Page 105 - Great Communication Secrets of Great Leaders

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STRUCTURING THE STAND-UP LEADERSHIP PRESENTATION
CHAPTER 6
In both cases, the leader has failed to win their respect. And when people
have no respect for their leader, this often compromises their perfor-
mance, i.e., they may not do as well as they would if they were more
motivated.
Scarcity is defined as “opportunities [that] seem more valuable to us

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when they are less available.” Leaders who talk about the “select few”
who will have the opportunity to achieve if they are willing to put in
the time, effort, and personal discipline are employing scarcity. Leader-
ship development programs, both in the military and in the private sec-
tor, employ variations on the scarcity principle when either nominating
or recruiting people for leadership positions.
In and of themselves, these methods of persuasion are amoral; they are
characteristics of human behavior. They can be used for good or evil purposes.
For example, marketers use these methods singly or in combination to pro-
voke a desired response to a product or service they want us to buy. Someone
with an evil intent, such as a Charles Manson or a Saddam Hussein, uses these
methods to gain influence over others for some twisted purpose that is rooted
in denigration and subjugation. When these methods are used correctly and
with the right motives in mind, such as by someone like Mother Teresa who is
acting for the good of the organization and the benefit of others, they can be
valuable enhancers of the leadership message. The use of one or more of these
methods will make for a more compelling, and ultimately more persuasive,
leadership message.
A Stake in the Outcome
There is another caveat regarding persuasion: The leader must care about the
message and should have a stake in the outcome. The leader must demonstrate
that her or his vision or point of view is right for the organization. For exam-
ple, a leader who insists on transformational change must demonstrate its ben-
efits and be clear in his or her expectations for him- or herself and for the
team. We see this when a new coach takes over a team or a new manager is
hired to run a department. The fate of the coach or manager is tied to the fate
of the team or the department. If the team wins, the coach and the players
share in the victories. If the department achieves its objectives, the manager
and the employees share in the rewards. In each case, the leader has a vested
interest in the performance of the players or employees, and vice versa. The
sense of shared destiny adds to the credibility of the message, and ultimately
of the leader.
Persuasion gets to the core of leadership. When it is used with discretion
and with the right intentions, it can be extremely powerful in accomplishing
the leader’s goals.