More Leadership Approaches
Today, I am continuing to illustrate the different approaches leaders take, depending on the circumstances:
The Emotional Approach:
You use your natural charm, charisma or enthusiasm.
Use emotion when:
• You want others to feel part of an exciting project
• You want to fire up someone’s motivation
• You are truly enthusiastic about an idea
This approach works when your influence becomes a genuine extension of your own feelings and beliefs. Appealing to the long-term effects of your ideas, you will reinforce their continuing value.
Do remember though that emotional appeal carries risks. It can leave a nasty taste in the mouth. Painful memories linger longer.
The Assertive Approach:
You ask directly, clearly and confidently for what you want, or don’t want.
Be assertive when:
• You want to influence autocratic people, bullies, stick-in-the-muds
• You want to influence behaviours
• You need to act and initiate, rather than react
Assertiveness can have a lasting effect, especially on those who least expect it from you. Any resistance is met by your persistence.
Assertive influence carries little or no risk.
The Passive Approach:
You win the day by being submissive, by not overtly influencing.
Remain passive when:
• You want to influence others through personal demonstration
• You want to avoid unhelpful confrontation
• You have tried all the other approaches
As you quietly demonstrate desired behaviours, others can see for themselves the value in following your lead. Many potential confrontations with power or authority demand submissive influence, which can pay positive dividends.
The downside is that your submissiveness may leave you with feelings of low-esteem. Can you live with this?
The Sales Approach:
You use good old-fashioned salesmanship.
Use salesmanship when:
• You know that the other person expects to be sold to
• You need to show the benefits your suggestion will produce
• You enjoy selling ideas
Draw out their point of view, understand their needs, demonstrate that you empathise; minimise resistance by showing how their ideas dovetail with your own; show how they will benefit.
Do realise though that logical or submissive people often hate an overt sales approach and may work hard to wreck your plans.
The Bargaining Approach:
You trade concessions in order to reach a mutually acceptable conclusion.
Bargain or negotiate when:
• You are both equally keen to go ahead with the idea
• You are happy and able to offer a few concessions
• You want to reach a win-win conclusion
Don’t just share the cake – make it a bigger one. Your success as a fair negotiator will help cement the relationship.
Aim too low and you’ll end up even lower. Over collaborate and you may regret giving too much away. Always trade concessions.
No sooner do I recommend one of my chums to you – yesterday it was Kevin Dwyer – than I feel compelled to highlight the work of another:
I have admired Wally Adamchik for some time and always look forward to receiving his newsletter – “The Blaze”
He is the President of FireStarter Speaking and Consulting and serves today as a consultant, speaker, and author. His new book,“NO YELLING-The Nine Secrets of Marine Corps Leadership” is getting rave reviews.
That doesn’t actually do him justice: I would suggest he is one of the most successful and dynamic leadership speakers in the world today – I recommend you check him out here.
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POSTED IN: Leadership Skills
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