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Persuadable: How Great Leaders Change Their Minds to Change the World
As a leader, changing your mind has always been perceived as a weakness. Not anymore. In a world that's changing faster than ever, successful leaders realize that a genuine willingness to change their own minds is the ultimate competitive advantage.
Drawing on evidence from social science, history, politics, and more, business consultant Al Pittampalli reveals why confidence, consistency, and conviction, are increasingly becoming liabilities--while humility, inconsistency, and radical open-mindedness are powerful leadership assets.
In Persuadable, you'll learn how Ray Dalio became the most successful hedge fund manager in the world by strategically curbing confidence. How Alan Mullaly saved Ford Motor Company, not by staying the course, but by continually changing course. How one Nobel Prize-winning scientist discovered the cause of ulcers by bravely doubting his own entrenched beliefs. You'll learn how Billy Graham's change of heart helped propel the civil rights movement, and how a young NFL linebacker's radical new position may prove to alter the world of professional football as we know it.
Pittampalli doesn't just explain why you should be persuadable. Distilling cutting edge research from cognitive and social psychology, he shows you precisely how. Rife with actionable advice, Persuadable is an invaluable guide for today's data-driven, results-oriented leader.
Drawing on evidence from social science, history, politics, and more, business consultant Al Pittampalli reveals why confidence, consistency, and conviction, are increasingly becoming liabilities--while humility, inconsistency, and radical open-mindedness are powerful leadership assets.
In Persuadable, you'll learn how Ray Dalio became the most successful hedge fund manager in the world by strategically curbing confidence. How Alan Mullaly saved Ford Motor Company, not by staying the course, but by continually changing course. How one Nobel Prize-winning scientist discovered the cause of ulcers by bravely doubting his own entrenched beliefs. You'll learn how Billy Graham's change of heart helped propel the civil rights movement, and how a young NFL linebacker's radical new position may prove to alter the world of professional football as we know it.
Pittampalli doesn't just explain why you should be persuadable. Distilling cutting edge research from cognitive and social psychology, he shows you precisely how. Rife with actionable advice, Persuadable is an invaluable guide for today's data-driven, results-oriented leader.
Audio CD
First published January 26, 2016
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Displaying 1 - 30 of 31 reviews
December 29, 2018
I am persuaded! I'm a fairly persuadable person (about most things, heh), but this book definitely expanded my mind.
Consider the opposite.
Seek feedback.
Pay attention.
Consider the opposite.
Seek feedback.
Pay attention.
October 11, 2016
It's a timely concept, and I agree that the time for the immovably resolute leader is passed. However, I had a few issues with the anecdotes used in the book. First, the anecdotes appeared to be politically partisan, Barack Obama cited multiple times as a good example of persuadability and George W Bush as an example of failure to be persuaded. The examples cited were much too complex to be boiled down to Obama makes good decisions because he is persuadable and Bush makes bad decisions because he was resolute.
The second issue was that the anecdotes were overly famous ones and seemed to lack in originality without new insights shared.
The second issue was that the anecdotes were overly famous ones and seemed to lack in originality without new insights shared.
October 11, 2018
Great points made in book. Could have been shorter. For a summary: https://hbr.org/2016/03/the-best-lead...
March 19, 2019
Persuadable: How Great Leaders Change Their Minds to Change the World by Al Pittampalli was chosen by Soundview Executive Book Summaries as one of the Top Business Books of 2016.
THE SOUNDVIEW OVERVIEW:
As a leader, changing your mind has always been perceived as a weakness. Not anymore. In a world that's changing fast, successful leaders realize that a genuine willingness to change their minds is the ultimate competitive advantage.
Drawing on evidence from social science, history, politics and more, business consultant Al Pittampalli reveals why confidence, consistency and conviction are increasingly becoming liabilities — while humility, inconsistency and radical open-mindedness are powerful leadership assets.
