Persuasion and Presence for Program and Project Managers (1).pdf
- 1. Persuasion and Presence for Program and Project Managers Yunita Edukarir Indonesia 2024
- 2. Week I The Logic, Emotion, and Presence Triad
- 3. Aristotle's Rhetorical Triad Aristotle, a prominent ancient Greek philosopher, taught that a speaker's ability to persuade an audience is based on how well the speaker appeals to that audience in three different areas: logos (logical argument), ethos (credibility or presence), and pathos (emotional appeals).
- 4. Ethos - Credibility is Key: A speaker's credibility is fundamental. Without trust in the speaker, the message falls flat, regardless of logic or emotion used. Pathos - The Power of Emotion: Appealing to emotions (pathos) is crucial for a persuasive message. The ideal balance between logic and emotion can vary depending on the situation. The Blend of Logic and Emotion: Effective communication incorporates both logic (logos) and emotional appeal (pathos). Purely logical messages might be dry and uninteresting, while a touch of emotion can make them more engaging. Communication Triad
- 5. Logos : The Logic of Your Communication We need logical arguments to help persuade our audience. And we're using facts constructed in such a way to help people see what we want them to do and why we want them to do it. Syllogisms are how we generally construct arguments Gap analysis: Tool for Creating Logical Statements
- 6. Logos : The Logic of Your Communication The Five Components of Presentations ➢ The Title ➢ The Introduction ➢ The Opening ➢ The Body ➢ The Conclusion
- 7. Pathos: The Emotions of Your Communication Why Emotions are So Persuasive? The Neuroscience of Emotions Our brains are wired for emotions! A key part called the amygdala, shaped like almonds and located near the center, acts as an emotional hub. It scans for threats, processes emotions, and even tags memories with emotional labels for long-term storage. This amygdala works alongside the prefrontal cortex, responsible for logic and decision-making. Emotions help us prioritize information based on our goals, making them crucial for understanding both logic and emotional appeals in communication.
- 8. Pathos: The Emotions of Your Communication People fear losses more than they value gains Prospect Theory By framing your message around potential losses, you can create a stronger emotional connection with your audience
- 9. Ethos - Your Communication Presence What makes leaders persuasive? Credibility Presence Without a strong presence and the audience's trust in you, even the most logical arguments and heartfelt appeals fall flat. Five form of power 1. Coercive power 2. Legitimate power 3. Referent power 4. Expert power 5. Reward power
- 10. Ethos - Your Communication Presence Three ways to establish persuasive credibility: ➢ Showcase Your Achievements: Highlight your past accomplishments and qualifications to demonstrate your capabilities. ➢ Demonstrate Passion: Show genuine enthusiasm for your project or area of work. This passion can be contagious and inspire others. ➢ Communicate a Clear Vision: Articulate a compelling purpose and direction for your project or program. Answer the "why": Why are we doing this? What's the goal? How will we get there? Earning respect through servant leadership is a powerful way to project your presence.
- 11. The Elegant or Perfect Pitch Tool ● Define the Audience's Question(s): Identify what your audience truly wants to know. This ensures your message is relevant and addresses their specific needs. ● Craft the Core Idea: Develop a central message that answers the audience's questions. This core idea should include both the logical arguments (hypothesis) and the emotional appeal (button) to make it impactful. The "button" answers why the audience should care. ● Build the Story: ○ Pyramid Structure: Start with background context, then describe what has changed, and finally present your core idea as the solution. ○ Column Structure: Start with the core idea at the top, followed by 2-3 supporting points that explain and reinforce it. ● Align with Communication Models: The Elegant Pitch aligns with the communication model "know-why, know-what, know-how" (Understanding Triad).
- 12. Week II Building an Effective Presence
- 13. Stage Presence John Maxwell's Level Five Leader (stage presence for Project or Program Manager) ● Level One - Position ● Level Two - Permission ● Level Three - Production ● Level Four - People Development ● Level Five - Pinnacle Tips Becoming a Level Five Leader ● Develop humbleness ● Ask for help ● Take responsibility ● Develop discipline ● Find the right people ● Lead with passion
- 14. Establishing Trust through Your Words Covey's Trust Tax The trust tax is the extra time and effort you expend based on how much you do not trust someone Six Ways to Build Trust 1. Building trust takes hard work. 2. Be honest and supportive. 3. Be quiet at times. 4. Trust is all about consistency. 5. As a leader, model the trustworthy behavior you seek. 6. Build-in accountability. "Trust but verify," How to Rebuild Trust When It Is Broken?
