IVY LEAGUE EXECUTIVE EDUCATION

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1 Program 2 of The Essential Leadership Skills series Strategies of Persuasion & Executive Influence Generating Trust and Support Inside and Outside the Organisation For locations and dates please visit Strategies of Persuasion & Executive Influence Generating Trust and Support Inside and Outside the Organisation Why attend Strategies of Persuasion & Executive Influence? Persuasive communication is vital every time a leader needs the acceptance, trust or support of others whether they are reports, superiors, peers, customers, suppliers, regulators or the public. Executives communicate every day to generate cooperation for many purposes: to initiate projects and changes, get information, manage groups, craft offers and agreements, promote innovation and more. Persuasion is an old art, but few people master it; most rely only on intuition and informal experience. Strategies of Persuasion & Executive Influence is based on recent advances in the science of human performance and provides leaders with principles and methods that can greatly enhance the ability to communicate and persuade. It teaches both the art and science of effective persuasion. WHAT YOU WILL LEARN? The program teaches participants to how to communicate, persuade and influence others systematically, strategically and effectively. The program will cover all of the key elements that will help you to become an expert. 1. Communication, Persuasion and Influence - Nature, Uses and Limitations: Communicating means providing cues, signals, gestures, arguments, numbers, graphs, pictures or any other antecedent information to guide or motivate someone to do something that will supposedly produce more rewards or less trouble for the performer and/or for the communicator. Signals from leaders are good for getting any performance started, but because antecedent information is cheaper than actually providing the promised payoffs, leaders often over-communicate, making pep-talks, promises and threats too frequently, and failing to deliver. The program will teach you how to combine communications that start people performing with effective reward systems that will maintain and improve effort. 2. Modes of Communication. There are several: Informing leaves what to do up to the recipient; asserting says what should be done; commanding is based on supposed authority or consequences; and persuading involves deliberate use of knowledge about human nature and/or the recipient s experience and culture. The program will teach you how to use each mode in the appropriate situation and to the best effect. Our faculty members have worked with many prestigious organisations including: Government NASA FBI Treasury Board of Canada Drug Enforcement Administration US Customs Service Department of Defence Business American Express Toronto Stock Exchange Barclays Prudential Investments Boeing Chevron Deloitte Deutsche Bank GE Glaxo ING JP Morgan Chase McKinsey Morgan Stanley PWC Roche UBS Johnson & Johnson Non-Profit Unicef The American Bar Association American Institute of Architects Nuclear Energy Institute Young Presidents Organisation

2 3. Principles of Persuasion, a.k.a Persuasion Biases: Studies show that most executives rely too heavily on assertion simply telling people what should be done what they really need is to make a persuasive case to overcome inertia and resistance to change. Much of the new science of communication is about how to appeal to predispositions to be persuaded that are part of human nature. Most of these innate biases e.g. commitment, likeability, exclusivity, authority, reciprocation, and social proof -- are simple, intuitive, and work largely at the unconscious level, but when requests appeal to one or more of them in real-life field experiments, communicators typically get 75% to 400% more cooperation or compliance! And, appealing to human nature is only the beginning: At the program you will learn how to use information on the interests, experiences, and culture of those you want to influence to craft persuasion efforts that are effective on many levels. 4. The Ethics of Effective Influence: Building Trust, Reputation and Resistance to Manipulation. Just as there are pitfalls that make communication ineffective, there also ethical pitfalls that can do much damage to one s reputation and interests. Several factors make persuasion particularly subject to deceptive abuse: Inspiring messages are generally cheaper than the benefits that they promise; they seem to offer a quick fix to performance problems, are over-used; and most persuasion principles influence people unconsciously. The program will teach you how to combine effectiveness and ethics and enhance trust and reputation. 5. Analysing Communication and Persuasion Situations: Research shows that most people think first and foremost about what they want others to do, thereby neglecting the other major factors in persuasion: a) the audience; b) the best agent of influence or messenger (which may be someone other than you!); c) the context(s) in which persuasion is undertaken; d) the message itself; and e) the synergy or mutual support among the four factors that make them into a single compelling case. There is both science and art in understanding these factors and how to use them. 6. Planning, Implementing and Troubleshooting Persuasion Campaigns: We use case studies and simulations on how to combine all of the elements of persuasive communication and influence into strategies that address specific goals. Simulations draw upon real-life situations in business, governmental and non-profit organisations. Participants will learn by directly experiencing the stages and steps involved in the planning and implementation, as well as how to trouble-shoot problems that may arise. Over the two-day period, participants are encouraged to consider persuasion campaigns that they may want to implement in their own organisations. The program gives participants ample opportunities to practice communication and persuasion skills, to learn to use, analyse and plan campaigns, and to consider how apply the lessons to meet their own leadership challenges. We will consider specific uses of communication and persuasion that support the other four essential leadership skills (i.e. in decision-making in teams, as part of performance maximization processes, in building a more innovation-friendly culture, and in persuading others to provide and manage information) and in complex multi-process processes like negotiation and in organisational change. Finally the program provides guidance to help participants initiate work on individualised persuasion skill development plans that they can put into practice on the job and in their careers more generally. Participant Mix We welcome applications from senior executives and directors in all countries regardless of your official title but, as a guideline, the following titles are typical: Some of the institutions our faculty are affiliated with: Harvard Kennedy School of Government New York University Brown University of California (Berkeley) Columbia University of Oxford Northwestern University Cornell Harvard University Babson College University of Chicago Imperial College, London HEC, Paris University of Pennsylvania Stanford University Princeton University Dartmouth University of Michigan

