach/mentor. </li></ul><ul><li>Offer to conduct training. </li></ul><ul><li>Offer your support. </li></ul><ul><li>Engage extended staff like hospitality services. </li></ul><ul><li>Live your convictions. </li></ul>The Chazin Group The Chazin Group Influencing Others
    30. 31. <ul><li>Motivational Leadership </li></ul>
    31. 32. <ul><li>Leadership Styles </li></ul><ul><li>Autocratic </li></ul><ul><li>Bureaucratic </li></ul><ul><li>Charismatic </li></ul><ul><li>Democratic/Participative </li></ul>The Chazin Group The Chazin Group Motivational Leadership
    32. 33. <ul><li>Leadership Styles </li></ul><ul><li>Laissez-Faire / Delegative </li></ul><ul><li>People/Relations-Oriented </li></ul><ul><li>Servant Leader </li></ul>The Chazin Group The Chazin Group Motivational Leadership
    33. 34. <ul><li>Leadership Styles </li></ul><ul><li>Task-Oriented </li></ul><ul><li>Transactional </li></ul><ul><li>Transformational </li></ul>The Chazin Group The Chazin Group Motivational Leadership
    34. 35. The Chazin Group <ul><li>Leadership Styles </li></ul><ul><li>The Ethical Leader: People, Purpose, Probity, Plant </li></ul>The Chazin Group Motivational Leadership The character or personality of a good ethical organization and leader. Sourced from:
    35. 36. <ul><li>Motivational Leadership </li></ul>Democrat Autocrat Trans- actional Trans- formational YOU?
    36. 37. <ul><li>Planning & </li></ul><ul><li>Accountability </li></ul>
    37. 38. <ul><li>Identify Best Practice </li></ul><ul><li>Codify Best Practice </li></ul><ul><li>Train the Process </li></ul><ul><li>Coach the Process </li></ul><ul><li>Measure the Process </li></ul><ul><li>Compensate the Process </li></ul><ul><li>Constantly Improve the Process </li></ul> 7 Steps to Standards of Care
    38. 39. <ul><li>The realities you face: </li></ul><ul><ul><li>The economics of healthcare planning </li></ul></ul><ul><ul><li>The codes </li></ul></ul><ul><ul><li>The regulations </li></ul></ul><ul><ul><li>The ROI on upgrading facilities </li></ul></ul><ul><ul><li>Input from physicians, staff, and community leaders is required </li></ul></ul>The Chazin Group The Chazin Group Planning & Accountability
    39. 40. <ul><li>The landscape: </li></ul><ul><ul><li>Admitting </li></ul></ul><ul><ul><li>Inpatient wards </li></ul></ul><ul><ul><li>Outpatient areas </li></ul></ul><ul><ul><li>Surgical suites </li></ul></ul>The Chazin Group The Chazin Group Planning & Accountability
    40. 41. Planning & Accountability
    41. 42. Planning & Accountability
    42. 43. Planning & Accountability
    43. 44. <ul><li>Overcoming Roadblocks & Barriers </li></ul>
    44. 45. <ul><li>Persistence </li></ul><ul><li>Get out of your own way and don’t listen to your HEAD TRASH </li></ul><ul><li>Attack a problem from all angles </li></ul><ul><li>Implementation intentions are strategies to overcome habits </li></ul><ul><li>Plan all known contingencies </li></ul><ul><li>Creative problem solving </li></ul>The Chazin Group The Chazin Group Overcoming Roadblocks & Barriers
    45. 46. Dare to be GREAT!
    46. 47. If I only had a hammer …
    47. 49. <ul><li>Take Calculated Risks </li></ul><ul><li>Set STRETCH Goals </li></ul><ul><li>Embrace Change </li></ul><ul><li>Run Towards Challenges </li></ul><ul><li>Lean Into Discomfort </li></ul><ul><li>Take on NEW Responsibilities </li></ul><ul><li>Find GREAT Allies </li></ul>
    48. 50. How have YOU tapped into the diversity & strengths of your team, for the continued growth of NYHQ?
    49. 51. “ Good is the Enemy of Great.” Jim Collins
    50. 52. In EVERY type of organization that transforms from GOOD to GREAT , certain attributes exist .
    51. 53. “ Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work . . .” Steve Jobs
    52. 61. That’s How It’s ALWAYS Been Done
    53. 64. DO IT Approach
    54. 65. D Define the problem O Open your mind & apply creative techniques I Identify the Solution T Transform : implement the solution using an action plan
    55. 66. Brainstorming
    56. 67. Brainwriting
    57. 68. The Disney Creative Strategy
    58. 69.  Dreamer  Realist  Critic Go through all 3 stages
    59. 70. Starbursting
    60. 71. Starbursting IDEA / Issue Challenge WHO WHAT HOW WHERE WHEN WHY
    61. 72. Metaphorical Thinking
    62. 74. Intake Neuroscience Institute Cancer Center Nursing Cardiology Admissions Surgery Emergency Care Pediatrics Radiology
    63. 75. Provocation
    64. 77. Attribute Listing
    65. 78. Emergency Care Women’s Health Children’s Health Cancer Center Pediatric Emergency Maternity Care Pediatric Inpatient Look Good Feel Better EMS Service Ambulatory Care Neonatal Intensive Care Man-to-Man Emergency Medicine Gynecologic Oncology Children’s Ambulatory Care Support Group for Cancer Caregivers Adult Service Maternal-Fetal Medicine The Pediatric ER Radiation Oncology
    66. 79. Reframing Matrix
    67. 80. 4 Perspective Approach! <ul><li>Product / Service Perspective : Is something WRONG with the product ? </li></ul><ul><li>Planning Perspective : Are our business plans faulty ? </li></ul><ul><li>Potential Perspective : If we increase our workload, projects, service offerings, how would we achieve this ? </li></ul><ul><li>People Perspective : Do we have the right people in the right jobs ? </li></ul>
    68. 81. <ul><li>Problem Perspective: </li></ul><ul><li>X </li></ul><ul><li>X </li></ul><ul><li>X </li></ul><ul><li>Planning Perspective: </li></ul><ul><li>X </li></ul><ul><li>X </li></ul><ul><li>X </li></ul><ul><li>Potential Perspective: </li></ul><ul><li>X </li></ul><ul><li>X </li></ul><ul><li>X </li></ul><ul><li>People Perspective: </li></ul><ul><li>X </li></ul><ul><li>X </li></ul><ul><li>X </li></ul>Problem Being Addressed
    69. 82. Seeking Inspiration
    70. 84. Help Is All Around You
    71. 85. Conflict Is Actually a GOOD Thing…
    72. 86. “ Conflict is the gadfly of thought. It stirs us to observation and memory. It instigates to invention. It shocks us out of sheep like passivity, and sets us at noting and contriving.” John Dewey
    73. 89. “ Each problem has hidden in it an opportunity so powerful that it literally dwarfs the problem. The greatest success stories were created by people who recognized a problem and turned it into an opportunity.” Joseph Sugarman