| Exceptional leaders are effective at inspiring and | | | | mind of someone is a direct assault on his or her |
| influencing large groups of people. Leaders at the | | | | point of view. When you go in determined to |
| top often need to change the minds of others so | | | | change someone, you are triggering |
| that everyone is aligned with the vision and | | | | defensiveness.Gardner advises us to pay attention |
| strategy. | | | | to unspoken cues and listen carefully to the |
| Getting people to replace one frame of mind with | | | | perspective of the other person. |
| another is difficult when you are working with | | | | Even the most eloquent argument is likely to fail if |
| large groups. Howard Gardner, a MacArthur Fellow | | | | you lack insight about the person you are trying |
| genius award winner and author of Changing | | | | to sway. The real trick is to take the perspective |
| Minds, has studied what works for heads of state | | | | of the other. Once you understand the resistance |
| and corporate CEOs: When one is addressing a | | | | of someone, you can try to find a common |
| diverse or heterogeneous audience, the story | | | | solution. |
| must be simple, easy to identify with, emotionally | | | | 4. Appealing to Emotions |
| resonant, and evocative of positive experiences. | | | | Emotional persuasion is not taught in business |
| What are some of your strategies for changing | | | | schools, nor does it come easily to the engineers, |
| the minds of people in your organization? | | | | scientists, lawyers, physicians, accountants and |
| Changing Minds in an Organization | | | | managers who run organizations. Most CEOs have |
| When change is introduced to the members of a | | | | higher educations and are trained in statistical |
| organization, leaders will experience greater | | | | analysis to a degree that allows them to make |
| success when they: | | | | sound decisions. They must then convince others, |
| 1. Make good use of narrative, telling stories to | | | | using as many methods as possible not just the |
| which people can relate. | | | | facts. |
| 2. Present data using facts and emotions. | | | | Because of the way the brain learns, messages |
| 3. Express a clear understanding of areas of | | | | have a better chance of being retained when our |
| resistance. | | | | emotional centers are engaged. When individuals |
| 4. Achieve emotional resonance with people | | | | experience a positive emotional resonance with |
| whose buy-in is required for successful change. | | | | the person trying to change their minds, they are |
| 5. Give people opportunities for ongoing support | | | | more easily persuaded which is a phenomenon |
| and dialogue. | | | | that can occur even in the absence of reasonable |
| 1. The Power of Stories | | | | facts to support change. |
| Stories can be a key element in changing minds. | | | | 5. The Power of Ongoing Communication and |
| In a story, you have a main character, ongoing | | | | Support |
| activities to achieve a goal, a crisis, and a | | | | Change feels more natural when you have |
| resolution. | | | | participation and engagement at all levels. Your |
| Leaders must analyze the current situation, | | | | goal? It is to introduce ideas into the mainstream, |
| determine what needs to change, and envision an | | | | without excessive use of authority. When more |
| altered state of affairs. They must then create a | | | | people can contribute to finding solutions and |
| convincing narrative and present it to those | | | | helping each other, there is a better chance of |
| whose minds they hope to change. | | | | achieving real behavioral change. The more people |
| Success will depend on various factors, including | | | | communicate and support one another, the easier |
| the effectiveness of the narrative, the ways in | | | | it is for everyone to stay on track. |
| which it is convincingly conveyed, and the extent | | | | Change initiatives are more likely to fail when |
| to which leaders and those around them actually | | | | there are no ongoing discussions or support. This |
| embody the presentation. The more personal and | | | | is why 90% of cardiac patients revert to |
| authentic the story, the more people will identify | | | | unhealthy habits after their heart attacks, despite |
| with common themes. | | | | overwhelming evidence that points to a need for |
| 2. The Power of Variety | | | | change. In one 1996 study by Dr. Dean Ornish, |
| Your level of familiarity with a concept determines | | | | president of the Preventive Medicine Research |
| how we successfully process and accept it. | | | | Institute in Sausalito, California, 77 percent of |
| Delivering the same content in multiple forms is a | | | | heart patients managed to sustain behavioral |
| powerful way to change the minds of people, | | | | lifestyle changes and avoid surgery after three |
| which may explain the popularity of PowerPoint | | | | years by participating in a twice-weekly program |
| presentations. | | | | that offered support and training. |
| People must not only hear the message, but also | | | | In summary, changing minds is not easy, but |
| see it often in the form of images, graphs, and | | | | there are clear methods for increasing the |
| diagrams. For example, many motivational | | | | probability of effecting real behavioral change. |
| speakers use music, humor, and strong emotional | | | | Working with a seasoned executive coach trained |
| stimulation to deliver their messages and inspire | | | | in emotional intelligence and incorporating leadership |
| action. | | | | assessments such as the BarOn EQi and CPI 260 |
| Using more than one delivery method gives | | | | can help you become a more inspirational and |
| people an opportunity to form mental | | | | influential leader. You can become a leader who |
| representations in their preferred learning mode. | | | | models emotional intelligence and social intelligence, |
| Some people do well with logical arguments, while | | | | and who inspires people to become happily |
| others require an emotional connection. | | | | engaged with the strategy and vision of the |
| 3. The Power of Resistance | | | | company. |
| What never works when trying to change the | | | | |