Persuasion...ON Purpose!

"Persuasion should not be about SELLING bridges but BUILDING them." Mark Myette

We continue our journey through SERVANT LEADERSHIP. This week we discuss the competency PERSUASION.

Persuasion is our fifth principle in the ON Purpose! series. Persuasion, like the four principles before it, is an art form. Like with anything else that involves art, persuasion is one of those principles that have to be honed over time in order to be effective. 

Persuasion

Defined in the ever day context according to Merriam Webster: Persuasion - 1: the act or process or an instance of persuading; 2: the condition of being persuaded; and 3:  an opinion held with complete assurance;

Defined in the servant leadership context: "Persuasion is seen as a way to convince others, not through positional authority or compliance through coercive tactics. Persuasion in this manner distinguishes the leadership between the authoritarian model and the servant leadership model. Servant-Leaders are effective at using persuasion for building bridges."

Robert Greenleaf observed when faced with a difficult decision, effective servant leaders facilitate the decision instead of making the decision. Greenleaf added the servant leader was persuasive through effective consensus-building.

Consensus Building

Consensus building (also called collaboration or collaborative problem solving or "alternative dispute resolution") is essentially the mediation of multiple points of view - which may involve conflict - and involves multiple parties and also multiple - sometimes complex - issues. 

So taking Greenleaf's lead, the servant leader acts as a mediator. He/she does not make a decision about who is right or wrong or what the best outcome should be. Instead, the servant leader helps those involved hold constructive discussions by calling meetings, establishing a framework for the negotiation within which all parties agree to participate, and facilitates communication in and between meetings.

So how can someone practicing servant leadership build consensus?

First, the servant leader uses his/her other competencies - like clubs in the golf bag - to help build consensus. e.g. Authentic Listening is required to understand why there is a lack of consensus. 

- Lack of information?
- Differing opinion?
- Past conflict / personality clash? 

If so, self-awareness - to "steer" his or her strength(s) - authenticate listening and empathy are all needed to understand various points of view to the servant leader. 

What's Needed For Effective Consensus Building

The following prerequisites and strategies will increase the likelihood that consensus‐building can be successful in multi-dimensional / complex issues:

• Engagement - all critical stakeholders are willing to participate;
• Insight - early in the process, together participants share information and seek information;
• Mutual compromise - all gain something they value in the process while NOT compromising their basic value(s);
• Respect for others - interests are identified and communicated; multiple options are encouraged, and parties discuss evaluation criteria;
• Shared authority - all parties have authority to make commitments;
• Timing - the issue is "ripe" for resolution; there is a deadline or urgency for decision; and the time necessary for negotiation is available;
• Transparency - the process is transparent and communication with broader interests occurs throughout;
• Trust - participants agree on the process structure and goal, including a definition of the problem;

By working to build consensus, a servant leader empowers team members to express disagreements and collaborate on outcomes.  This, ultimately, leads to better and more informed decisions.  It also builds internal support for a decision. Those who participate in a decision are much more likely to embrace / support it.  If done well, the result is immediate and effective execution.

Closing

No doubt, persuasion - in the form of consensus building - is difficult.  It takes time and effort to build consensus.  It takes humility and compromise to lead a team through a decision making process.  The must-haves for the leader who builds consensus:  listen, find common ground, and embraces ideas not their own. If these must-haves can be met, it can be a powerful servant leadership competency that will yield positive outcomes, including:

• Better decisions - empowered by multiple perspectives and insights;
• Fully engaged and motivated team members;
• Organizational buy-in (even to difficult decisions);
• Effective communication - about the what and the why of the decision;
• Accelerated results - due to the advantages noted above!

Persuasion, when applied the right way, will greatly benefit the servant leader and all parties involved.

My best to your quest!

Mark
​I believe each of us is a gift. I create trusted relationships where individuals, teams and leaders NAME, CLAIM and AIM their gifts to achieve optimum performance.

​Interested to Learn About Yourself or Your Team? Mark is a Certified CliftonStrengths Coach and TotalSDI Facilitator and happy to discuss your situation

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