How are leaders implementing Strategic Persuasions with perfection?

  • Are you meeting a delegate from one of your consumers and need to allocate new pricing with them?
  • Have you acquired a not so skilled partner operating a high-profile project? How do you bring your partner and your team around to working more productively?
  • Do your co-workers regulate the knowledge and supplies that you need to fulfill your projects and are not forthcoming or supportive?
  • Do you have a new idea to put before your manager, who is known to say ‘no’ before even fully listening to anyone?
  • Do you want to cultivate ‘heroes’ within the company to help expand your concepts?
  • Do you want to be seen as more charismatic?

If you answered ‘yes’ to any of these questions, you are a prime candidate for honing your capabilities of persuasion.

It’s no longer enough to ‘tell’ others what to do. Effective leadership nowadays depends on your capacity to control key thought leaders, senior management, and cross-functional teams. A compelling argument is critical, but only if you present it with the assurance that comes from having done your preparation.

The process of influencing begins with how you think about the people you need to control. Your progress in persuading others depends upon your ability to observe and communicate effectively and strategically with them. Understanding how to shift mindsets and management results in positive outcomes for everyone.

But before I present some of the elements that form the basis for persuasive evidence or performance, let me make a small but significant ethical analysis, namely the difference between persuasion and manipulation.

Being upfront, sincere, and honest will provide you with the framework for strong, trusting, and long-lasting relationships. Using coercive or manipulative tactics may serve short-term goals, but people will not respond kindly over the long run. Manipulation is the unfair use of the laws of persuasion. Period. End of story.

On the other hand, persuasion introduces compelling judgments to others. This is based on the assumption that people can only do or agree with what they have first believed. The persuader’s task is to get others to imagine doing what it is you want them to do. No coercion, no force, just valid knowledge presented in a way that makes sense. Here are some of the features and tactics that make an efficient template for influencing others:

INTEREST-BASED 

  1. Position your reasoning in terms of what’s in it for your customers.
  2. Imagine things from the other’s prospect.
  3. Recognize what excites and intrigues them.

SOCIAL PROOF

  1. People’s capacity to be affected depends on the social proofs that we call recommendations.
  2. Use cases of how other clients have profited from your services/products.

POLITICS

  1. This approach relies on finding others to promote your idea.
  2. Highly ambitious and self-sufficient people tend to push their ideas through on their own and don’t use this form of influencing as much.
  3. Cooperative and group-oriented people solicit support from others to champion their ideas, often before the conference even begins.

THE POWER OF LESS

  1. Offer only three solutions. Your client, boss, or customer will be more apt to judge, and the middle almost always wins. Construct your solutions that way.
  2. More options involve your clients that result in their procrastination for moving forward.

RATIONALITY

  1. Using reasoned argumentation, proof, and reasoning to support your proposal will help guide move people towards a resolution.
  2. The more reasoned and reasonable your solution sounds, the greater the likelihood they will say yes.

INSPIRATION AND EMOTION

  1. Using story-telling, images, and pictures will help move your customers emotionally.
  2. Studies by Wharton in conjunction with IBM researched that you are 38% more likely to determine when you use visuals.
  3. Make your stories touch the mind of clients.

RELATIONSHIPS

  1. Sharing something in general breaks down walls.
  2. The more related you are to your colleagues and customers, the more persuasive the information becomes.

THE LIKABILITY FACTOR

  1. Positive correlations predispose your customers to be more open to and supportive of your ideas.
  2. The more you are liked, the more likely others will boost your ideas.
  3. You’re more likely to be forgiven for mistakes if you are liked.

THE LAW OF Mutuality

  • Your customers will be persuaded to do something for you when they first see you doing something remarkable for them.

THE Concurrence EFFECT

  • After a favor is done, your customers will place a higher value on the favor than you. However, as time passes, the aim reverses. The value of the courtesy increases in your eyes as the doer and not in the eyes of the taker. So don’t wait forever to call in your markers.

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