Getting your team to do what you want them to do can be an uphill battle at times. Lack of resources means high stress and frustration for this managing people. Persuasive Leadership is about putting the Leader back in control, focussing on Mindset, Mission and Momentum to achieve results!

1. Persuasive
Leadership
Use the Power of Influence
to Motivate and Inspire Teams
JANE
ANDERSON
jane-anderson.com.au© Jane Anderson

2. - SHIV KHERA
“ There are good
leaders who actively
guide and bad
leaders who actively
misguide. Hence,
leadership is about
PERSUASION,
PRESENTATION &
PEOPLE SKILLS.
jane-anderson.com.au | 2

3. THE POWER OF PERSUASION
Leadership is complex.
More than ever are leaders under more pressure to perform.
Since the GFC, organisations have become leaner and leaders
are becoming younger. As customer demands shift quickly,
businesses require an agile leadership team to meet their
needs. Leaders need to persuade and influence quickly. Time
is precious and a finite resource.
According to Forbes Magazine, at any one time
70% of employees are disengaged in their work.
The Centre for Workplace Leadership at the University of
Melbourne found that 75% of workers believe their workplaces
need better management and leadership.
jane-anderson.com.au | 3

4. Five key issues that have created the perfect storm &
highlighted the need for Persuasive Leadership:
THE CHALLENGES
jane-anderson.com.au | 4
MORE WITH LESS
Time moves fast, organisations need
flexibility and adaptability. Slush
funds and big budgets are a thing of
the past. Teams are leaner than ever
before.
BURN OUT
Leaders are losing time on technical tasks and
starting their leadership work at 5pm in the
afternoon. Hence they work late, weekends and are
exhausted and stressed. This means they run the
risk of leaving or burning out.
FRUSTRATION
With high reactivity comes responsiveness in teams.
The time to train and develop a team loses priority
and leaders respond with “it’s quicker if I do it myself”.
This leads to frustration of not being able to focus on
value-add activities.
ATTRACTING &
KEEPING TALENT
Being able to retain leaders is one of
the greatest challenges today.
Growing leaders and losing them too
quickly means huge costs to
business, loss of stability and
succession planning.
LEADERS ARE YOUNGER
We’ve lost well-experienced talent with the
retiring of baby boomers and we’re promoting
younger managers and need to build
leadership capability fast.
1
2
3
4
5

5. THE FIVE FEARS OF LEADERS
jane-anderson.com.au | 5
CRITICISM: As a leader the
spotlight is on us. Not everyone likes
what we have to say but some days
it’s hard to be resilient.
1
FAILURE: Leaders don’t want to be
seen as incompetent. They want the
team and themselves to succeed. At
the same time high expectations and
standards can crush team members.
2
MAKING DECISIONS:
Procrastination and a fear of making
the right decision can paralyze a
naturally good leader.
3
SPEAKING: Fear of public speaking
means avoiding situations to leverage
and buy in. Saying the wrong thing in
front of a lot of people can be frightening.
RESPONSIBILITY: Managers who fear
moving into the leadership arena can be
scared of the increase in responsibility
and fear of power.
4
5

6. PERSUASIVE LEADERSHIP
A great leader is a
Commander.
Like a ship’s Captain, they have
the direction set, they can
withstand the environment,
leverage resources and keep
the destination clear.
A commander can strive forward
under pressure, ask good
questions, adapt to different
conditions and help each team
member achieve their potential.
jane-anderson.com.au | 6

7. TAKE CONTROL
jane-anderson.com.au | 7
Since the term “Servant Leadership” was coined in 1970 by Robert Greenleaf,
there has been a shift to removing the power from the individual to team.
While this is certainly the right approach for what was previously a dictatorial style of
leadership, for many, it has left them with a lower sense of identity and confidence as a leader.
Most are now being pushed around in highly reactive, urgent situations with less resources.
Leaders now need to TAKE CONTROL
to give their own team confidence,
execute meaningful work and
become sustainable in the long
term. It’s not about taking power
away from the team, it’s about
the right balance of power and
direction in the team to achieve
results.

8. THE BUILDING BLOCKS OF
PERSUASIVE LEADERSHIP
MINDSET: The leader’s sense of identity with self and team is strong
enough to stay on the critical path for success.
jane-anderson.com.au | 8
MOMENTUM: There is no silver
bullet and they’re so consistent they
hit a tipping point where it becomes
easier because their Personal Brand
as a Leader is solid.
MISSION: Leaders set clear goals
and measure progress, knowing the
outcome of each moment
contributes toward success.
1
2
3

9. THE APPROACH
The approach combines the
three critical elements of
Persuasiveness into a
customised approach.
It uses the intersections of
FOCUS, IMPACT &
CONSISTENCY to create
POWERFUL PERSUASION.
jane-anderson.com.au | 9

10. THREE INTERSECTIONS
Mindset, Mission and Momentum alone in aren’t enough to
create a Persuasive Leader.
The intersections need attention and are leverage points to create
connection with teams and stakeholders.
jane-anderson.com.au | 10
IMPACT: They’re making an impact on the
organisation by having an impact on their
team at a personal level.
FOCUS: Effective Leaders are focused on the
goals and outcomes. There is a clear line of
sight in each moment of the day and how it
links to Strategy.
CONSISTENCY: The organisation and team
has built trust in them because they’re
consistently making good decisions.
1
2
3

