Page 148 - Fearless Leadership

Changing Your Direction and Taking a Bold Stand 135

tional and cognitive intelligence, or is it the discomfort of expressing emo-
tions and self-disclosing? The answer lies in both camps.
It is amazing to me how many leaders think that a logical appeal, bol-
stered by a dependency on PowerPoint slides, will move and inspire peo-
ple. For the record: it does not; it never has; and in the foreseeable future,
it never will. No matter how much data or evidence you have, you can-
not convince people about how they should feel. There is a maxim that
is indisputable: people may not remember what you say, but they will
never forget how you made them feel.
If you are satisfied with compliance and intellectual alignment, then
go ahead and present a few more slides. But if it’s emotionally engaged
people you want—those who give their discretionary effort and passion—
then you must give them your emotional commitment and stand.
Not surprisingly, this is another area that we have backward. We fall into
the quagmire of convincing people by throwing facts and information at
them, instead of helping people personally connect to the business mis-
sion. When you communicate, remember that people are asking these
questions about you.

• Can I relate to the leader and connect with his or her experience?
• Can I believe the leader?
• Is the leader approachable, real, and genuine?
• Does the leader inspire me to do something different?
Using logic to “convince” people does not work. This is an area in
which leaders must learn new skill sets that are distinct from traditional
“speaking” skills. Remember, speaking is an action that either accelerates
or diminishes the results you want to achieve.

How to Take a Bold and Compelling Stand

Enlisting the support of others and connecting people to the organization
requires being confidently open and available. To a fearless leader, being
open and available means talking openly about your experiences, blind
spots, and missteps so others can connect to you and emotionally engage.
When you take a stand, you commit yourself emotionally and intel-
lectually, and you ask others to learn with you so together you can achieve
the business objectives. People want a challenge, and they need new tools