- 15. Building Trust at a Distance How to Build Trust Online 1. Use meeting to connect people 2. Praise people in public 3. Delegate task in public 4. Mix up team assignments 5. Use technology fully 6. See something, say something Three O's Model of Leadership: outcomes, others, and ourselves Eikenberry and Turmel's The Long-Distance Leader: Rules for Remarkable Remote Leadership
- 16. Nonverbal Trust Building How to build trust nonverbally? The Ways We Communicate Nonverbally ● Our appearance ● Gestures ● Paralinguistics People will pay more attention to nonverbal communication than what is said ● Eye Contact ● Mirroring
- 17. Build on your strengths How to Up Your Presence Game Five Ways to Build Stage Presence ● It's not about you. It's about your message ● Make the audience feels safe ● Giving the audience what they want or need ● Leave your comfort zone ● Try an alter ego JOHARI WINDOW MODEL Video yourself TIPS Active in professional associations. Obtain an accountability partner
- 18. Week III Using Emotions in Good Communication
- 19. How Emotion Work in Communicating Flashbulb Memory When we're trying to communicate with people and persuade people, we want to include some emotion in our message to help people remember. The Neuroscience of Attention in Memory ● Sensory memory ● Short-term memory ● Long-term memory Most of our memories that we can recall have some emotional component. Aristotle put pathos (emotional appeal) into his rhetorical triad because of the importance of emotions in persuasion.
- 20. Crafting an Emotionally Compelling Message Emotions in the Understanding Triad Emotions help us decide what's important by giving value to different outcomes. As program and project managers, it's crucial to analyze the potential impact of your proposal on stakeholders, customers, and team members. Consider both the losses and gains they might encounter. What is the balance of losses to gains?
- 21. Crafting an Emotionally Compelling Message Value Proposition Canvas Customer jobs are the tasks that the program or project team must complete to deliver the program or project product. Once you understand the customer jobs, gains, and pains, you can create products and services that are gain creators and pain relievers Your logical arguments will be vital to your proposal but make sure that logic addresses the audience's pains and gains.
- 22. Communicating Bad News The Five Ws and How to Communicate Bad News ● What happened? ● Why did it happen? ● When did it happen? ● Where did it happen? ● Who did it happen to? ● How did it happen? Four Steps to Rebuild After a Disaster or a Bad News Event 1. Acknowledge the negative impacts 2. Validate people's perceptions 3. Holding crucial conversations 4. Bring in everyone and be inclusive
- 23. Blending Logos and Pathos Logic and Emotions in Objectives and Key Results (OKR) An Objective is a qualitative statement that has an emotional impact for organization in terms of pains or gains. The key results are the logical statements used to quantify progress toward achieving the objective. Logic and Emotions in Program and Project Visions An Objective is a qualitative statement that has an emotional impact for organization in terms of pains or gains. The key results are the logical statements used to quantify progress toward achieving the objective.
- 24. Week IV Psychological Safety and Persuasion
- 25. Project Oxygen Google found that middle managers have essential roles to play in building high performing teams. The Ten Essential Manager Behaviors ● A good coach. ● Empowers the team and does not micromanage the team. ● Creates an inclusive team environment showing concern for success and well-being. ● Productive and results-oriented. ● Good communicator because they listen and share information. ● Supports career development and discusses performance with their team members. ● Has a clear vision and strategy for the team. ● Has to have key technical skills to help advise the team. ● Collaborates across silos. ● A strong decision-maker.
- 26. Project Oxygen What Makes a High-Performing Team? A great high performing team has five components 1. Psychological safety; team members feel safe to take risks and be vulnerable in front of each other 2. Dependability; team members know that they can meet each other's needs and can depend on each other 3. Structure and clarity; team members know their roles and how all the team member's roles fit together 4. Characteristic was meaning. The work is personally important to the team members and has meaning to them personally 5. Impact; the team members know that the work their doing influences the organization and society. They're creating change and their work matters.