In Persuadable, you'll learn why being persuadable yields accuracy, agility and growth. But Pittampalli doesn't just explain why you should be persuadable. Distilling cutting edge research from cognitive and social psychology, he shows you precisely how by outlining seven key practices: consider the opposite, update your beliefs incrementally, kill your darlings, take the perspective of others, avoid being too persuadable, convert early and take on your own tribe. Through clear and compelling descriptions and stories, you'll learn exactly how to practice the art of persuadability.
Rife with actionable advice, Persuadable is an invaluable guide for today's data-driven, results-oriented leader.
Soundview's in-depth, 15-minute Executive Summary of Persuadable is available here.
THE SOUNDVIEW OVERVIEW:
As a leader, changing your mind has always been perceived as a weakness. Not anymore. In a world that's changing fast, successful leaders realize that a genuine willingness to change their minds is the ultimate competitive advantage.
Drawing on evidence from social science, history, politics and more, business consultant Al Pittampalli reveals why confidence, consistency and conviction are increasingly becoming liabilities — while humility, inconsistency and radical open-mindedness are powerful leadership assets.
In Persuadable, you'll learn why being persuadable yields accuracy, agility and growth. But Pittampalli doesn't just explain why you should be persuadable. Distilling cutting edge research from cognitive and social psychology, he shows you precisely how by outlining seven key practices: consider the opposite, update your beliefs incrementally, kill your darlings, take the perspective of others, avoid being too persuadable, convert early and take on your own tribe. Through clear and compelling descriptions and stories, you'll learn exactly how to practice the art of persuadability.
Rife with actionable advice, Persuadable is an invaluable guide for today's data-driven, results-oriented leader.
Soundview's in-depth, 15-minute Executive Summary of Persuadable is available here.
July 26, 2021
With books that have the summary in the title, like Persuadable does, I often wonder why anyone would want to read 200 pages telling you to do just that – be persuadable?
In such instances, the author, personally, must do much more than just tell me – the reader, the benefits of doing what he wants me to do. Al Pittampalli doesn’t disappoint here.
The book is well written. Ideas are supported by citing studies, their results and other thought experiments that have been conducted by scientists and organizations. So, a few pages in, you realize you’re probably going to get your money’s worth – if not more.
The book unfortunately, isn’t stellar. But I’ll give credit where due, it did a good job of convincing me that being persuadable is an advantage in this ever-changing world.
‘Be ruthlessly persuadable in search of the ultimate truth – whatever that maybe.’ The author supports this maxim using various ideas and studies which essentially makes up most of what the book is about.
The world may call you a flip-flopper if you change your beliefs too often (a.k.a being persuadable) but if you do so to inch closer to the truth – then it’s a price worth paying. And if someone else’s beliefs make more sense than your own, in light of relevant evidence, accept it.
He also makes a case for why you should let the world know that you’ve changed your mind about certain beliefs after being persuaded. Nobody likes to admit they were wrong about something but there are times when doing this permits others to follow suit. Which on occasion results in greater good.
Can you think of a time in recent history when leaders of the free world were persuaded to consider a different take on an existing issue & that resulted in public good?
Persuadable is full of such examples and stories that make for a great one time read.
In such instances, the author, personally, must do much more than just tell me – the reader, the benefits of doing what he wants me to do. Al Pittampalli doesn’t disappoint here.
The book is well written. Ideas are supported by citing studies, their results and other thought experiments that have been conducted by scientists and organizations. So, a few pages in, you realize you’re probably going to get your money’s worth – if not more.
The book unfortunately, isn’t stellar. But I’ll give credit where due, it did a good job of convincing me that being persuadable is an advantage in this ever-changing world.
‘Be ruthlessly persuadable in search of the ultimate truth – whatever that maybe.’ The author supports this maxim using various ideas and studies which essentially makes up most of what the book is about.
The world may call you a flip-flopper if you change your beliefs too often (a.k.a being persuadable) but if you do so to inch closer to the truth – then it’s a price worth paying. And if someone else’s beliefs make more sense than your own, in light of relevant evidence, accept it.
