I've always been fascinated by the art of persuasion. I call it an art, because I think it is. It's not something that happens just naturally; it's something that can be developed. It's about getting people to reach for the stars, or try the impossible, or embrace the unthinkable, or attempt the extraordinary. It's about getting people to do things that they never thought that they could do and it happens because one is able to persuade people to go beyond what they think they can do. To do this requires a persuasive language and an understanding of what persuasion is. I also understand that even if you are a good persuader, you also have to have good history as a leader for people to trust you in the words that you speak. Records should also back you up, past successes should be there as part of your history. But, good ideas that are worthy of attempting often bite the dust because they lack forethought and intelligent presentation.
Consider children. I don't know how many of you have children. As they grow up, to try and get mum and dad to do what they want, they will often pit mum and dad against each other. They may succeed for sometime, but wise parents soon figure out what is going on and put a stop to it. But when that doesn't work, they then figure out what they can get out of each parent individually. For example, they will know that they can go to dad to be allowed to stay out for a game, or go to mom when they want to go out for a movie. To dad when they get a bad grade; to mom for a little TLC (tender loving care). They know exactly whom to go to in order to get their needs ministered to or their agendas enhanced. In short, they have figured out the system and now know how to make that system work for them.
But as we get to be adults, we begin to complicate things a little. Things are often not as complicated as we make them out to be. About 50 or 60 years ago, Kelly Johnson, an aircraft engineer came out with the KISS Principle. KISS is an acronym that, at that time, stood for 'Keep it simple, stupid'. Over the years, that acronym has changed to mean 'Keep it simple, silly', 'Keep it short and simple', 'Keep it simple and straightforward', or 'Keep it small and simple'. In other words, don't complicate things – just be able to keep it as simple as possible so that you can get what you need to get done.
I picked up a book about a year back that was published almost 10 years ago. It's called "The Art of Woo" by Richard Shell and Mario Moussa. They make an interesting observation especially as we talk at a macro level about persuasion and how to get that done, to maybe a micro level of how it pertains to you and me. How do we get things done in our organizations? How do we float ideas that will see the light of day? They talk about how to get decisions in your favor.
For that, they say, you need to map the decision making process in your organization, the formal and the informal, the organizational and the social networks that are present. They have a wonderful diagram on one of the pages and this would be a good book to buy. On page 73 of this book, there is an adaptation of Rob Cross and Andrew Parker in an article that was written some time back entitled 'The Hidden Power of Social Networks'. In it, they have a formal structure of a manufacturing unit. A guy called Jones is Sr. Vice President. Reporting to him is Production headed by Williams, Quality by Taylor and Inventory by Riley. Then below that are the verticals. It's interesting to see how each one stacks up. But next to it is the social network or the informal structure. It's surprising to see that there is a guy called Cole who is way down the totem pole in terms of the formal structure, but in the informal social network, Cole is at the hub. He is actually one step away from production head Williams, and 2 steps away from Jones who is Senior VP.
So, they make the case for how, when you want an idea to reach the senior VP, Cole should be enlisted. He should be made an ally and then have Cole talk to the next person who is one step away from the VP, get them to have a meeting together, and then collectively have an appointment to meet with the senior VP. It's interesting to see how this works out and the diagram is so descriptive. What they say at the end is that you need to understand –
1. How do decisions like this get made in any organization? You need to ask that of your own organization.
2. Whom should I woo first to gain entry into this decision-making process?
3. What follow up strategy should I use?
As I mentioned in the beginning, I'm fascinated by the art of persuasion. But even more importantly, as we look at our lives, God gives us wisdom to have so many ideas. But they often bite the dust because we don't have what it takes to get it to the right people who can take decisions. I think, as we look at the informal and formal networks, there is something to be learnt from it that we can understand better the structure of our organizations so that we can use the social network that is in play already in an organization to enhance our ideas.
My prayer for each on of you, my friends, is that you would ask God to open your eyes to see networks and influences that are underneath the organizational structure, people who can help in advancing and championing your ideas so that they see the light of day. May God bless you.
Allow me to pray with you. Almighty God, give each one wisdom to know how to get ideas to the point where they are able to see the light of day. Give each one wisdom that only You can give, to be able to have the discernment to understand social networks. I pray Lord, that more and more we will see good ideas beginning to flow out of each one of us. In Jesus' name we pray. Amen.
References:
· G. Richard Shell & Maria Moussa, "The Art of Woo." http://www.amazon.in/Art-Woo-Using-Strategic-Persuasion/dp/0143114042
· KISS acronym, https://en.wikipedia.org/wiki/KISS_principle
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