Week 1 Chapter 12 Human Behavior and The Art of Persuasion

Human needs

1. Survival

2. Security

3. Belonging

4. Respect

5. Fulfillment

Five principles for developing one's full potential (Maslow)

(1) Experience life fully in the present rather than dwelling on the past or worrying about the future

(2) make choices in your life that will enhance growth by taking reasonable risks

(3) be honest with yourself and with other people

(4) strive to do your best in accomplishing tangible goals in line with your basic values; and

(5) commit yourself to concerns and causes outside yourself.10

Performance equation

Performance = (Motivation x Ability) - Situational Constraints.

9 points about human motivation

1. A satisfied need is not a motivator.

2. Employee motivation and company success are related.

3. Psychological needs and social values are not the same

4. The same act can satisfy any of the five motivation levels.

5. All people have the same needs, but to different degrees and accompanied by different wants.

6. A person can be deficiency-motivated, bringing harm to self or others.

7. Unsatisfied needs can harm your health, as surely as if you were physically stricken.

8. Leadership is important in meeting employee needs and preventing motivation problems.

9. The ideal is to integrate the needs of the individual with goals of the organization.

Employee engagement

Involves both job satisfaction and organizational commitment. Engaged employees show high levels of energy and persistence, striving as hard as they can to do good work.

Roots of engagement

- Employee have the need to be accepted

- Employees want to be important

- Employees want to live meaningful lives and accomplish something important.

Causes of and solutions to disengagement

Cause 1: Being overwhelmed with too many demands, too much confusion, and inadequate resources. The solution is to prioritize and simplify the assignment of work and provide the systems, procedures, tools, and supplies to perform good work. Employees need a rational work environment.

Cause 2: Not being relevant to customer needs because leaders are out of touch, self-serving, incompetent, or all three. The solution is for leaders to set high standards of customer satisfaction and to require unrelenting adherence to these standards by all personnel, especially the leadership corps.

Cause 3: Having a fear of being hurt personally. Employees do not want to risk economic security or personal well-being. The solution is to create a safe work environment where honesty, effort, and innovation are rewarded and people feel free to be themselves.

Cause 4: Not knowing the overall plan for the organization, including a strategy to succeed, and not understanding the importance of one's own role. The solution is for every employee to understand the vision, mission, and values of the organization and his or her place in the plan, including performance expectations, accountabilities, and rewards.

Cause 5: Lacking personal ownership. The solution is to include all employees in both the success and failure of the organization. Performance and consequences must be shared in fair, proportional, and transparent ways so that all boats rise and fall together. Executive and employee well-being must be tied together.

Cause 6: Denying reality and being unwilling to face the truth. The solution is for leaders to address the facts. Only when the truth is shared will employees let go of the past and focus on the future. Focus, traction, and momentum all begin with truth.

Keys of engagement

1. Keep people connected through stories and images.

2. Create pictures together that liberate the imagination.

3. Earn employee trust through competence and integrity.

4. Empower people to own business problems.

Emotional intelligence

the ability to understand and deal effectively with people; a type of intelligence possessed by successful leaders. Elements include self-awareness, impulse control, persistence, confidence, self-motivation, empathy, and social deftness, resulting in an overall characteristic of persuasiveness.

Leadership success

the best commands, forces, and companies are run by caring leaders with emotional intelligence to balance a people-oriented personal style with a decisive command role and willingness to make difficult decisions. These leaders do not duck the tough problems—technical or personnel. They are purposeful, decisive, and businesslike; but equally characteristic, they are positive, warm, and understanding with people. These leaders do not duck the tough problems—technical or personnel. They are purposeful, decisive, and businesslike; but equally characteristic, they are positive, warm, and understanding with people. They are democratic in their character and show respect for all people regardless of position or status. They are appreciative, trustful, and even gentle in their dealings with people, although sometimes this trait is below the surface of a dignified and formal appearance.

The 3 C's

1. Coaching - the ability to attract, inspire, and grow great people.

2. Communicating - requires well-developed skills of listening, speaking, and writing—one-to-one, one-to-many, in person, and electronic.

3. Collaboration - requires the ability to achieve results across generations, geographies, functions and groups. The emotionally intelligent leader is well suited to meet these challenge

Dimensions of Emotional Intelligence

Yourself:

Recognition of Emotions - Self-awareness

Regulation of Emotions - Self-management

Other People:

Recognition of Emotions - Social awareness

Regulation of Emotions - Relationship management

Rhetoric

the art of using language effectively and persuasively

Effective leaders match the tools of rhetoric to the five senses of the audience.

Ethos (Character) - mostly sight

Logos (Logic) - mostly sound

Pathos (Emotion) - mostly smell, taste, and touch

Rule of thumb:

Ethos (gain their trust) —> Logos (gain their minds) —> pathos (gain their hearts)

Strategies for dealing with conflict

- Recognize that conflict is natural; indeed, nature uses conflict as an agent for change, creating beautiful beaches, canyons, and pearls.

- We can view conflict as either a problem or an opportunity. We can dwell on the negative or accentuate the positive. By choosing optimism over pessimism, we can be energized by events and focused in our efforts.

- Dealing with conflict effectively is rarely about who is right and who is wrong; it is more about what different people need and want. If everyone's needs are satisfied reasonably and everyone's wants are considered fairly, conflict can be a gift of energy that can result in a new and better condition for all.

- An important issue to address is, Do all parties want to resolve the conflict, and will all sides try with goodwill to settle their differences? If the answer is no, the best course is to agree to disagree, invite third-party resolution, and walk separate paths. Every student of history knows that war is the unacceptable alternative.

- If people want to resolve a conflict, it helps to reframe the issue. Reframing can be done by having each person see things from the other person's point of view. See things from the customer's standpoint, the employee's eyes, or the owner's perspective. In so doing, each party restates the problem from the other person's standpoint. This process often provides the breakthrough needed for constructive dialogue and resolution of the problem.

Cooperativeness

the desire to satisfy another person's needs and concerns.

Assertiveness

desire to satisfy one's own needs and concerns

Avoidance

"Maybe there is no problem." Avoidance is being both uncooperative and unassertive, downplaying disagreement, withdrawing from the situation, and staying neutral at all costs. Avoidance pretends that a conflict doesn't really exist.

Accommodation

"I will do it your way." Accommodation is cooperative and unassertive, letting the wishes of others rule and smoothing over or overlooking Page 293differences to maintain harmony. Accommodation plays down differences, seeks appeasement, and highlights similarities to reduce conflict.

Domination

"You have to do it my way." Domination is being uncooperative and assertive, working against the wishes of others, engaging in win-lose strategies, and forcing others through the exercise of authority or will. Domination uses force, skill, and power to "win" a conflict.

Compromise

"Let's meet in the middle." Compromise is being moderately cooperative and moderately assertive, bargaining for acceptable solutions in which each party wins some and loses some. Compromise occurs when each party to the conflict gives up something of value to the other.

Collaboration

"Let's reach a win-win solution." Collaboration is being both cooperative and assertive, trying to satisfy everyone's concerns as fully as possible by working through differences and solving problems so that everyone gains. Collaboration requires integration of conflicting interests to benefit all parties.