He also makes a case for why you should let the world know that you’ve changed your mind about certain beliefs after being persuaded. Nobody likes to admit they were wrong about something but there are times when doing this permits others to follow suit. Which on occasion results in greater good.
Can you think of a time in recent history when leaders of the free world were persuaded to consider a different take on an existing issue & that resulted in public good?
Persuadable is full of such examples and stories that make for a great one time read.
March 13, 2018
“Have ideas tomorrow that contradict ideas you have today.”
Why be persuadable? Accuracy, agility, growth.
Go to areyoupersuadable.com
“A mere mention of a leader’s opinion can increase conformity and squelch discussion. Good decisions require a robust debate.”
Jack Brehm & reactance. Freedom is a critical need. Reactance is an inflamed attempt to reassert the very freedom that is being taken away. Reactance is response when you “have no choice.” Irony: reactance constrains the very freedom of choice it is trying to expand.
“To be truly self-determined you need not be stubborn. What you need to be is autonomous.”
Questions for the alternative: what are some reasons I may be wrong? What’s an alternative explanation for this info?
“Be actively engaged and willing to remain puzzled.”
Let the winds of evidence blow you about as though you are a leaf, with no direction of your own.
Why be persuadable? Accuracy, agility, growth.
Go to areyoupersuadable.com
“A mere mention of a leader’s opinion can increase conformity and squelch discussion. Good decisions require a robust debate.”
Jack Brehm & reactance. Freedom is a critical need. Reactance is an inflamed attempt to reassert the very freedom that is being taken away. Reactance is response when you “have no choice.” Irony: reactance constrains the very freedom of choice it is trying to expand.
“To be truly self-determined you need not be stubborn. What you need to be is autonomous.”
Questions for the alternative: what are some reasons I may be wrong? What’s an alternative explanation for this info?
“Be actively engaged and willing to remain puzzled.”
Let the winds of evidence blow you about as though you are a leaf, with no direction of your own.
May 6, 2017
A very interesting topic and this could have been great. Really just said the same thing over and over and wasn't that effective in making the point. Used political figures as examples but many times key stories about those politicians really conflict with the point he's making. For instance, Kerry WAS seen as a flip-flopper, but that wasn't just because he changed his decisions in the face of new landscapes or evidence -- it was because he was SO indecisive on the campaign trail, to his own detriment. 2 stars because it gave me a list of studies to look at which will actually satisfy my reason for reading this in the first place.
August 4, 2024
The general idea of this book is nice. Humility is the mother of all virtues, as the Tao says.
I'm open to being persuaded that this guy has a method for helping people to change their minds away from BS and toward reality.
The book has some cherry-picked anecdotes about some people who were persuadable at baseline and successfully changed their minds about something. But that's not what I am interested in. There's a PDF supplement to the book that's an action guide to help people become more persuadable. Okay, where is the evidence that this method works?
I'm open to being persuaded that this guy has a method for helping people to change their minds away from BS and toward reality.
The book has some cherry-picked anecdotes about some people who were persuadable at baseline and successfully changed their minds about something. But that's not what I am interested in. There's a PDF supplement to the book that's an action guide to help people become more persuadable. Okay, where is the evidence that this method works?
March 23, 2020
It took me about a year to complete this one, slightly more to do with me picking up other reads and a bit about how the content is laid out by the author here. I personally found the examples quoted not convincing, but net net it draws the point across. My key take away been - what evidence will I consider to change my belief? The arguments presented here are worthwhile to ponder upon and implement as appropriate if you are in a leadership role.
July 20, 2022
Good Perspective
Are you so principled that nothing and no one will get you to change? If so, you really need to read this book. By analyzing decisions and history of changed minds, the reader will get an appreciation for keeping an open mind, and begging persuadable. You may think twice before you dig your heels in after reading this book.
