October 07, 2024
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When it comes to creating impactful conversations—whether in coaching, sales, or leadership—two elements play a central role: trust and influence. Think of trust as the foundation of a strong relationship, and influence as the tool that helps you guide meaningful action. The two go hand in hand, and when used together, they can truly transform the way we connect and influence others.
In this article, we will explore the concepts behind trust and influence, break down the insights from our upcoming "Creating Trust, Activating Influence" workshop, and show you how to leverage these principles in your work connections.
At the core of every successful interaction lies trust. Trust is what makes people feel comfortable enough to open up, share their thoughts, and take your advice seriously. Influence, on the other hand, is what enables you to guide them toward meaningful action based on that trust. These two elements form the foundation of relationships in business, sales,coaching and personal life.
While trust is about creating a safe environment, influence is the ability to inspire and motivate others to act. The key is to use these two forces together—when they work in harmony, you can transform ordinary interactions into impactful, meaningful conversations.
Our upcoming "Creating Trust, Activating Influence" workshop focuses on combining trust-building techniques with influence strategies that can be applied in any scenario—whether you're leading a team, guiding a client through a transformative decision, or navigating challenging conversations. Here's how the workshop breaks down these skills:
1. Mastering Persuasion Techniques
One of the most important aspects of influence is understanding the psychology behind it. In the workshop, you'll learn Cialdini’s Principles of Influence, a respected model for ethical persuasion. These principles—such as reciprocity, scarcity, and authority—provide you with a framework to influence others in a way that fosters mutual respect and collaboration.
Example:
Imagine you're leading a meeting where you need your team to adopt a new process. By using the principle of social proof, you can show that other departments are successfully using the same process, making your team more likely to follow suit.
2. Building Trust and Credibility
Trust doesn't happen overnight, but there are effective strategies you can use to build it quickly. The workshop introduces the Fogg Behavior Model, which helps you design trust-building interactions that align with the motivations of those you’re engaging with. You'll learn how to communicate in a way that builds credibility and creates a genuine connection.
Example:
If you're presenting a new idea to a client, you might align your proposal with their core values, demonstrating that you understand their priorities. This approach builds credibility and trust, making them more likely to trust your guidance.
3. Communicating Effectively Across Different Styles
A crucial element of influence is understanding the different ways people communicate. In this session, you'll explore Transactional Analysis (TA), a model that helps you recognize and respond to different ego states—Parent, Adult, and Child. This understanding allows you to adapt your communication style based on the emotional and intellectual needs of your audience, making your message more impactful.
Example:
In a team discussion, you might recognize that a colleague is speaking from their "Parent" ego state, offering rules and guidelines. By responding from your "Adult" state, with logic and calm reasoning, you can balance the conversation and keep it productive.
4. Handling Objections with Confidence
One of the biggest challenges in guiding decisions is handling objections. Instead of seeing objections as roadblocks, the workshop shows you how to view them as opportunities to build trust and further influence. Using the Challenger Sales Model, you'll learn how to reframe objections and use them to strengthen your position without pressuring or manipulating the other person.
Example:
If a client pushes back on your proposal, you can use their objection to ask more questions, showing that you genuinely want to address their concerns. This approach not only builds trust but also opens the door for collaboration and better outcomes.
These concepts apply to anyone who wants to improve their communication and relationship-building skills. Whether you're a coach working to guide clients through growth, a sales professional aiming to close deals, or a leader managing a team, building trust and influence will empower you to:
So, if you’re ready to take the next step in mastering these skills, don’t miss the opportunity to join us for this transformative workshop.
For more details, visit š https://arcadiacoachinglab.com/academia.
Bibliography:
Cialdini, R. B. (2006). Influence: The Psychology of Persuasion. Harper Business.
Covey, S. R. (2004). The 7 Habits of Highly Effective People. Free Press.
Berne, E. (1964). Games People Play: The Psychology of Human Relationships. Grove Press.
Dixon, M., & Adamson, B. (2011). The Challenger Sale: Taking Control of the Customer Conversation. Penguin.
February 19, 2024
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1050 Views
In the dynamic world of team development and organizational growth, understanding and implementing effective frameworks for team performance is paramount. One such influential model is the Drexler/Sibbet Team Performance Model, a comprehensive tool designed to diagnose, intervene, and improve team dynamics and performance. This article explores the model's foundational principles, stages, and applications, providing insights into how it can be integrated into coaching practices to foster high-performing teams within the Arcadia Coaching Lab and beyond.
Developed by Allan Drexler and David Sibbet, the Drexler/Sibbet Team Performance Model outlines seven stages that teams undergo from formation to high performance: Orientation, Trust Building, Goal Clarification, Commitment, Implementation, High Performance, and Renewal (Drexler, A., & Sibbet, D., 1994). This model not only charts the path teams typically follow towards achieving effectiveness but also serves as a diagnostic tool to identify areas requiring intervention.
1. Orientation (Why?): Teams begin by exploring their purpose. Clarity about the team's objectives is crucial for aligning individual and collective efforts.
"Teams move forward when they are clear about their direction" (Sibbet, 2002).
These questions aim to establish a unified sense of direction and ensure all team members are committed to a common purpose.
2. Trust Building (Who?): Trust is the foundation of effective teamwork. This stage focuses on developing mutual respect and understanding, creating a safe environment for open communication.
Fostering an environment of trust is essential for open dialogue and collaboration, making it crucial to explore how trust is cultivated and maintained within the team.
3. Goal Clarification (What?): Here, teams define their goals and the outcomes they aim to achieve. Clear goals provide a roadmap for the team's journey ahead.
Clarifying goals helps the team focus their efforts and provides a clear roadmap for action.
4. Commitment (How?): Commitment involves agreeing on roles, responsibilities, and the strategies to achieve the team’s goals. This stage is about making decisions and allocating resources.
This stage is about solidifying the team's commitment to their roles, responsibilities, and the collective mission, ensuring everyone is prepared to contribute effectively.
5. Implementation (Who Does What, When, Where?): During this phase, teams execute their plans, requiring coordination, cooperation, and flexibility to adapt to challenges.
Questions at this stage are designed to facilitate effective action and adaptability, focusing on the practical aspects of executing the team's plan.
6. High Performance (Wow!): High-performing teams exhibit peak efficiency, creativity, and collaboration. They operate in a state of flow, achieving outstanding results.
At the peak of team performance, the focus shifts to sustaining success, encouraging reflection on the factors contributing to the team's effectiveness and areas for ongoing growth.
7. Renewal (Renew): Teams reflect on their achievements and challenges, learning from their experiences and making necessary adjustments for continuous improvement.
Renewal emphasizes reflection and continuous improvement, asking the team to consider their growth and how they can evolve to meet future challenges.
Coaching practices can leverage the Drexler/Sibbet Team Performance Model to enhance team dynamics and performance in several ways:
The Drexler/Sibbet Team Performance Model offers a robust framework for understanding and enhancing team dynamics and performance. By navigating through the seven stages of team development, coaches can guide teams towards achieving high performance and sustaining success over time. Integrating this model into coaching practices not only facilitates team growth and effectiveness but also contributes to building a culture of collaboration, innovation, and resilience within organizations.
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