changingminds.org

How we change what others think, feel, believe and do

 

Disciplines

 

Techniques

 

Principles

 

Explanations

 

Theories

 

 

Home

 

Blog!

 

Quotes

 

Guest articles

 

Analysis

 

Books

 

Help us

 

Links

 

 

Please help
and share:

 

The Language of Leaders, part 1

 

Guest articles > The Language of Leaders, part 1

 

by: Deb Calvert

 

Language is one of the most powerful tools that we humans use to distinguish ourselves one from another. When we choose words carefully, we are viewed as being in command, powerful, as we describe the world around us. Leaders go one step further. They use words to produce a world and a future that would not otherwise exist. We choose to follow others who paint pictures and compelling images of what could be.

These words (illustration, left) appeal to individuals. These words evoke positive emotions that inspire us and imply a promise of something we yearn for. They get right to our core, our innermost needs. By using these words authentically, a leader causes us to believe in ourselves and in the leader.

Of course, it is not advisable to use words as weapons. Because these words do persuade and have a certain power, they should be used judiciously and selectively. It is irresponsible to use these words only as a way to manipulate or trick others. A leader’s power, when gained by hollow words, will soon diminish as he or she is exposed for not making good on the promises and possibilities that were so compelling.

It has been said, for this very reason, that talk is cheap. So leaders may need to do more in order to be persuasive.

The strongest leaders, those who inspire followers over a long period of time, are those who make good on the promises they put out there. They start with the language of leaders, but they sustain through their actions. Their follow through is at the heart of their credibility.

Here are ten ways you can improve your leadership language. In our next blog post, we’ll add ten more techniques to this list.

  1. When speaking, relate the new ideas to something that is more familiar. Make links to what is better known and more comfortable so people have a safe starting point.
  2. Start out with the most important information. Given the choice between a slow build and a strong opening, go with the high-impact opening every time. It will get the attention you need so that you can follow up with the history, details or background information needed for context.
  3. Create a picture. Many people are visual. They need to “see” something to understand it. More so, they need to see themselves in the picture in order to understand the relevance and importance for them.
  4. Be sure to use actual examples. While some people have an interest in and desire for the “out there” abstracts, others have a low tolerance for anything that seems untested. Be sure, for them, to include concrete data, examples, precedents and tiebacks.
  5. Use plain, simple language. Words are more powerful when they are understood. What’s more, to inspire large groups, you need to have common understanding. People may not have time to process complex ideas. So go for what’s clear.
  6. Since you are inspiring others with persuasive language and even painting a verbal picture that includes them in that picture, don’t leave them hanging by failing to include a call to action. Once stirred, people desire an opportunity to do something with their passion. Outline those next steps at the same time you’ve shared your vision.
  7. Strong statements have an active voice rather than a passive one. To be convincing and compelling, be sure to phrase your sentences with an action verb and an ownership noun. Say “We shall overcome” rather than “it shall be overcome.”
  8. Anticipate the unasked questions and answer them even before they have been posed. Remember that no one wants to be left with a feeling of uncertainty and everyone wants to know “what’s in it for me.” The unasked questions will likely center on those two themes, so put some thought into those questions and your answers. Then weave your story in a way that directly addresses those issues.
  9. Don’t be shy about appealing to basic human needs. If people are hungry, homeless, feeling disconnected or experiencing a lack of stability in their lives, then you can’t expect them to be interested in a higher cause. Basic human needs must be met before next level needs will be of interest.
  10. Be yourself. You will never speak any words that are more powerful than your own. Your convictions, your voice, and your authentic self are nobler and more appealing than you think. Try speaking from your heart instead of over-thinking what you will say and getting in your own way.

When you employ these tips, you will be persuasive and effective in getting your ideas across to others. You will be seen as a leader.

 


Deb Calvert is President, People First Productivity Solutions

www.peoplefirstps.com

408-779-0195


Contributor: Deb Calvert

Published here on: 02-Jun-13

Classification: Development, leadership

Website: www.peoplefirstps.com

 

More Kindle books:

And the big
paperback book


Add/share/save:


 

 


Save the rain


 

 


SalesProCentral

 

Contact Caveat About Students Webmasters Awards Guestbook Feedback Sitemap Changes

 

 

Quick links

Disciplines

* Argument

Brand management

* Change Management

Coaching
+
Communication

Counseling

Game Design

+ Human Resources

+ Job-finding

* Leadership

Marketing

Politics

+ Propaganda

+ Rhetoric

* Negotiation

* Psychoanalysis

* Sales

Sociology

+ Storytelling

+ Teaching

Warfare

Workplace design

 

Techniques

+ Assertiveness

* Body language

* Change techniques

* Closing techniques

+ Conversation

Confidence tricks

* Conversion

* Creative techniques

* General techniques

+ Happiness

+ Hypnotism

+ Interrogation

* Language

+ Listening

* Negotiation tactics

* Objection handling

+ Propaganda

* Problem-solving

* Public speaking

+ Questioning

Using repetition

* Resisting persuasion

+ Self-development

Sequential requests

Stress Management

* Tipping

Using humor

* Willpower

Principles

+ Principles

Explanations

* Behaviors

+ Beliefs

Brain stuff

Conditioning

+ Coping Mechanisms

+ Critical Theory

+ Culture

Decisions

* Emotions

Evolution

Gender

+ Games

Groups

+ Identity

+ Learning

Meaning

Memory

Motivation

+ Models

* Needs

+ Personality

+ Power

* Preferences

+ Research

Relationships

+ SIFT Model

+ Social Research

Stress

+ Trust

+ Values

Theories

* Alphabetic list

* Theory types

 


  Changing Minds 2002-2013

  Massive Content -- Maximum Speed

TOP