Are you so principled that nothing and no one will get you to change? If so, you really need to read this book. By analyzing decisions and history of changed minds, the reader will get an appreciation for keeping an open mind, and begging persuadable. You may think twice before you dig your heels in after reading this book.
November 26, 2023
A great book! We have the wrong perception that holding firm to your ideas at all costs is what makes a great leader. This reverses that thought and suggests the best leaders listen to advice and adjust their thought when needed. A real leader can be persuaded by new insights and inane afraid to change their mind.
February 19, 2021
There is an excellent recommendation underlying the book, and a few good tactics too. A thourough article could have been a more proper format, as it all becomes very stretched in the second half. A good book to skim through.
January 26, 2017
I remember a few good anecdotes being in this book, but can't remember what they were. Overall, a decent read but not very memorable in its takeaways.
September 26, 2017
A thoroughly fascinating read. The author makes great points about the importance and benefits of being willing to change your mind when presented with solid evidence.
Superb book.
Superb book.
July 2, 2018
No siempre se tiene la razón, es importante escuchar las ideas y cambiar de opinión. Un libro que deben leer la mayoría de los líderes, directores, coordinadores de personal.
September 11, 2019
An above average self-help book using interesting examples from the real world on the need to be more persuadable. The argument of the book is just that.
February 1, 2024
This year’s Christmas book from my dad. Moral of the story: be persuadable!
March 17, 2017
The most important book you will read all year.
Read
February 26, 2017When was the last time you changed your mind? In Persuadable @pittampalli explores the ability of people to change their mind in the face of new evidence. Al argues that changing your mind (sometimes known as flip flopping) is actually a strength.
Great leaders like Ray Dalio, one of the most successful hedge fund manager of all times, attribute their success to adapting to new information and changing their mind.
Being persuadable requires an open mind, holding your beliefs as temporary, and realizing that you can be wrong.
Great leaders like Ray Dalio, one of the most successful hedge fund manager of all times, attribute their success to adapting to new information and changing their mind.
Being persuadable requires an open mind, holding your beliefs as temporary, and realizing that you can be wrong.
May 18, 2016
Assigned reading for a seminar. Well, the executive summary was assigned - I wanted to read the actual book (I read the summary, too.) Good stuff here, some of which I already apply to myself in my professional life. Admittedly, more in my professional life than personal, but I'm working on it. Bottom line up front (BLUF): be willing to change your mind in the face of new evidence.
I do have a few critical observations for Pittampalli...in one scenario, he quotes the New Yorker's John Cassidy description of Bridgewater founder Ray Dalio's anticipation of economic trends as "uncanny". Now, to be fair, Pittampalli is quoting someone else, but by quoting him, I assume Pittampalli concurs. Continued success in a particular field - even one such as investing - is hardly "uncanny". A few spotty successes, maybe, but one after another?
On resisting influence, Pittampalli uses an example of ordering a red wine and having the waiter recoil with the pairing an insist of a white. The response, he claims, under reactance theory, dictates that you dig in and not only stick with you choice, but convince yourself to like it even more. My problem with this? Bad example. I don't like whites as a rule and find the whole pairing thing to be a silly affectation. Should a waiter act like that, I'd call the manager over.
There are more, but there are also nuggets of wisdom to extract and retain. "In order to lead, we must be understood. But in order to be understood, we need first to understand." Yep. And the implicit costs of wanting to make the best decision are coupled with how much time is spent chasing down a fractional savings. I've senn people drive across town to save $0.10 on gas, and spend hours - literally hours - on reconciling a budget differential of cents, when "close enough" was actually good enough.
And Pittampalli cites a George Bernard Shaw quote:
Spot on. But the best nugget - and I'm not fond of "best" anything labels - comes from the first anecdote about Admiral William Mcraven, and it's one I've added to my toolbox:
Worth the quick read, folks.
