Section 59 of 440

PART 3: INTEGRATED PROGRAMS

PROGRAM J: LEADERSHIP & INFLUENCE

Duration: 8 Weeks | Social Power and Team Dynamics

Overview

Leadership is the ability to influence others toward shared goals. This is a skill, not a trait—it can be developed. This Program covers Communication Mastery (being heard and understood), Persuasion (ethical influence), Team Building (creating high-performance groups), and Executive Presence (projecting authority and credibility).

Primary Objectives

Develop commanding communication skills

Master persuasion and influence techniques

Learn to build and lead high-performing teams

Cultivate executive presence and gravitas

Understand power dynamics and navigate them effectively

Build a network of strong relationships

Learn to give and receive feedback effectively

Develop conflict resolution skills

Week-by-Week Protocol

WEEKS 1-4: Communication & Presence

Voice and Presence Training

Vocal Presence:

Components:

• Volume: Can you be heard easily?

• Pace: Do you speak with deliberate rhythm?

• Pitch: Is your voice resonant?

• Pause: Do you use silence effectively?

• Articulation: Are words clear?

Exercises:

1. Diaphragmatic Breathing

• • Breathe into belly, not chest

• Provides vocal power

• Practice: 5 min daily

2. Resonance Training

• • Hum with lips closed

• Feel vibration in chest and face

• Speak from this resonant place

• Practice: 5 min daily

3. Pace Practice

• • Read aloud slowly

• Pause at periods for full beat

• Record yourself, listen back

• Practice: 10 min daily

4. Power Phrases

• • Practice saying: “That’s an interesting point.”

• End statements with downward inflection (authority)

• Avoid uptalk (ending statements as questions)

Physical Presence:

Posture:

• Stand tall, shoulders back

• Take up space appropriately

• Don’t shrink

Eye Contact:

• 3-5 second holds when speaking

• “Lighthouse” technique: Slowly scan room

• Don’t dart eyes nervously

Gestures:

• Open, confident gestures

• Hands visible (trust signal)

• Avoid fidgeting, self-touching

Entrance:

• Pause at threshold

• Scan room before entering

• Move deliberately, not rushed

Executive Presence Checklist:

□ Voice projects easily

□ Speaking pace is measured

□ Posture is upright and open

□ Eye contact is comfortable

□ Movements are deliberate

□ Clothing fits well and is appropriate

□ Overall impression is confident and composed

Transparent proposals and legitimate refusal

State the proposal, material benefits, costs, risks, alternatives, uncertainties, authority, and conflicts accurately. Do not manufacture scarcity, exploit fear, leverage gifts or favours, escalate small agreements into larger ones, or use public commitment to make refusal harder.

1. Give the other person accessible information, adequate decision time, and a clear opportunity to ask questions, seek advice, decline, or withdraw without retaliation. A past yes does not decide a new request.

• Where there is dependency, employment authority, care responsibility, clinical authority, financial vulnerability, or another power imbalance, use stronger consent and independent-review safeguards. Influence is not successful when agreement was not freely given.

WEEKS 5-8: Team Building & Leadership

Building High-Performance Teams

What Great Teams Have (Google’s Project Aristotle):

1. Psychological Safety

• • Team members feel safe to take risks

• No punishment for mistakes

• Leader models vulnerability

2. Dependability

• • Team members complete work on time and well

• Trust each other to deliver

• Clear expectations

3. Structure and Clarity

• • Clear roles and responsibilities

• Clear goals and metrics

• Clear processes

4. Meaning

• • Work matters to individuals

• Connected to larger purpose

• Personal investment

5. Impact

• • Team believes work makes a difference

• Can see results

• Recognition of contribution

Leader Actions:

1. Create Psychological Safety

• • Admit your mistakes publicly

• Ask for input genuinely

• Respond to feedback non-defensively

• Celebrate learning from failure

2. Set Clear Expectations

• • Define success clearly

• Communicate priorities

• Regular check-ins on progress

3. Develop Team Members

• • Know their goals

• Provide growth opportunities

• Give regular feedback

• Celebrate wins

4. Remove Obstacles

• • What’s blocking progress?

• Be a shit-umbrella (protect from above)

• Get resources they need

5. Communicate Vision

• • Why does this matter?

• Where are we going?

• How does each role contribute?

Meeting Leadership:

Before:

• Clear agenda distributed

• Right people invited

• Purpose defined

During:

• Start and end on time

• Stay on agenda

• Ensure all voices heard

• Capture decisions and actions

After:

• Send summary immediately

• Follow up on action items

• Evaluate: Was this meeting necessary?

Feedback Mastery

Giving Feedback:

The SBI Model:

• Situation: “In yesterday’s meeting…”

• Behavior: “When you interrupted twice…”

• Impact: “It made the presenter lose their train of thought”

Add: Request or Suggestion

• “Next time, could you wait until they’ve finished?”

Rules:

• Timely: As soon as possible

• Specific: Exact behavior, not personality

• Private: Unless positive, then public is OK

• Balanced: Positive and constructive

Receiving Feedback:

1. Don’t defend immediately

• • Listen fully first

• “Thank you for telling me”

2. Ask questions to understand

• • “Can you give me an example?”

• “What would better look like?”

3. Reflect, then respond

• • Take time if needed

• “Let me think about that”

4. Take action

• • If feedback is valid, change

• Follow up: “I’ve been working on…”

Difficult Conversations:

Preparation:

• What is the specific issue?

• What is the desired outcome?

• What are their likely responses?

• What’s your bottom line?

Execution:

1. State the issue clearly and specifically
2. Listen to their response
3. Acknowledge their perspective
4. Restate the issue if needed
5. Problem-solve together
6. Agree on next steps
7. Follow up

Program J: Summary & Assessment