Posted by Aleksandar M. Velkoski on April 18, 2009 under General Leadership | 
When I was a senior in my undergraduate program, I enrolled in an advanced communications course called Professional Presentation Strategies. The course focused on teaching students how to approach effective communication through storytelling. For me, this was a novel concept. I always thought of storytelling as something that we did around a camp fire. However, the reality of the matter is that storytelling can be an excellent way to effectively communicate ideas to others.
Storytelling is not, by any means, a brand new concept. Storytelling has been a big part of human oral tradition for thousands of years. As a matter of fact, storytelling is particularly influential in my cultural heritage (and has been for a very long time). From my personal experience I can say that my parents are master storytellers. When I look back a generation or two preceding my parents, I find even more skillful storytellers. And, let me clarify for a moment: by storytelling I do not mean telling an embellished narrative for entertainment or any other purpose. What I do mean by storytelling is the ability to convey meaning through a description, account, or narrative.
As time has passed through the ages, we have relied less on oral tradition and more on writing to convey meaning. Through this transition, new generations have lost their natural human ability to craft and use story (I’ll include myself in this category). Storytelling is so much more than creative speech and leaders can use story to effectively convey meaning.
Take, for example, a leader that wants to communicate to his people that both ethics and integrity are required within the organization. Not only does he believe that ethics and integrity are required within the organization, but also he wants to make these two items cultural norms within the organization. He sends out a memo, which everyone reads, directly stating that fact. And, his actions complement his statements. How effective do you think this leader will be in his direct communication? Say that instead of communicating directly in the above manner, this leader decides to tell a story about why ethics and integrity are so important to him and why the organization should follow. Perhaps a story about Enron is told, and the hardships faced by its people due to poor ethical standars? Perhaps a story about an ethical organization is told to highlight the advantages? Perhaps some other story is told or a personal experience. How effective, in comparison to a direct communication, do you think this leader will be in conveying meaning? In influencing his people? How effective was the above story in conveying meaning? Influencing you?
Storytelling is an art. What do you think about this concept? Can you provide an example of how storytelling was used in your organization, or life, to effectively convey meaning? Did it work? Looking back in time, with storytelling as a frame of reference, have you used story to convey meaning to others and not consciously know it? Was it effective? I’d like to hear your thoughts.
Posted by Aleksandar M. Velkoski on March 29, 2009 under General Leadership, Leadership Development, Power & Influence |
Here at The Prime Leader, we’ve talked a lot about some of the more popular topics related to the study and practice of leadership. For this post, however, I’d like to focus on a more fundamental topic of leadership studies – communication and, more specifically, the ability to convey meaning. Although the ability to convey meaning is a major topic in the study of communications, those who study and practice leadership tend to neglect it (not because they don’t understand its importance, but because other topics tend to dominate the field – and, in many ways, rightfully so). Nevertheless, I find it key to continually revisit some of these more unique and less talked about aspects of leadership.
Most of us would agree that messages communicated by leadership need to be communicated effectively. Why? Well, because if messages are not communicated effectively, they can be completely lost. If messages are lost objectives will, without question, be botched. What can be more fundamentally devastating to an organization than botched objectives? Without the ability convey meaning, the leadership process is completely ineffective. If your organization (or team, or whatever it happens to be) is frequently failing to meet its objectives, and exceed expectations for that matter, revisit communication in the leadership process.
With that said, how do we, as leaders, properly convey meaning? We should:
- Make Messages Memorable
- One way to properly convey meaning is by making messages memorable. In order for a message to be memorable, it must have the ability to be summarized briefly. It should provide guidance regarding how individuals are expected to perform, what rules bind them, and what organizational and cultural norms apply.
- Communicate Consistently
- Another way to properly convey meaning is by communicating consistently. If you deliver a message to a subordinate and then change your mind (thus delivering a second message) – then maybe even a third - is it really possible to effectively convey meaning?
- Time Messages Appropriately
- Another way to properly convey meaning is by timing messages appropriately. An improperly timed message will undoubtedly be lost. A common rule is that key messages should be communicated either earlier-on within a discussion or late within a discussion (as those tend to be the freshest in the mind).
- Choose the Proper Communication Style
- Finally, in order to properly convey meaning one must deliver a message in the proper communication style. Some messages can be more influential if communicated in person. Other messages may be more effective in written form. Adjust your communication style according to your objective.