- 27. Defining Psychological Safety ● Assessing if team members are dependable and reliable. ● Predicting team members' behavior and commitment fulfillment. ● Focused on the reliability of other team members. ● Taking risks and trying something new. ● Relying on team members to support and back up during trial and error. ● Focused on feeling safe to take risks in front of team members. Trust is about dependability and predictability of others. Psychological Safety is about feeling safe to take risks and make mistakes. The Difference Between Trust and Psychological Safety
- 28. Building Psychological Safety Key Antecedents: ● Role clarity ● Peer support ● Interdependence ● Learning orientation ● Positive leader relations Signs of Psychological Safety: ● Freer sharing of information ● Satisfaction with work and contributions ● Observing learning behaviors (seeking knowledge, experimenting, reflecting) ● Increased engagement (with team, leaders, and customers) ● Improved team performance
- 29. The Two Behaviors of High Performing Teams 1. Conversational Turn-Taking: ● All members speak for roughly the same amount of time. ● Everyone has an opportunity to share their opinions. 2. Ostentatious Listening: ● Team members listen actively and ask probing questions. ● Reflection on teammates' input to create real understanding.
- 30. Building Psychological Safety on the Project Team Steps to Build Psychological Safety 1. Understand Individual Preferences: ● Get to know team members' preferences and ways they like to be treated and rewarded. 2. Encourage Curiosity and Experimentation: ● Promote taking calculated risks to learn and improve. 3. Encourage Constructive Conflict: ● Focus on productive disputes about improving work, not personal conflicts. ● Use ostentatious listening and conversational turn-taking. 4. Create Trust: ● Build trust within the team as it complements psychological safety. 5. Value Effectiveness Over Efficiency: ● Prioritize delivering impactful project results over merely meeting time and budget constraints.
- 31. Psychological Safety with Logos and Pathos Combining psychological safety with logic and emotion Black Box Thinking : Emphasizes learning from mistakes and accidents to prevent recurrence. Lean Startup Model: Involves continuous experimentation, starting with a hypothesis, building a product, measuring success, and pivoting based on results. Design Thinking: Focuses on developing empathy with customers, understanding their needs, testing hypotheses, and refining solutions based on customer feedback. The Two Loops of Personal Accountability: Psychological safety fosters personal accountability, allowing team members to recognize, learn from, and avoid repeating mistakes. Without psychological safety, team members may fall into a "victim loop," denying mistakes, blaming others, and resisting learning.
- 32. Psychological Safety with Logos and Pathos The Experiment Canvas: ● A practical tool to encourage learning from experiments methodically. ● Records assumptions, hypotheses, experiment setups, results, and future actions.
- 33. Troubleshooting Psychological Safety Issues Scenario: A project assistant made a major assumption, omitting critical tests, causing the project to end two weeks early and disrupting resource scheduling. Determining an Honest Mistake: Use the Plan, Do, Check, Act (PDCA) tool from Quality Management for investigation: ● Plan: Review the assistant's planning process. ● Do: Examine the actions taken post-planning. ● Check: Assess the outcomes of these actions. ● Act: Identify what could be done differently next time.
- 34. Troubleshooting Psychological Safety Issues Learning from the Mistake: ● Encourage Psychological Safety: Foster a culture where risks are taken without fear of punishment for honest mistakes. ● Retrospectives and Reviews: ● Conduct retrospectives to analyze the mistake within the context of knowledge and resources available at the time. ● Apply the Agile Prime Directive: "Everyone did the best job they could given their knowledge, skills, and resources at the time." Building Understanding and Communication: ● Emergent Model of Communication: Focus on shared understanding within the team. ● Understanding Triad: Ensure everyone knows the "know-what," "know-how," and "know-why" of tasks and goals. ● Aristotle's Rhetorical Triad: Use ethos, pathos, and logos to enhance communication. ● Psychological Safety Practices: ● Ostentatious Listening: Actively listen and ask probing questions. ● Conversational Turn-Taking: Ensure all team members have an equal opportunity to speak.