I do have a few critical observations for Pittampalli...in one scenario, he quotes the New Yorker's John Cassidy description of Bridgewater founder Ray Dalio's anticipation of economic trends as "uncanny". Now, to be fair, Pittampalli is quoting someone else, but by quoting him, I assume Pittampalli concurs. Continued success in a particular field - even one such as investing - is hardly "uncanny". A few spotty successes, maybe, but one after another?
On resisting influence, Pittampalli uses an example of ordering a red wine and having the waiter recoil with the pairing an insist of a white. The response, he claims, under reactance theory, dictates that you dig in and not only stick with you choice, but convince yourself to like it even more. My problem with this? Bad example. I don't like whites as a rule and find the whole pairing thing to be a silly affectation. Should a waiter act like that, I'd call the manager over.
There are more, but there are also nuggets of wisdom to extract and retain. "In order to lead, we must be understood. But in order to be understood, we need first to understand." Yep. And the implicit costs of wanting to make the best decision are coupled with how much time is spent chasing down a fractional savings. I've senn people drive across town to save $0.10 on gas, and spend hours - literally hours - on reconciling a budget differential of cents, when "close enough" was actually good enough.
And Pittampalli cites a George Bernard Shaw quote:
"The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” It’s a quote that is repeated often by activists and change makers of all stripes. But the philosophy is incomplete. Because although those who adapt surrounding conditions to themselves are critical to progress, in every successful social movement, if you look closely, you’ll find people whose willingness to be reasonable and to change their minds are what enabled progress.
Spot on. But the best nugget - and I'm not fond of "best" anything labels - comes from the first anecdote about Admiral William Mcraven, and it's one I've added to my toolbox:
“You know, I haven’t thought about that, but I need to.”
Worth the quick read, folks.
This entire review has been hidden because of spoilers.
October 27, 2016
There are many leadership books and I've read a good chunk of them. I've read about what it takes to be a leader, what to do and not to do, how to inspire, etc. Phrases like "analysis paralysis" and "be decisive" come up often, but Al's take on leadership is different.
We all agree that not being able to decide (aka, analysis paralysis) is bad. Most of us agree that leaders need to be good at making the tough calls. Al argues that being too decisive and sure of yourself is just as bad as the alternative. With great stories to back this up, he shows us how the greatest leaders were not afraid to be proven wrong and/or take other people's opinions. No one person can know it all and true leaders are not afraid to show this and get advise and input from others.
This attribute is what he refers to as "persuadibility" and to get there, one must be able to "consider the opposite," "kill your darlings," "take others perspective," and "take on your own tribe" in addition to others.
So if you are a leader, aspire to be one, or just want the mindset for success, read this book.
We all agree that not being able to decide (aka, analysis paralysis) is bad. Most of us agree that leaders need to be good at making the tough calls. Al argues that being too decisive and sure of yourself is just as bad as the alternative. With great stories to back this up, he shows us how the greatest leaders were not afraid to be proven wrong and/or take other people's opinions. No one person can know it all and true leaders are not afraid to show this and get advise and input from others.
This attribute is what he refers to as "persuadibility" and to get there, one must be able to "consider the opposite," "kill your darlings," "take others perspective," and "take on your own tribe" in addition to others.
So if you are a leader, aspire to be one, or just want the mindset for success, read this book.
December 10, 2017
With many leadership books on the market, this one has an interesting thesis. To be great, a leader must have an open mind, understand that beliefs may be temporary, and be will to change his mind and accept the possibility that he may have made a previously poor decision. I fully agree with this. However, the author attempts to illustrate his ideas using a few anecdotes which were not very impressive, and did not actively persuade this reader. What degraded my experience with this book is that the author used political partisanship and attempted to persuade me that Democrats make good decisions while Republicans don't. He cited Obama as being persuadable in making good decisions, while citing Bush as not being persuadable and made poor decisions. Still, an interesting read.
I won this book in a Goodreads Giveaways.
I won this book in a Goodreads Giveaways.
