An Advice to Change Leaders: Persuade Indirectly


In large organizations, it is not feasible to persuade people through one-on-one communication. Particularly, if the organization is multi-locational, persuasion has to be through indirect means such as memos, speeches and newsletters. Change leaders also need to build capabilities in persuading others indirectly. The following guidelines can help managers be effective in indirect persuasion:

  1. Neutralize the power of informal networks: Change leaders need to develop reliable communication channels to communicate their change agenda directly to employees in the organization. Otherwise people will rely on informal grapevine that can distort the change message either unintentionally or deliberately. In either case, employees may develop unfavorable perceptions of the change agenda leading to opposition and resistance. Communication channels such as employee forums, town meetings and special newsletters can counter the grapevine and informal networks. Change leaders must be particularly careful in not withholding bad news because such news gets out very quickly into the grapevine.
  2. Repeat the message: Focus and repetition are critical for effective communication. This means that the change agenda should consist of only a limited number (two or three, at best) of themes. These themes need to be repeated and reinforced through different communication channels.
  3. Match the medium to the message: Speeches and video-conferences are ideal to communicate vision and values; these media are also appropriate to inspire people to embrace change. On the other hand, data, graphs and charts are best conveyed in the written form—such as memos, newsletters and web pages. Change leaders must think very carefully about appropriate media before communicating their change agenda.
  4. Simplify the message: The change agenda needs to be conveyed through a framework that is conceptually simple and easy to grasp. Yet, change leaders must avoid the trap of oversimplification. Oversimplified messages sound trite and faddish and can significantly reduce the credibility of the communicator. Simple frameworks are easy to remember, and are also powerful in framing the change agenda to mobilize support.
  5. Create a new story about change: Stories constitute a powerful medium to mobilize support. People are more likely to remember stories rather than facts and figures. Stories are also more effective in persuading people to alter their perceptions of change. Therefore change leaders need to be able to craft their change agenda in the form of story.
  6. Build personal credibility: Change leaders who are respected, considered trustworthy and competent are more likely to be effective in persuading their employees to embrace change. Personal credibility is built on the foundation of consistency. Change leaders must demonstrate consistency between their thoughts, words and behavior. Inconsistent, self-serving behavior can severely erode the credibility of a leader.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

Behavior Modification


The law of effect states that if behavior is reinforced it will tend to to be repeated. The kind of reinforcement and its timing are important aspects of behavior modification. Reinforcement can be positive or negative. Positive reinforcement strengthens the association between a response and its reward. A negative reinforcement can take the form of either withholding a positive reward or administering a “painful” punishment.

The closer positive reinforcement follows the desired behavior, the more likely it will be repeated. This can cause some problems in an organizational setting. For example, money has the potential for being an extrinsic reinforcer, but money is usually paid at regular intervals, which may occur too long after the behavior being reinforced. For this reason reinforcers such as praise and recognition are easier to administer.

Although it is useful to know about behavior modification and to apply it when appropriate, it clearly is only a part of the total process of motivation. As such all management techniques, it is not a panaea.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight