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Winning Em' Over, by Jay A. Conger
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A historic shift is occurring in the nature of management. Until recently, bosses could simply use the power of their positions to direct and order their subordinates. However, in today's workplace, which is significantly different from the remarkably homogenous and traditional business environment of just two decades ago, the approach of command authority no longer works effectively.
"Winning 'em Over" chronicles a revolution. We are witnessing an ancient model of managing built around command and hierarchy give way to a new model built around persuasion and teamwork. Jay Conger demonstrates to managers on all levels how to thrive in the wake of this momentous transformation.
Today we work in an environment where people don't just ask ""What" should I do?" but ""Why" should I do it?" To successfully answer this "why" question is to persuade. Yet many businesspeople misunderstand and still more make little use of persuasion. The problem? Persuasion is widely perceived as a skill reserved for selling products and closing deals. But in reality, good managers are persuading all day long. As Conger explains with insight and conviction, today's most effective managers are influencing others through constructive forms of persuasion -- and their employees give them levels of commitment and motivation that the managers of the last generation could only dream of.
Conger illustrates how three important forces -- new generations of managers and executives, cross-functional teams, and unprecedented access to information that was once the privilege of the most senior levels of management -- are undermining the old Age of Command and ushering in the new Age of Persuasion. He exposes the most commonly held myths about the art of persuasion and shows how to influence others productively, without manipulation. Most important, he outlines the four crucial components of effective managing by persuasion: building one's credibility, finding common ground so that others have a stake in one's ideas, finding compelling positions and evidence, and emotionally connecting with coworkers so that solutions resonate with them on a personal level. In "Winning 'em Over, " Conger explains how to implement a management style that will succeed in what is becoming a fundamentally and radically different business environment, and he provides readers with all of the new tools they will need to become effective, constructive persuaders.
- Sales Rank: #1299217 in Books
- Color: Multicolor
- Brand: Brand: Simon Schuster
- Published on: 2001-10-15
- Released on: 2001-10-15
- Original language: English
- Number of items: 1
- Dimensions: 9.25" h x .60" w x 6.12" l, .79 pounds
- Binding: Paperback
- 224 pages
- Used Book in Good Condition
Review
Warren Bennis author of "Organizing Genius: The Secrets of Creative" Collaboration While most management books and gurus exhort and espouse the new look in management (employee involvement, vision and values, teamwork, and collaborative leadership), Jay Conger's latest book actually provides powerful guidelines that enable executives and managers to translate these ideas into action. He does this by emphasizing the interpersonal dynamics of the New Management; that is, how bosses and their followers influence each other. It's a marvelously inventive and useful book with vivid illustrations, terrific exercises, and down-to-earth examples. "Winning 'em Over" is also full of wit and imagination.
Patricia B. Robinson President, Mead School and Office Products Division Jay Conger returns the word "respect" to corporate America's lexicon. His insights are integral to motivating and keeping the smartest and most talented people in an organization.
Michael J. Powers Vice Chairman of Professional and Organizational Development, Ernst & Young LLP Persuasive leadership will be the key to success in the twenty-first century -- for individuals and organizations. It is an easy concept, but subtle and difficult to execute well. Conger brings the topic to life. The examples are compelling and the guidance is powerful and practical.
Mike Yerington President, Western Union Commercial Services If you want to be a master leader, read Conger's book. He identifies and explains the techniques that teach leaders effective, motivating, and compelling communication. As a leader, "[Winning 'em Over]" will radically redefine your style and prepare you for the future.
Marie L. Knowles Executive Vice President and Chief Financial Officer, ARCO Business leadership is a team sport. Nobody knows how to fire up a modern business team like management guru Jay Conger.
Steve Nielsen Managing Director of The Leadership Institute, Federal Express Persuasion is no longer something that should be left to "sales professionals." It's important to understand what Jay Conger already has a firm grasp on: the ability to persuade and sell ideas has a direct link to leadership. "Winning 'em Over" confirms my belief that effective leadership has less to do with power and position and much more to do with building relationships, caring, serving, and communication.
Roberta W. Gutman Vice President of Global Diversity, Motorola In the global business environment of today, the skills outlined in this book will be critical. Conger's "straight talk" on the subject and his numerous examples make leading with persuasion easy and enjoyable.
Excerpt. © Reprinted by permission. All rights reserved.
Chapter 1
Welcome to the Future
Let's begin with the parable of Jacobson and Eeene. Mike Jacobson was known in the company as a real comer. He'd quickly risen up the ranks to senior management and at forty-five was in line for a vice presidency. In what was clearly a prelude to that promotion, Mike had been put in charge of the company's new-product development team.
It was a crucial assignment. The team was created in response to competition from companies who now were able to introduce three times as many new products as Mike's firm could. Over the last two years, these rivals had been like sharks, chewing off some 4.5 percent of the company's market share. The team's meetings, unfortunately, had not been going well. And today was no different.
The big issue before the meeting was how to design the next generation of the company's Personal Digital Assistant (PDA), a small, handheld computer that could take notes, send faxes, and receive e-mail. If the new model succeeded in the marketplace, it could reverse the company's downward slide. The question was, how fancy should it be?
Mike was from marketing, and he'd been arguing that to attract customers the PDA should have lots of new features. But no one had seemed to be listening. The team's attention was fastened upon Peter Keene, the recently appointed manager of production. Peter was emphasizing low price and snafu-free production; he believed the product should be simple and stripped down, with fewer features. To Mike's dismay Peter seemed to be not just winning the debate but emerging as the team's real leader. He wasn't doing it on purpose; it was just happening.
"The guy is some kind of genius," Mike thought to himself. Peter had this uncanny ability to get his point across.
Mike glanced at his watch. The meeting had been underway for twenty-one minutes. It was time for him to intervene, time to try once again to assert his view. He was sure that by virtue of his position as team leader and the force of his personality, he could make the discussion finally go his way.
He cleared his throat. "Look, people," he announced. "I want to say something here." A few faces turned in his direction, but the others looked straight ahead or down at their papers. "What we have to do," he went on as forcefully as he could, "is to find a solution that's right for the customer. The customer is number one. So I want to restate my position. The customer wants more features, not less. You guys are headed down the wrong path."
He sat back, expecting agreement. It didn't come.
"Hey, folks," he said, a faint note of desperation audible through his self-assurance and attempted humor. "I know what I'm talking about. I am the marketing guy here, and this is a marketing issue."
The people at the table waited in embarrassed silence until they saw that Mike was finished. Then they resumed their discussion about which product features could be dropped and still keep the customer happy.
Mike was stunned. They were treating him as if he'd said something very out of place. He tried to maintain his composure, but inside he was anxious, his chest was tightening. He'd been snubbed and ignored like this at several of the meetings. Had he lost his touch? What was happening here? Why weren't they listening? For the first time in his life he began to have thoughts of failure. What if, under his leadership, the team came up short? He'd be nailed for letting down the company in its time of crisis, and for disappointing the boss who'd given him this chance.
Several months before, when it had become clear that the firm's competitors were ravaging its markets, Mike's boss, the vice president of marketing, had decided it was time for a radical approach. Friends of his who were executives at other companies had given him glowing reports of how effective cross-functional teams could be in speeding up product development. The concept was sweeping the business world. Many management experts hailed it as the only way for a company to organize if it wanted to compete effectively.
Typically, these teams were composed of employees from a variety of company divisions, such as research and development, marketing, and production, along with representatives from the firm's suppliers and occasionally its customers. Team members came together as equals, not as superiors and subordinates, and together they shaped decisions from the very start of a new product.
This contrasted markedly with the way decisions used to be made. In the past, each division took charge of a certain phase of a product's development, handing it off to the next division. Research and development might suggest the initial idea. Engineering would design it. Manufacturing would make it. Marketing and sales would find the customers for it. This traditional approach -- passing work sequentially from one department to the next -- took considerable time. One group's work could be drastically revised by the next group, which stirred up resentment and caused inefficiencies.