3 Private Sector: Senior business executives including all executives with leadership responsibility at the corporate, division, or organization level, including Chief Executive Officers, Presidents, Chief Operating Officers, Board Chairs and Board Members, Executive Vice Presidents, Vice Presidents of Operations, Administration, Human Resources, Marketing, Finance, Manufacturing and Research & Development, Directors, Chief Information Officers, Chief Learning Officers and other key executives who are in a position to influence the day-to-day and strategic management of the organization. Public or Government Sector: Senior executives of national governments, (as well as state and local level), elected officials and political appointees, elected officials of any governmental unit including state governments, governments of large cities, and any executive having influence over public sector affairs. Non-profit Sector: Senior executives and leaders of charitable, trade and professional associations, labor unions, professional associations, university and school administrators, research institutions, political parties and associations. Who will teach the program? Program sessions will be taught by one or more speakers from the following list. Gary Orren is Professor of Public Policy and Management at Harvard where he has taught for over 40 years and an Associate Fellow at Oxford University s Saïd Business School, teaching in the Oxford Programme on Negotiation. Orren is a world leading expert on persuasion, strategic communication, and the use of persuasive communication in meeting complex organisational challenges. His books include Equality in America: The View from the Top, The Electronic Commonwealth: The Impact of New Media Technologies on Democratic Politics, and Media Polls in American Politics. Orren has consulted worldwide and has conducted opinion polls for the Washington Post, the Boston Globe, and the New York Times. Orren served on the political party commissions that drafted the rules for the U.S. Presidential nomination process, and was an expert analyst for ABC television covering election night results. Graduating summa cum laude with high honors in Government from Oberlin College, he received a Ph.D. in Political Science from Harvard. Tim Cullen is Programme Director of and teaches in the Oxford Programme on Negotiation, an Associate Fellow at Said Business School and a Senior Member of St Antony s College at the University of Oxford. In addition to negotiation, he teaches decision-making, persuasion, business ethics and reputational risk in many executive programmes at Oxford, and in Canada, China, India, Indonesia, Malaysia, Nigeria, Sweden, United States, Vietnam, and North Korea (for UN officials assigned to Pyongyang). He is Executive Director of the Small Countries Financial Management Centre and a Commissioner on the Financial Supervision Commission of the Isle of Man. He heads TCA Ltd, a consulting firm focusing economic development, governance, and managing reputational risk. Cullen is a Trustee of the Institute of Business Ethics in London. Early on, he worked for Ford Motor Company. He joined the World Bank in 1978, and was Chief Spokesman and Director of Information and Public Affairs during the 1990s. Keith Allred has been on the Oxford Programme on Negotiation faculty (Saïd Business School) since 2003 and teaches in a half dozen executive programs, there, at Harvard, and elsewhere. Allred has taught at the Harvard Kennedy School and at the Law School s Program on Negotiation and conducts research on persuasion, negotiation, collective bargaining, conflict resolution and leadership. He has worked for Fortune 500 companies, U.S. federal and state agencies, local governments, and governments of several other nations. As a professional mediator, he has helped resolve many high stakes negotiations and disputes,

4 including disputes over public lands, hydroelectric dam projects, natural resources, and land use. He has pioneered online surveys that examine persuasion, negotiation and decisionmaking styles and knowledge employed by executives that serve as a diagnostic for improvement of these skills. Prior to becoming a professor at Harvard he was a professor at Columbia University. He is the founder and president of TheCommonInterest.org. Sherman D. Roberts is an Associate Fellow of the Saïd Business School, University of Oxford and Academic Director of the Oxford Programme on Negotiation which he designed in 2003 and has taught ever since. He designed and was Academic Director of the Oxford Programme on Investment Decisions. At Harvard University s Kennedy School he was on the executive education faculty and Director of Executive Seminars. During his tenure, he designed and taught in programs that hosted over 8,000 executive participants. He was Professor of Behavioural Science at Universidad Simón Bolívar, Caracas and has taught at Texas A&M, Reykjavik University and the Indian School of Business. Roberts developed a distinctive approach to executive education that focuses on developing five fundamental leadership skills: information gathering and managment, decision-making, communicating persuasively, maximizing operational performance and innovating. In 1999 he founded The Ivy Faculty Consortium (headquartered in Cambridge, Massachusetts); he is also Co-Director of The Executive Leadership Faculty (UK-Europe) and Faculty Chair of Ivy League Executive Education (Asia-Australia). Why Ivy League Executive Education Our Experience: in delivering the very best executive education programs Our Expertise: in the essential area of leadership development Our Efficiency: in eliminating your time away from home and the office by travelling to you Quite simply, we provide the best executive education experts from the world s top business schools and universities to teach you and your executives in your city. Our unique offering eliminates the need to travel internationally, suffer from jet lag or be away from work and family for extended periods. Our world class faculty have been professional executive educators for many years in the US and internationally. The collective client list of Ivy League Executive Education speakers reads like a compendium of successful international businesses, major government agencies and effective non-profits. Develop your leadership potential with Ivy League Executive Education.

5 Admissions Application Process Please visit for complete admission requirements and to apply online. Applications are required at least 2 weeks before the program start date. Course numbers are capped to enhance the learning outcomes so early application is encouraged. Admission requirements Selective admission is based on professional achievement and responsibility. Written and spoken English proficiency is essential. It is agreed that sponsoring organisations will relieve individuals of their work commitments to allow full intellectual devotion to the experience. Program fee The program fee covers tuition, course materials and some meals. Payment is due the sooner of 14 days from the date of invoice or 28 days from the start of the program. CONNECT WITH US For more information please contact us at: programs@ivyexeced.org (Australia), (Hong Kong) ivyleagueexecutiveeducation Ivy League Executive Education Ivy League Executive Education ivyleagueexeced