Archive for February 2012
My team know how to persuade me to complete tasks when I’m prevaricating, postponing, and procrastinating. They already have established a common ground and an emotion connection with me. They know how to make their cases compelling by appealing to my values, including my desire to make a positive difference in other people’s lives. They offer help and gear their approach to my decision-making style. And when all else fails, they direct their efforts to what drives me in combination with my needs and desires. While my latest book Persuasion & Influence For Dummies (P&IFD) is filled with useful techniques and insights into how to persuade people to do what you want them to do, here I share a few simple thoughts and tips that can lead to a big difference.
Get to know what matters to people. The more you know, the more able you are to affect their behaviour. When you know what inspires people and what they can’t live without you’ve got a guide for persuading them to follow your plan. How can you do this? Pay attention when they talk about what’s important to them. Listen not only to the words they say, notice how they speak and move. What’s their tone of voice? What words and phrases do they use to express their thoughts and feelings? What is their posture like and how are they gesturing? If the other person is speaking quickly and talking about feelings, and you’re speaking slowly and discussing thoughts, chances are your attempts at persuasion won’t fly. The most successful persuaders are those who communicate in a similar way to the people they want to persuade. P&IFD as well as Body Language For Dummies (now out in its 2nd edition), have many tips for communicating with people in a similar way.
The most successful persuaders are those who can render sound judgment at appropriate times. When your judgements are condemnatory, self-righteous, or constantly critical of another person’s beliefs and behaviours, don’t be surprised if s/he disregards your demands. The ability to stand outside of a situation and look at it clearly in an unbiased manner is one of your greatest tools for persuading others to do your bidding. If you force your agenda on people whom you want to persuade, without taking into account their situation, your chances of persuading them to do what you want are slim.
The cornerstone of persuasion is credibility. Credible people are trustworthy. You can believe what they tell you and you can trust them to listen. Fundamental to establishing your credibility are integrity, consistency and the ability to resist radical mood swings. If you lack sufficient credibility, don’t expect to be able to persuade others to take on board your suggestions. The good news is, you can develop and nurture your credibility. For more about building your credibility, pick up a copy of Persuasion & Influence For Dummies.
Remember: Support, encouragement and trust are fundamental to influencing people who want to make a difference. For these people, the work and the opportunity to make a difference is more rewarding than money, prestige and incentives.
Warning: When you’re persuading someone to do what you want them to do, don’t deliberately make them feel anxious or ashamed. While both approaches may yield temporary gains, someone who’s been shamed won’t want anything to do with you in the future and will be disinclined to speak positively about you.
Anecdote: I recently had to terminate the services of a supplier. I wrote to her that while I value her efforts, results and our working relationship, my business model has changed and I no longer require her services. I finished by saying that I would happily recommend her and her company to others. Her response? Expressions including “I have to say that I’m very disappointed that you have chosen to end our relationship in this way…”, “would have been more appropriate”, and “you did not have the courtesy to…” peppered her reply. While I appreciate that she may be worried about her business, I did not appreciate her approach to persuade me to change my mind. As for recommending her services in the future? I’m less inclined to do so now.
Tip: Rather than trying to talk someone into doing what you think is the right thing to do, persuade them by appealing to their personal beliefs and values.
For more information visit www.kuhnkecommunication.com
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Having a wonderful vision of what you want to do in life is not enough. You need to know how to turn that vision into a reality. And in order for that to happen you need to support your dreams and goals with knowledge and skill. Only then can you create a coherent and solid foundation for the future you want.
Some people seem to have a natural ability to achieve their goals. Others struggle. The good news is that achieving one’s vision is an ability that is available to anyone who can model excellence.
Achieving your vision encompasses more than what you want to achieve in your life now. There’s a part that has to do with what you want to leave behind – your legacy. Being clear about your legacy will focus your attention on what you need to be doing now to achieve a future goal.
Exploring what we want to achieve and leave behind is more than making a list and prioritising. It is about looking deep within and discovering what really matters. The effect on ones behaviour, once having connected with these highest values, is extraordinarily powerful and influential.
• Make your dream manageable and achievable
• Identify specific beliefs and strategies to create a vision and bring it to fruition.
• Clarify your legacy and build its foundations
• Know the space between Vision and Action is Hesitation
• Learn how to deal with natural doubts and concerns
• Model success
For more information visit www.kuhnkecommunication.com
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