In conclusion, the ability to convey meaning is an important part of the leadership process. A leader that can communicate effectively, and that can convey meaning, is one that will be more successful and influential. The next time you intend to communicate an important message, take a step back and ask yourself: “am I about to communicate memorably, consistently, at the right time, and with the right communication style?” If you utilize these checks before you deliver a message, you will likely communicate effectively and properly convey meaning.
Posted by Aleksandar M. Velkoski on February 22, 2009 under General Leadership, Leadership Development, Power & Influence |
A few weeks ago we discussed Power and Influence. We first defined power and influence and then identified several key sources of leadership power. I’d like to go back to our discussion of power for a moment so that we can cover, more specifically, expert power. Expert power is power that manifests itself in knowledge, information, and understanding. It is power that is demonstrated through making sound decisions. Expert power is most probably the greatest influencer on followers. And, it is, as a result, almost certainly the most effective source of power. When someone says “knowledge is power,” they’re definitely not being deceitful.
It seems as though followers are most persuaded by leaders that have the right answers. Take a look around your organization for a moment. With whom do most individuals show agreement? With whom do most individuals show disagreement? If your organization is like most others, then you’ll notice that individuals most agree with someone they observed succeeding. And, they most disagreed with someone they observed failing. Why does that matter? It matters because those with the knowledge and expertise are, most of the time, the ones demonstrating solid judgment and decision making and thus are the ones succeeding. Consequently, it is those individuals, the ones that exert expert power, that most influence others within the organization.
Below are a few examples of how you can apply expert power:
1. Give sound technical suggestions.
2. Share your experience and knowledge with others.
3. Share your training experiences with others.
4. Provide others with good career advice.
5. Provide others with technical aid.
Before you can apply expert power, however, you must gain it. Part of gaining expert power relates to how heavily you can immerse yourself in study, experience, and training. It’s pretty hard to give sound technical suggestions and assistance if you’re not technically adept. Likewise, it’s pretty hard to provide others with good career advice if your career is heading nowhere. Expert power is something that each and every one of us can gain. Over time, who is, and who is not, the “expert” within your organization changes. And, there are various experts for various topics. Take advantage of that. However, you have to be proactive. You have to be proactive in gathering the knowledge, experience, and skills that you need to become an expert. If you intend to have any influence over others, consider expert power.
Posted by Aleksandar M. Velkoski on January 4, 2009 under General Leadership, Power & Influence |
Power: the ability to do or act; capability of doing or accomplishing something. Influence: the capacity, or power, of persons or things to be a compelling force on, or produce effects on the actions, behavior, and opinions of, others. Both power and influence play a major role in the leadership process. And, neither concept is specifically confined to a leader (i.e. followers can exert power and influence – sometimes greater than that of a leader). However, what are the sources of power and influence in leadership? How does one develop power? How does one develop power even if not in a position of authority? Let’s attempt to better understand these questions.
First, we should outline the main difference between power and influence. Simply put, summarizing the above, power is the capacity to cause change, whereas influence is the degree of actual change in a target individual’s attitudes, values, beliefs, or behaviors. Where does an individual’s power and influence come from? You may, or may not, be surprised to know that there are various types of power and influence and they can come from a variety of sources. The major sources of power and influence are as follows:
• Expert Power: this type of power represents the power of knowledge. Through expertise in a field or study, whether through experience, books, or a strong combination, an individual develops power and the ability to influence others.
• Legitimate Power: this type of power represents an individual’s official authority through some type of high-level, or influential, organizational role. In this case, an individual’s power is provided by his organizational role.
• Referent Power: this type of power represents the power of collaboration. Through strong relationships, an individual can exert influence on other individuals, or on other members of a team, regardless of organizational level or expertise.
• Reward Power: this type of power represents the power over resources. In this case, an individual’s power is provided by his ability, within an organization, to reward actions or behaviors.
• Coercive Power: this type of power represents the opposite of Reward Power: i.e. it is power gained though an individual’s ability to administer punishment or negative sanctions.
Although the above are the key sources of power, it’s important to note that something as seemingly small as the height of a podium, or the position of a desk, could greatly affect how an individual’s power is perceived. If you’re trying to develop power and the ability to influence others, be sure to understand your strengths and weaknesses within your organization. First, assess if you already have power. Do you have legitimate power? If not, do you have expert power? How about referent power? If you do not have power through any of the above means, focus on the immediate source of power in which you have the greatest ability to attain. In doing so, note that not all types of power and influence are positive. At one point or another, you’ll need to use all of your sources of power. However, if your only source of power is coercive, and if that is the only source of power you rely on to influence others, you may end up hurting yourself more so than not. In that case, investing more time in developing other sources of power would be advantagous.
