Imagine you are a manager and you have to face a massive change.
How would you react?
Most managers would face changes in a very predictable way.
They would improve all the organization strategy,
focusing on people, remuneration and processes.
Maybe shifting people, changing incentives
or looking for inefficiencies.
Sometimes, this kind of strategy can improve, for sure,
but when an organization needs a massive change,
probably those managers will be a bit disappointed.
A good leader must perform a great amount of work
to ensure that employees will respond to the messages
and question old assumptions.
The idea is to take some new ways to change employees views
and create a new context for action.
This takes time, of course, and during the first months
many drawbacks can arise. But if we nurture our persuasion,
it's possible to achieve deep and massive changes.
In general, persuasion campaigns differ a lot from the past.
The key aspects to achieve those changes is to show employees
how the new plans differ from the old ones.
We need to persuade or convince people that the organization needs a change
in order to survive or thrive.
The longer the problems have been in our organization,
the longer it will take us.
How do we develop this persuasion campaign?
First of all, we discover what we can't change.
We have to investigate.
Sometimes, we have been living with low standards
or bad practices for long, and then, we discover
that those things are causing our organization to fail.
Then, the leaders need to prepare their strategy. It's not easy.
But for this, we will apply all the items
we showed in the previous video.
Maybe some people have been warning about the problems for a long time,
and we need to let them know
that their complains and ideas have helped the managers
to find the solution.
We need to recap all the information, conversations
in order to have a solid argument which can convince people
that the changes are the right thing to do.
Then, the most important thing. On this phase we have the dialogue.
We need to convince people.
This is the key phase, as I told you, because during this stage,
we will face many many challenges coming from people.
In general, if we feel comfortable with something,
we won't try to change it
or we won't accept it.
Once we have convinced people that the change is needed
and we have persuaded them,
we are in a new stage, where leaders need to reinforce
again and again the good practices.
Persuasion is a continuous process, people can forget
why they are doing the things in a new way.
We already know what is persuasion,
what capacities a persuasive leader needs to work on
and the different stages.
After this video, it is time to see more new things
about the characteristics of dialogue.
And you will see how to apply it in a negotiation phase.
As I told you, we want to give more importance to the important things.
So, to convince our team to be in direct contact
and to establish a quality dialogue are the most important characteristics.
The first one could be easily understood,
to be physically close to people.
That adds up and it's a simple way to show involvement.
The second one, the dialogue, it's not so simple.
And that is why we are going to stop here a little more
to try to explain how to do a good practice on it.