by Caroline Leach | Feb 5, 2016 | Leadership, Learning, Marketing & Analytics
Are the hallmarks of great leaders confidence, certainty and decisiveness?
Or as our world grows ever more volatile and complex, are the best leaders open to influence? Are they persuadable?
That’s the premise of a great new book by Al Pittampalli called Persuadable: How Great Leaders Change Their Minds to Change the World.
How did I find it? By reading one of my favorite marketing blogs. Seth Godin had a great plug for it last week in his post “When I want your opinion…”. And if Seth is recommending a book, it’s going to be good.
With only slight sheepishness at being a marketer’s dream by buying the Kindle edition of the book after reading the post, I dove into it this week.
What did I learn? In a nutshell, I’m going to be much more comfortable evaluating new data and information as it comes to light. And I’ll be more willing to change my mind as a result.
Some of it harkens back to the classic principles in Robert Cialdini‘s Influence: The Psychology of Persuasion. The reciprocity principle in particular has stood the test of time as a key driver of social media.
John Maxwell‘s writings about Becoming a Person of Influence also made an impression. Maxwell says you have to be open to the influence of others, in order to have an influence on them. I’m still tickled that he was one of the first people who “followed” me back on Twitter.
Why is persuadability to important? “In a world that is unpredictable, ultra competitive and fast changing,” Pittampalli writes, “being persuadable is the ultimate competitive advantage.”
This gives key advantages, he explains — accuracy, agility and growth:
- A better understanding of the world fuels more accurate decisions.
- Quickly seeing and responding to changing conditions enables necessary pivots.
- And honestly evaluating your performance and getting feedback creates growth.
How do you become persuadable? Pittampalli outlines 7 practices of persuadable leaders. Here are 3 that most resonated with me.
First is “considering the opposite.” It seems straightforward, yet we have to overcome our own cognitive biases to actively seek out information that conflicts with our current thinking.
A simple way to counter it is by asking yourself questions, starting with “what’s the opposite here and have I thought about it?”
Second is “update your beliefs incrementally.” What works in leading change in general also applies to being more persuadable.
As more evidence becomes available, we can update our beliefs along the way. That way, beliefs evolve naturally over time. It’s easier for your own brain as well as for others to embrace smaller changes in thinking.
Third is “avoiding becoming too persuadable.” Just because you choose to become more persuadable as a leader, there are still plenty of times when it’s appropriate to make decisions that may be unpopular and take action.
Like many things in life and leadership, there are tradeoffs to be made. It’s valuable to get input up to a point, but then there are diminishing returns over time of each additional piece of feedback.
Perhaps you’re embracing on a course of action and finding it difficult to decide whether or not to proceed. A good question Pittampalli puts forth is asking yourself, “Is it worth it?”
My experience in business reinforces for me that it’s more important than ever to be open to new evidence. The world is constantly changing, and information used previously to make decisions is likely to have changed.
By extension, it’s important to become ever more comfortable with changing you mind. Along with that, it’s critical to clearly articulate the reasons behind the changes in your thought process.
As Simon Sinek so compellingly outlined in his TED talk How great leaders inspire action, understanding “why” is the first thing people need to know in order to change the world.
by Caroline Leach | Jan 31, 2016 | Careers, Change, Learning
When you’re learning something new, there’s often an expectation that you’ll pick it up easily. That it will be smooth sailing. That you won’t skip a beat.
After all, the world moves faster every day. The competitive landscape is more intense than ever. Time is in short supply. It’s one sprint after another to learn what you need to know. Learning curves can feel like vertical climbs.
But when in your life have you learned something new and performed it perfectly right from the start?
As Malcolm Gladwell wrote in the book Outliers: The Story of Success, it takes about 10,000 hours to master a skill.
The hard part is the feeling of incompetence that comes along with learning. Two things happened this week that made me think more about being bad at something new.
First was reading the work of Erika Andersen in an HBR post, which was the subject of my blog post yesterday. She wrote about how to identify the next skills you should learn.
In that was an angle on having to be bad at something before you can be good. The important thing, Andersen says, is to continue on through the bad phase so you can get to the good.
In fact, it’s the subject of her new book coming out this winter called Be Bad First: Get Good at Things Fast to Stay Ready for the Future. Sign me up. The pre-ordered book will download on my Kindle app on March 8.