11. MANAGING MINDSET
Understanding that I’m in a leadership role means I have to move from
managing to leading.
It’s not about the status quo.
It’s about challenging, driving and aligning teams to achieve results.
jane-anderson.com.au | 11

12. MANAGING MINDSET
Mindset is the most powerful of the 3 M’s.
Without a leadership mindset, nothing else will work. Mindset is about three
things:
jane-anderson.com.au | 12
KNOWING SELF: Who am I? What is my
natural style and will this bring out the best in
my team under stress and pressure?
SELF-BELIEF: What are the obstacles that
stand in my way and impact on my confidence
when influencing others? What do I need to do
to manage myself to create the most change in
others?
POSITIONING: My role as leader is to BE the
leader and not wait until I FEEL like I am. Am I
just waiting for a job title to say I’m a leader
before I actually believe it?
1
2
3

13. MANAGING MISSION
Having a clarity on the organisation’s and leader’s goals means that the time
becomes leveraged within that team and they feel a higher sense of
contribution.
jane-anderson.com.au | 13

14. MANAGING MISSION
Covey found that that 60% of people are dealing with unclear
expectations in their roles.
A leader’s role is to act as the translator to turn strategy into implementation.
Three key areas to Managing Mission are:
jane-anderson.com.au | 14
PURPOSE: Why am I here? Why is the organisation here and
what are we trying to achieve? Losing time on issues that
aren’t aligned with strategic objectives reduces results.
MEASUREMENT: How will we know if we’re achieving
results? Tracking and rewarding progress means valuing a
growth mindset and moving toward outcomes.
EFFECTIVENESS: How do I prioritise the outcomes in my
Leadership tools of trade? We only have so much time in the
day. This is about how to prioritise the programs of work with
well-executed planning.
1
2
3

15. MANAGING MOMENTUM
Momentum is a key for high-performance teams.
Trying to influence and persuade for motivation every now and again loses trust
with teams and they become less motivated.
jane-anderson.com.au | 15

16. MANAGING MOMENTUM
Creating a high performing team takes time.
Momentum is using every interaction to leverage performance, set the tone of
expectations and create self-managed teams. To do this there are three key
areas:
jane-anderson.com.au | 16
1
2
3
TOUCH POINTS: Every interaction and every moment affects
the amount of influence you ultimately have. Engagement is key
in leadership and it’s not a silver bullet. Adapting to different
personalities keeps a leader agile.
FEEDBACK: An annual performance review is the least
effective way to persuade and motivate others to perform.
Effective and regular coaching conversations keep teams
connected and progressive.
EFFICIENCY: We lose productivity and therefore motivation
due to systems and processes that we have in place. Doing
things the right way means less friction and more action.

17. Think twice before you
speak, because your
words and influence will
plant the seed of either
SUCCESS or FAILURE in
the mind of another.
- NAPOLEON HILL
jane-anderson.com.au | 17
“

18. NEXT STEPS
You may have identified high potentials already and looking to increase
their persuasiveness.
Their technical expertise has got them so far and now it’s ready to take them to
the next level.
So ask yourself the following questions:
jane-anderson.com.au | 18
Where are you trying to go as an organisation?
How persuasive are your leaders in getting other
people there?
To what level are they maximising
their Mindset, Mission and
Momentum?
1
2
3

19. ABOUT THE AUTHOR
jane-anderson.com.au | 19
Jane Anderson is a communications expert, and is one of Australia's most
recognised thought leaders on Influence.
Her combined passion for People and Marketing led her to helping leaders to connect with
others quickly. With over 10 years’ experience in Learning and Development and People
Marketing, she has worked with over 12,000 people on having more impact in their careers
and businesses.
Jane works with some of Australia’s most successful businesses, helping them
leverage the effectiveness of their leaders to connect, motivate and inspire others.
Her clients have included Virgin Australia, Rio Tinto, Sunsuper, Australian Medical
Association, Education QLD and Origin Energy. She is on the Australian Public
Service Commission Panel for Business Efficiency and Performance.
Jane has been featured in Business Insider, BBC Online, Management
Today, Sydney Morning Herald, The Age, Courier Mail, Marie Claire and on
Today Tonight (for the right reasons!).
She was a nominee for the Telstra Women’s Business Awards for 2014, co-
author of “Understanding Y” with Demographer Bernard Salt and the author
of the book “IMPACT: How to Build Your Personal Brand for the Connection
Economy”.
Jane is a warm, humorous, insightful speaker, facilitator and coach. She
splits her time between delivering keynotes at conferences, coaching
leaders s and delivering training programs within her client’s organisations.
To get in touch about how she can help your leaders and teams you can
contact her at jane@jane-anderson.com.au or ph (07) 3841 7772.

20. COPYRIGHT
Copy this the right way.
You have permission to post this, email this, print this and pass it
along for free to anyone you like, as long as you make no
changes or edits to its original contents or digital format. Please
do pass it along and make many copies as you like. We reserve
the right to bind it and sell it as a real book.
DISCLAIMER
We care but you’re responsible.
This whitepaper is general in nature and not meant to replace any
specific advice. Please be sure to take specialist advice before
taking on any of the ideas. Jane Anderson, its employees and
contractors disclaim all and any liability to any persons
whatsoever in respect of anything done by any person in reliance,
whether in whole or in part, on this e-book.
jane-anderson.com.au | 20