March 21, 2016
Persuadable was a slow slog for the first 2/3 of the book. The last third made it worth reading. The book was an argument for being able to change your mind in the face of new evidence. I enjoyed it because it was not just his viewpoint but the data from many social scientific studies that convinced me.
As Malcolm Gladwell would say, many times it is the outlier that has the correct perception. But we don't want to change our minds, for exactly that reason, he is an outlier.
It is interesting that throughout the book Pittampalli stresses being able to change your mind. But not till the 9th of 11 chapter does he stress not to be too persuadable.
This book was a 3 star until chapter 9 when it became a 4 star.
I guess he was just taking some of his own medicine.
As Malcolm Gladwell would say, many times it is the outlier that has the correct perception. But we don't want to change our minds, for exactly that reason, he is an outlier.
It is interesting that throughout the book Pittampalli stresses being able to change your mind. But not till the 9th of 11 chapter does he stress not to be too persuadable.
This book was a 3 star until chapter 9 when it became a 4 star.
I guess he was just taking some of his own medicine.
March 8, 2016
(Review applies to the Audible version). This is easily the best book I’ve read in the past six months. I won’t soon forget the story of Ford Motor Company’s declining fortunes and turnaround. If Ford hadn’t been persuadable, they likely would have had to file for bankruptcy. This book is about the need to intentionally and regularly test, retest, and revise our assumptions, beliefs, and actions as a core skill for being a leader (if not a wise human). Failure to do this leads to the death of organizations. However, intentional explorations of antithetical beliefs and ideas sets the stage for continued growth and personal credibility. There is a very nice balance of highly inspiring stories AND research. The narration is excellent.
March 19, 2016
Allowing ourselves to be open to a changing world, changing views, different beliefs brings a wealth of diversity to our lives. Not allowing our pre-conditioned, inherited family jewels to be swallowed hook, line and sinker takes us closer to truth. So enjoyed Al Pittampalli's presentation of this concept - and the seven practices to build our persuadability muscles. I'm particularly drawn to "Kill Your Darlings" and "Take On Your Own Tribe."
It is also interesting that the quote from Ralph Waldo Emerson that I love so much - and see as a full-fledged affirmation of these concepts ... Pittampalli flips and uses as a caution. That there are two sides to every story, and multiple interpretations of thoughts and words is a reminder to me to allow my own darlings to be flexible.
It is also interesting that the quote from Ralph Waldo Emerson that I love so much - and see as a full-fledged affirmation of these concepts ... Pittampalli flips and uses as a caution. That there are two sides to every story, and multiple interpretations of thoughts and words is a reminder to me to allow my own darlings to be flexible.
June 17, 2016
What the author had to say-- that we should not only try to be open-minded, but to actively challenge our beliefs -- seems like common sense, but it's something that's in short supply these days. There is no gray area, just black and white, right and wrong. When leaders change their beliefs, they're "flip-floppers". When people in charge can be swayed with a well-argued statement, they're seen as weak. In reality, no one person knows the truth -- just their judgment and belief of that truth. We all must be open to have our most closely-held beliefs proved wrong; that is the indicator of an evolved society.
August 17, 2016
I'm a sucker for books with great stories and this is one of them. I don't know that there is anything different in the book if you've read Cialdini or the Heath brothers except a bunch of new stories. As a guy who thought it was his duty to try to be right most of his life this book has reinforced my "older age" belief that minds were made to be changed when presented with new information - and that's ok. Enjoyed it. Wish I had read it when I was 20...would have saved myself a lot of arguments.
January 4, 2016
To be reviewed in the May-June issue of Global Business and Organizational Excellence.
February 4, 2016
Wonderful and relevant. Recommended for anyone who can read and reason.
I received this book for free through Goodreads First Reads
I received this book for free through Goodreads First Reads
February 18, 2016
Learn why when and how to change your mind to be a more effective leader!!
Loved this book. Digestible, great examples and evidence to back up the argument.
Loved this book. Digestible, great examples and evidence to back up the argument.
Displaying 1 - 30 of 31 reviews