In a Forbes post that may have inspired the book, she gives great strategies for How to Get Good at Things By Being Bad First. One of them is managing your self talk and being deliberately encouraging in how you speak to yourself.
That brings me to the second thing that happened this week. I’ve been trying different yoga classes, looking for 2 to do consistently each week. In addition to the serenity, stretching and balance benefits, I’m training to do paddle board yoga in the spring and summer.
And I’m moving through being bad into being good. One of my yoga instructors gave me a little smile this week when I at last managed to transition into Warrior II with the correct arm in front.
And my first experience with stand up paddle boarding last fall left me with a patch of broken skin on my thumb from holding the paddle the wrong way. The skin healed, and I figured out a better way to paddle.
Something the teacher in yesterday’s yoga class said made a big impression on me. He advised us not to condemn, judge or demand. If we let go of these mindsets and expectations, we will be calmer and happier.
These could apply to others. They could also apply to ourselves. By letting go of judging ourselves and demanding perfection, we are more free to experiment and learn.
That’s what Andersen is saying too. Most everyone will be bad at something when they first start. But by having faith in your ability to persevere and learn what you need to know, you can get good.
Another great book, What To Do When You’re New by Keith Rollag gives strategies for you to perform new things in front of people who aren’t familiar to you. Focusing on learning and getting better, rather than being good right away, is a great tip.
And his HBR article on being new gives good guidance on asking questions: consider what you want and why, determine whom to ask and if the time is right, ask short to-the-point questions and express thanks.
It’s humbling to recognize what you don’t know and what you need to learn. To try to ask the right questions, even when you don’t know what you don’t know. To take a crack at doing the new task. To learn from and recover from the inevitable mistakes. To start building competence.
This is what I’m doing in my new career role in marketing. This is how I navigate new community leadership roles. And this is how I approach my exercise classes. It’s not easy, but I keep moving forward.
As I learned from my yoga teacher, don’t judge yourself or demand perfection. Be kind to yourself and let yourself experiment. You’ll achieve much more, much faster and much better than you ever thought you could.
by Caroline Leach | Jan 30, 2016 | Change, Learning, Work/Life
With the torrential pace of change in our world, how will you decide what you need to learn this year?
Even if you’re not tackling a new job as I am, every field is changing rapidly. This makes lifelong learning an imperative for all of us.
Richard Bolles had an early inkling of this. While he’s better known as the bestselling author of the annually updated What Color is Your Parachute?, he also wrote The Three Boxes of Life.
In it he argued that we should not think about our lives in a linear fashion of education followed by work followed by retirement.
Instead, he advocated that all 3 boxes of life should be woven through every stage of our lives. This has never been more true than today, nearly four decades after the book was published.
Our education has to continue in parallel with our careers. For those who loved formal schooling, as I did, this is welcome news.
And for those who didn’t, there are many new ways of learning – by online courses, by doing and by observing, to name a few – that can make it more fun and intuitive.
And weaving in elements of retirement with its passion projects, travel and leisure refreshes and inspires us. This is why what we do on weekends is so important.
Thinking about all the things I need to learn in my new role, a Harvard Business Review post by Erika Andersen caught my eye this week.
How to Decide What Skill to Work On Next gives a great framework to focus your learning efforts. Andersen links the framework of Jim Collins‘ hedgehog concept from Good to Great with learning.
Collins found that great organizations have 3 areas of focus:
- What drives their economic engine
- What they can be the best in the world at, and
- What they’re most passionate about.
Linking that with learning, Andersen advocates asking yourself these questions:
- How can you learn and grow in a way that will help your company succeed? What will drive the bottom line?
- Of those areas, which ones could you become excellent at? If you’re good at similar things, those are ideal starting points.
- How passionate are you about those areas? And she shows that passion can be learned by looking at the benefits to learning and how it will create a better future for you.
This is not only a manageable and efficient way of making a personal learning plan, but it’s also inspiring and exciting.
It’s helping me narrow my focus and pick the highest-impact areas in my learning project. And it’s reassuring to know that I don’t have to learn everything, right away.
Like so many things in life, it’s about identifying the highest priority areas, taking initial actions, assessing progress and course correcting. It’s taking steps forward, day after day.
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