1. Chartered Management Institute Eastern Regional Convention May 12 th 2006 “Why people don’t think and managers can’t lead!” Presented by Stephen Walker

2. Workshop Overview Why people don’t think about what you say Communication as the barrier to motivation Poor motivation blocks leadership

3. The Leadership Concept Leadership training Leadership skills are situation contingent Leadership is an abstract label

4. Leadership Leadership / performance is as attitude / behaviour Performance is caused by behaviours The Leader exhibits high performance behaviours

5. High performance behaviours Leadership is a set of tools not a single skill Apply the right tool in the situation Understand “performing” to choose the best tool

6. Creating high performance behaviour Tailoring individual behaviour Creating the motivation – the willingness to act Communicating new facts

7. Communication processes Formal – spoken or written Informal – corporate or personal body language Content: Formal – 20%; Informal – 80%

8. Communication

9. Thinking processes Brain models - 100 billion neurons, 10,000 synapses Digital computer model Analogue computer model

10. How do you make a decision? GuessGo with your intuition Get all the facts firstConsult with your team

11. Experiential input Intuition The model of the world Evolutionary value

12. Survival

13. Is perception reality?

14. Cats

15. Four legged animals

16. Four legged animals that bark?

17. Your Risk profile Would you toss a coin to win or lose 5p? Would you toss a coin to win or lose £5? Would you toss a coin to win or lose £500?

18. Your internal voice Paediatricians Hoodies Economic migrants

19. Ageing effects The internal voice gets louder Thought processes become more deeply ingrained 90% of communication is from the internal voice

20. The communication barrier The internal voice drowns out other communication It creates a barrier to dissonant input I know what I know and nobody can tell me different

21. “Why people don’t think and managers can’t lead!” The internal voice drowns out new input The manager’s communication is ignored You can’t lead someone who isn’t listening!

22. How do you make people follow you?

23. Overcoming the barrier The brain is designed to learn The brain is not digital The brain gives more than one answer!

24. Learning We learn from experience Experience reinforces resonant brain pathways Reinforcement through positive outcomes

25. Reinforcement Say, and particularly act, in keeping with your desired behaviour model Be consistent and coherent with your desired behaviour model Timescale for the internal model to change

26. Negative behavioural reinforcement Manager threatens dire consequences if X happens Employee focuses on avoiding the dire consequences The actions that are required are not important!

27. Positive behavioural reinforcement Manager promises good things for good performance Good things follow good performance Employee learns the link between good performance and good things happening

28. The communication barrier (again) The internal voice drowns out other communication It creates a barrier to dissonant input I know what I know and nobody can tell me different

29. How do you make a decision revisited? GuessGo with your intuition Get all the facts firstConsult with your team

30. Creating good performance Make people believe you are worth following Communicate why and where you are going Be right most of the time!

31. “Followship” not Leadership People follow a good leader’s path, even when she is no longer there Leadership is making possible the achievement of others Good leadership is when people say they did it by themselves

32. To do tomorrow…. Communicate a positive behaviour model Expect positive behaviour Be consistent and coherent in your communication

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