Mike's boss had persuaded the company to try the cross-functional technique. Then he named Mike, his protégé, as the team's formal leader. The job, he knew, would give Mike important new management experience and high visibility in the company, setting him up for a major advancement.
Mike's team's first assignment was to hustle along the Personal Digital Assistant. The product had been languishing for more than a year in the research department. Now it was given top priority. If handled right, it could turn the company around. Mike knew that as leader of the team that accomplished the coup, he'd be springboarded into the executive suite.
That's how things looked to Mike when he signed on. Instead the opportunity was fast becoming a nightmare.
From the first meeting the team process had been difficult for Mike. He'd managed subordinates successfully for fourteen years, but this team was something else, especially the younger people. They'd seemed a lot harder to motivate.
His customary procedure in meetings had always been to begin by inviting everyone to participate in the decision making. His theory was that if you involved people to a point, they'd let you have your own way. Sure, it was a manipulation. He didn't care that much about getting their input. He was going through the motions. The gambit usually had worked for him. He'd been able to direct decisions in the end.
So in this, his first experience with the cross-functional team approach, he'd used the same tactic. At the initial meeting he'd gone around the table asking for views, and then he'd declared his own. That should have been that. But, for some reason, it wasn't. In the next forty minutes the group systematically plucked away many of the features Mike had earnestly promoted. It was as if he'd never spoken.
Mike felt he had to do something to turn this group around. If he didn't reestablish himself as the leader, he'd be disgraced. It was time, he told himself, to lay down the law. His career, after all, was on the line.
He squared his shoulders and placed both hands on the table. Just as his hands touched the wood, there was a lull in the conversation, and he moved quickly to take advantage of it.
"Okay," he said, "hold on just one minute. We're getting way off track. I want you guys to listen up for a minute." The expressions on the faces seemed less than receptive. "I am the team leader here. And Peter," he said, turning toward Peter, "I think you are just plain wrong. This is not a cost issue. You're going to kill this product before it ever gets out the door if you nickel-and-dime it with costs."
As he continued he gradually raised his voice. "We have to add features. Look, I want to go over again what customers are telling us. Remember what I said earlier about the focus groups...."
The team sat patiently as Mike explained his perspective point by point.
"And that," he said emphatically in closing, "is what we've got to do."
Once again there was a pause, and then the conversation resumed its previous course, the course that Peter had set. It was as if Mike had never spoken. Baffled, slightly panicked, he asked himself what was wrong. He'd been a leader all his life. In high school he'd been class president, in college the head of his fraternity. At the company he had won promotion after promotion. Now, it seemed, he couldn't even run a meeting. Maybe he'd just been lucky all his life and now his luck was running out.
As he looked around the room, he reminded himself that no one here was his subordinate. Few of these people had a vested interest in his leadership, let alone his career. His formal title didn't make much difference to them either. These people were more or less his peers. How could you lead people if they were your equals? It seemed a contradiction.
His mind raced through the handful of management books he had recently read. None of them had talked about leading in this type of situation.
His reflections were interrupted by a voice at the far end of the table. "It's six P.M.," the person said. "Time to adjourn?" There were murmurs of assent.
Someone else named several members of the team who might collect more information before the next meeting, and those members said they would.
"And Mike," a third person said, "why don't you bring more of your research results?" Mike wondered for an instant if the suggestion was meant to rub his nose in his bungle, then realized it was sincere. He nodded, slowly lifted himself, and turned toward the door.
That night was a restless one for Mike. It took him a long time to drop off, and when he awoke, the red digital numbers on his clock said 4:23 A.M. He knew he couldn't get back to sleep, so, trying not to disturb his slumbering wife, he got out of bed and went down to the kitchen. For an hour he sat at the kitchen table analyzing the catastrophe of the day before, trying to puzzle out a plan of action. He finally decided to go see his friend Frank Freeman and ask for advice. He knew Frank came in early, so he'd get there early, too.
Frank wa...
Most helpful customer reviews
11 of 11 people found the following review helpful.
