81 STASHED IDEAS
Effective praise can be given using these three methods:
Engaging in a rational debate is useless when the detractor isn’t really a fan and harbours a grievance already.
The Flip Side: One cannot rely on building a relationship to convince others if the decision does not have merit.
When the opposition is logical and the detractor has many rational and practical counterarguments, one has to go for a cognitive conversation.
The Flip Side: Don’t expect long-term conversion or everlasting support.
Leadership, by its very nature, involves walking the tightrope, trying to navigate the complex relationships we have with our clients, colleagues and bosses.
Business decisions made by leaders often require buy-in from people who do not think as we do, and are not our natural supporters. There are certain persuasion strategies we can use to overcome this challenge.
The detractor can be wholeheartedly opposed to your proposal, even believing that it may cause harm. This makes it impossible for them to agree with you.
The Flip Side: If the detractor feels the decision has been imposed on them by tact or authority, they may feel cheated.
Three basic strategies have been devised after studying 60 business leaders handling a variety of disagreements at the workplace:
Being witty, well-read, and attractive can help make a good impression but it won't matter unless the two rules above are also applied.
Stories can be misleading despite providing information.
The solution isn't to stop telling stories as they provide vital benefits. But astute decision-makers can take convincing narratives as theories to be scrutinized, rather than absolute truths.
Stories based on the past can become outdated when situations change suddenly and drastically. Traditions built on them often persists long after.
Personal experience and notable events may be appealing but often tend to be unrepresentative.
In reality, the more unique the observation, the less likely it is to generalise. When dealing with complex decisions, many organisations now favour data-based algorithms over experience-based narratives.
While success stories are motivating, they could lead to a false belief that success is more controllable and predictable than it is.
The ability to create stories helps people to cooperate and move forward. Stories have multiple advantages: They allow us to discern complex situations, remember ideas, communicate with others, and make predictions about the future.
It is vital for managers and entrepreneurs to use these benefits and improve their storytelling skills. But stories can also be misleading. It is crucial to recognise the different ways stories can deceive you.
Some stories fail to see the existing relationship when causes and effects are separated by time. Stories can misinterpret investments that feature worse-before-better dynamics.
New leaders may receive acclaim or blame for results that happen right after their appointment even though it may be due to the previous administrations.
Stories often focus on the outcomes that can be seen while ignoring the underlying processes.
Listening to captivating stories can lead to biased evaluations and irreversible mistakes in business.
When it comes to dealing with critical problems, it is useful to become a story sceptic.
A narrative created after a specific result often downplays alternative scenarios that could have happened, making success and failure seem more predictable than they are.
Outcomes that seem obvious in hindsight are often unknown at the time of the decision, such as the modern PC, Google, or Harry Potter, that expert investors initially rejected. Often, not even the owners can accurately predict their own potential.
Stories can suggest a causal link when the link doesn't exist. For example, urban legends like the Sports Illustrated magazine state that individuals or teams who appear on the cover will subsequently experience bad luck.
Similarly, managers can form faulty beliefs about the effects of praise and punishment, especially when the performers they praise go on to perform worse and those they punish afterwards improve.
Data-based analyses are often turned into a story for easier understanding and adoption. But the stories are limiting the discussion to the average statistical effects.
Stories based on the average are often only valid for the average of the samples and might hide significant risks and nuances around an expected outcome.
Increasing your voice creates stress and tension that often escalates into an argument or physical confrontation.
Yelling is a method used to control a situation by dominating the other person. When we get loud, the other person is forced into submission. In turn, it tells them to comply, or there will be punishing consequences.
Listening rarely happens during a submissive state. Instead, the listener is waiting for a pause to interject a rebuttal to defend against a verbal attack.
Once we know how shouting is perceived, we must be careful to regulate our voice to a volume and tone that does not come over as aggressive or dominant.
Most of the meaning of your spoken words comes from the tone of your voice, not from the words.
Suppose you are the type of person who automatically raises your voice to become the dominant speaker. In that case, you may be damaging your ability to be a better communicator and secure cooperation.