Researchers have been studying persuasion and what causes us to buy-in to an idea or action for over 50 years. While we’d like to believe that we consider all the available information to guide our thinking, in actuality we use shortcuts. According to Dr. Douglas T. Kenrick, PhD, we often make a decision using six shortcuts:
- Authority – credible expert (referral, introduction)
- Likeability – trusted friend (people who are similar, complimentary, cooperative)
- Reciprocity – obligation (response to gift or favor)
- Consistency – alignment with existing beliefs or prior commitments
- Consensus – popular
- Scarcity – access to scarce commodity (benefits)
The successful leaders I work with practice ethical persuasion in their leadership: they are transparent, honest, vulnerable and accountable. They understand that the way to persuade their employees is through collaborative planning and two-way communication. The most persuasive, and effective leaders avoid these communication missteps:
- The procedural top-down approach: When managers decide to pass along only the information they believe their people “need to know,” barriers are erected. Filtered information always creates contradictions and errors. The narrative is often spun to soften its effect, depending on the audience. These things erode trust. Without trust, people tune out, grumble and become less engaged. At the far end of the spectrum, they stop caring.
- Negative mindset: Gallup’s Vibhas Ratanjee notes that if leaders present the need for change under a negative, fix-it mindset, employees become focused on what’s wrong with the company, rather than what’s right. If the leadership approach is from a crisis-management perspective, employees formulate a negative impression of their workplace and leadership. This not only stifles buy-in, but may advance desertion.
- Leaders only inform select people: This sends the message that some are more privileged than others. Instead of an equal opportunity for involvement, the “privileged” continue the selection process as they see fit. The disconnection, distortion and discord resulting from this give rise to a resistance of the plans a leader wishes to implement.
What do you think? What examples of ethical persuasion do you see in your organization? Would everyone agree you have sufficient communication? I’d love to hear from you. You can call me at 561-582-6060, let’s talk. And as always, I can be reached here or on LinkedIn.