A paradigm shift from stereotypes of persuasion
By Turgay BUGDACIGIL
"One important aim of this book is to challenge your stereotypes of persuasion. We usually think of persuasion as something reserved for salespeople-certainly not for managers. What I am going to propose to you is that, quite to the contrary, persuasion skills have become absolutely essential to the job of managing-far more than we might imagine. Much of what a good manager does today is sell: sell their ideas to coworkers; sell their organizations on change; sell their bosses on new investments. But it's not traditional selling. A large part of what we do as effective managers is to find optimal solutions for problems through investigation, discussion, and debate. We then convince our organization to get behind them. It is in the convincing part that we face our greatest hurdless-getting buy-in. This is where the skills of constructive persuasion play a vital role. So leave behind your older notions of persuasion. It's time for a paradigm shift. Your effectiveness depends on it" (pp.14-15).
In this context, in Chapter 2, after listing wrong ideas about persuasion as following:
1. persuasion is simply mustering the best arguments for something;
2. persuasion almost always involves stating your position up front;
3. persuasion means being assertive-often very assertive; and
4. negotiating and deal making are at the heart of it.
Jay A. Conger writes that "These are some of the stereotypes people have about the act of convincing. There are several others. Together I call them the 'killer myths' of persuasion-'killer' because they can kill our ability to be effective and our motivation to become better persuaders."
Killer Myth 1- The most effective persuasion is the hard sell.
Killer Myth 2- Persuasion is a one-way process.
Killer Myth 3- Effective persuaders succeed on the first try.
Killer Myth 4- Good persuaders don't need to compromise.
Killer Myth 5- Great arguments are the secret to successful persuasion.
Killer Myth 6- Persuasion is pure manipulation.
As a result, he writes that "Now that we know what persuasion isn't, we may be wondering what constructive persuasion really is." Hence, he shows four distinct steps such as (i)building your credibility, (ii)finding the common ground, (iii)developing compelling positions and evidence, and (iv)connecting emotionally to becoming an effective persuader, and he discusses these steps/the four elements of effective persuasion throuhout the following four (3-6) chapters.
Highly recommended.
5 of 5 people found the following review helpful.
USED TO BE Heartbreakingly Out of Print
By Mark A. Horstman
As an indication of how good this book is, I bought five copies when it came back in print. There are less than a dozen business books I have more than 2-3 copies of (Drucker is half of them.) It's that good.
As a leadership consultant who regularly has to assist Directors, Vice Presidents and above - many of them in technology-heavy companies - this is the book I used to recommend most often, and it breaks my heart it is out of print. It is good enough that I have contacted Mr. Conger directly. Here's what I've found: it speaks in language that most executives can understand, and with a litle bit of coaching this book provides a framework for them to see what they are doing and not doing when it comes to internal communications, relationships, and, yes, politics. I am no longer amazed at the lack of caolition-building and relationship development skills of executives, but I come across it constantly. As such, I often find that great ideas are NOT being implemented either do to a lack of understanding of, or blatant disregard for, the need to PERSUADE others of the viability and effectiveness of the recommended course of action.
If you're a bright executive who wonders why someone with less technical depth than you has gotten promoted in front of you, this book is a good place to start looking. Ask yourself whether you are as good interpersonally as you are technically.
3 of 3 people found the following review helpful.
"Winning 'Em Over" should be required B-School reading!
By A Customer
As a recent MBA graduate, I found "Winning 'Em Over" to be a perfect complement to my formal education. By drawing on the disciplines of rhetoric, communication studies, management, and even storytelling, Jay Conger weaves a provocative and compelling argument for a fundamental and generational shift in the nature of management - from an Age of Command to an Age of Persuasion. Conger proves with contemporary examples what Aristotle knew thousands of years ago - that the author/audience (or persuader/persuadee) relationship is a covenant based on trust and mutually beneficial outcomes, that the audience must be an active participant in the process of persuasion, and that persuasion is a subtle art form. The beauty of "Winning 'Em Over" is that Conger explains the essence of this art in the context of the modern-day manager. In doing so, he provides the tools by which we can begin to understand the route to effective persusasion and, by extension, exemplary leadership. To become effective managers and leaders, we NEED to understand and adopt the principles examined in this book.
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