Persuasive Speech 2016 - Whole Person Paradigm 4m592e

Speech 04: Persuasive Speech Sergio Lopez-Peralta Submitted to Professor Billington COMM 1020-027 Speech 4: Persuasive Speech 09MAR2016 Persuasive Speech: Audience Assessment Specific Goal: My audience will want to evaluate the way they manage individuals. Type of Claim: This is a claim of value. Ethos: Primary Ethos: a) Competence: I am a Team Leader at Discover Financial and have taken several leadership courses on this topic. b) Fairness: I will discuss opposing views when discussing what the overarching goal of the speech is. Secondary Ethos: I will cite 4 references out loud in my speech. Audience Assessment: Most of my audience will probably have an attitude toward my proposition that is highly favorable. Adaptation to Audience Attitude: a.

Common ground: I will leverage their current workplace experience of managing a team of individuals.

b. Latitude of acceptance: They are all management level employees at Discover who deal with individuals on a daily basis. Baby Steps: I will break it down so that they understand how to address each area of the whole person paradigm. They will be able to assess where they need the most work, and begin to make changes to their management style. They will be able to, in simple ways, engage their employees in the workplace. Pattern of Organization: Motivational Sequence Persuasive Speech: Outline The Whole Person Paradigm Introduction I. Hook: Stephen R. Covey (Recognized as one of Time magazine’s 25 most influential Americans, was one of the world’s foremost leadership authorities and organizational expert) he said this, “We stand at the forefront of one of the most exciting and promising of all of the ages in human history… the exploding advances of technology, have created an unprecedented opportunity for growth and prosperity for… organizations… if we approach them wisely.”

II. Ethos: As a Stake Holder in the Spanish New s process I experience this first hand every day. III. Proposition (or Hint at Proposition): If you expect to be successful in this era, you can no longer manage individuals in the workplace, but lead them. IV. Preview: 1. Economic Ages of Human History 2. Knowledge Worker Age 3. The Whole Person Paradigm Transition: Let me shed some light on the contrast between previous work environments up to this date. Body I. (In the Leadership course “4 Imperatives of Great Leaders” provided by Franklin Covey a global, public company specializing in performance improvement.) You are provided with the following information regarding the different ages of civilization particularly in the workplace. A. The Hunter & Gatherer Age i. Where the “job role” of individuals was to scavenge for food. B. Agricultural Age i. The era that saw the rise of mass production of food due to the growing ability of individuals to cultivate acres of land to produce food. C. The Industrial Age i. The age that saw the rise of assembly lines and the massive increase in consumer goods production. D. The Knowledge Worker Age i. The era we currently live in filled with massive amounts of information, knowledge, and technology. Transition: What is different in this era than in any other era? I. The Knowledge Worker Age A. (Peter Drucker, one of the greatest management thinkers of our time said this) Speaking of our day: i.

‘When the history of our time is written, the most important event those historians will … is not technology, not the internet… but the unprecedented change in the human condition’”

ii. “For the first time, substantial and rapidly growing numbers of people have choices… and we are totally unprepared for it” B. Why is that?

i. (Stephen R. Covey founder of the “7 Habits of Highly Effective People”) had this to say in response a) (Italics added) It is because we manage things, but things don’t have the power to choose. b) We lead people, who do have the power to choose. c) The industrial age saw the rise of mass production where individuals were replaceable. Transition: Now, instead of replacing individuals we need to begin to understand how to lead them. I. This is where the “Whole Person Paradigm” comes in. A. (In the Leadership course “4 Imperatives of Great Leaders” Stephen R. Covey) shares the following model for leading individuals. i. Body a) To live a. The need for survival ii. Mind a) To learn a. The need for growth and development iii. Heart a) To love a. The need to build strong relationships iv. Spirit a) To leave a legacy a. The need for meaning and contribution b. For integrity B. People consciously make a decision about how much to give depending on how they are treated. i. Neglecting any of these 4 areas and you turn a person into a “thing” C. (Keevin O'Rourke in a TEDx speech at NIU) said this about the current generation in the workforce “(Italics added) People want to work for someone they are ionate about” i. This is why the whole person paradigm is so important. ii. When leading individuals in a company one can no longer view them as a “thing” that needs to be managed. iii. But rather leverage their whole person to their fullest potential.

Conclusion: I. Signal speech is coming to an End: Let me close by saying this, we need to begin to evaluate our efforts in these eras with each of the individuals we work with. II. Summarize main points: We covered the different economic ages of human history. Dove deeper into the current knowledge worker age, and discussed whole person paradigm. The tool we can use to evaluate our leadership capabilities in this era.

III. Reiterate the thesis: If you expect to be successful in this era, you can no longer manage individuals in the workplace (treat them as “Things”), you will need to learn how to lead them. IV. End the speech memorably: The financial world treats employees as an “expenses” and tools like computers as “assets”. That is a powerful paradigm shift that needs to change in our day. V. Challenge the audience to respond: Though I know it takes time, I encourage each of you to evaluate what area of the whole person paradigm you can put a little more time into with each individual on your team.

Works Cited: FranklinCovey. "7 Habits Leadership Modular Series." 4 Imperatives of Great Leaders. Discover Financial Services Building, West Valley City. Jan. 2015. Lecture. http://www.franklincovey.com/leadership/modular_series.php O'Rourke, Keevin. "How to Make Millennials Want to Work for You | Keevin O'Rourke | TEDxUNI." YouTube. YouTube, 11 May 2015. Web. 17 Feb. 2016. . Hesselbein, s, and Paul M. Cohen. Leader to Leader: Enduring Insights on Leadership from the Drucker Foundation's Award-winning Journal. San Francisco: Jossey-Bass, 1999. Print. PowerPoint: Turned in with paper