The essence of your idea: what makes your idea unique and better than alternative or competing proposals, and how it will benefit your intended audience.
Think about which benefits your audience would value most. Then develop a unique value proposition for your proposal by asking these questions:
What benefits does my proposal provide? What will my audience members gain? What will they avoid losing?
What evidence shows that these benefits are real? Are there compelling and credible testimonials, examples, statistics, and graphical representations available?
What makes my proposal unique? What’s different and unusual about my idea? Why should my audience accept my proposal and not others’?
ACTION POINT: Spotlight the unique advantages of your proposition to convince listeners that your idea merits their serious consideration.
Tuesday, March 31, 2009
Monday, March 30, 2009
Answering Your Audience’s Question: What’s in it for me?
Persuaders who fail to answer their listeners’ question “What’s in it for me?” stand little chance of winning their minds.
The features of your idea—such as how a new computer you’re advocating works—may interest your listeners. But its benefits—how the idea will help your audience members and make their lives better—most strongly attract listeners’ attention. Persuaders who fail to answer their listeners’ question “What’s in it for me?” stand little chance of winning their minds.
Benefits may appeal to listeners on one of two primary levels of motivation: the desire for gain and the fear of loss.
A benefit may enable listeners to gain something they don’t currently have—for example, money, time, popularity, possessions, or a good reputation.
A benefit may enable listeners to avoid losing something they currently have.
Research shows that the fear of loss is actually a more powerful motivator than the prospect of gain. For example, the fear of losing money you already have is a more powerful motivator than the thought of gaining money you don’t have.
ACTION POINT: Understand the features and benefits of your ideas. Emphasize the benefits
The features of your idea—such as how a new computer you’re advocating works—may interest your listeners. But its benefits—how the idea will help your audience members and make their lives better—most strongly attract listeners’ attention. Persuaders who fail to answer their listeners’ question “What’s in it for me?” stand little chance of winning their minds.
Benefits may appeal to listeners on one of two primary levels of motivation: the desire for gain and the fear of loss.
A benefit may enable listeners to gain something they don’t currently have—for example, money, time, popularity, possessions, or a good reputation.
A benefit may enable listeners to avoid losing something they currently have.
Research shows that the fear of loss is actually a more powerful motivator than the prospect of gain. For example, the fear of losing money you already have is a more powerful motivator than the thought of gaining money you don’t have.
ACTION POINT: Understand the features and benefits of your ideas. Emphasize the benefits
Friday, March 27, 2009
Providing Compelling Evidence
The real message isn’t what you say. It’s what the other person remembers." – Harry Mills.
The evidence you provide to support your proposal—such as testimonial, examples, statistics, and graphical evidence—can strengthen your persuasiveness.
Testimonials enhance persuasiveness when they come from sources your audience considers expert and credible. For instance, if you’re advocating the adoption of a new technology, provide quotations from companies similar to yours that have adopted the technology with excellent results.
Examples capture people’s attention by turning generalizations and abstractions into concrete proof. To illustrate, cite examples of what a proposed new technology can accomplish.
Statistics become especially effective if you make them understandable an memorable. How? Help people grasp the meaning of large numbers. For instance, to convey $1 trillion, say, "If you were to count a trillion one-dollar bills—one every second, 24 hours a day—it would take you thirty-two years." Personalize numbers: "four out of ten people in this room exaggerate their expenses." Cite jaw-dropping comparisons: "Our main competitor processes orders fifty times faster than we do."
Graphical evidence, such as slides, flip charts, videotapes and product samples can boost your success. That’s because three-quarters of what people learnt they acquire visually. Choose a medium that’s appropriate to your message; convey one concept per slide or other visual; and consider the psychological impact of colors. (Red, for example, means "We’re in debt" to financial managers, but to engineers it signifies that a wire has electricity running through it.) Also, when you create charts and tables, first determine the main trends or patterns you want to emphasize, and then take care not to distort or misrepresent information.
ACTION POINT: When carefully selected and compellingly presented, evidence in all its forms can help your audience see how reasonable your idea really is.
The evidence you provide to support your proposal—such as testimonial, examples, statistics, and graphical evidence—can strengthen your persuasiveness.
Testimonials enhance persuasiveness when they come from sources your audience considers expert and credible. For instance, if you’re advocating the adoption of a new technology, provide quotations from companies similar to yours that have adopted the technology with excellent results.
Examples capture people’s attention by turning generalizations and abstractions into concrete proof. To illustrate, cite examples of what a proposed new technology can accomplish.
Statistics become especially effective if you make them understandable an memorable. How? Help people grasp the meaning of large numbers. For instance, to convey $1 trillion, say, "If you were to count a trillion one-dollar bills—one every second, 24 hours a day—it would take you thirty-two years." Personalize numbers: "four out of ten people in this room exaggerate their expenses." Cite jaw-dropping comparisons: "Our main competitor processes orders fifty times faster than we do."
Graphical evidence, such as slides, flip charts, videotapes and product samples can boost your success. That’s because three-quarters of what people learnt they acquire visually. Choose a medium that’s appropriate to your message; convey one concept per slide or other visual; and consider the psychological impact of colors. (Red, for example, means "We’re in debt" to financial managers, but to engineers it signifies that a wire has electricity running through it.) Also, when you create charts and tables, first determine the main trends or patterns you want to emphasize, and then take care not to distort or misrepresent information.
ACTION POINT: When carefully selected and compellingly presented, evidence in all its forms can help your audience see how reasonable your idea really is.
Thursday, March 26, 2009
Structuring Your Presentation Effectively
Get your audiences attention right away with a dynamic opening.
How you begin and end your presentation is especially critical. Get your audiences attention right away with a dynamic opening. Conclude with a call for action in which you clearly indicate what you want from your listeners
Consider the following examples of structure:
Problem and solution. Describe a pressing problem and then solve it by presenting a convincing solution. Use this structure with an uninterested audience or one that is uniformed about he problem.
Presentation of both sides and then refutation. To win over neutral or hostile audiences, argue both sides. First present your opponents’ side, thereby showing that you accept the validity of their position and increasing their receptivity. Then refute their case by challenging their evidence and disproving their arguments.
Cause and effect. Discuss the causes underlying a problem, and then show how your idea will remove those causes. Or emphasize the undesirable effects of a problem, and then explain how your proposal will mitigate those effects. Use this structure for mixed audiences.
Motivational sequence. Capture your audience’s attention with a startling statistic, anecdote, or joke—and then identify a pressing need. Explain how your proposal will satisfy that need, and help listeners visualize the bright future in store if they adopt your proposal. Finally, tell you audience the actions you want them to take. Use this structure for supportive audiences.
ACTION POINT: Make use of the four examples above to make your presentations more effective.
How you begin and end your presentation is especially critical. Get your audiences attention right away with a dynamic opening. Conclude with a call for action in which you clearly indicate what you want from your listeners
Consider the following examples of structure:
Problem and solution. Describe a pressing problem and then solve it by presenting a convincing solution. Use this structure with an uninterested audience or one that is uniformed about he problem.
Presentation of both sides and then refutation. To win over neutral or hostile audiences, argue both sides. First present your opponents’ side, thereby showing that you accept the validity of their position and increasing their receptivity. Then refute their case by challenging their evidence and disproving their arguments.
Cause and effect. Discuss the causes underlying a problem, and then show how your idea will remove those causes. Or emphasize the undesirable effects of a problem, and then explain how your proposal will mitigate those effects. Use this structure for mixed audiences.
Motivational sequence. Capture your audience’s attention with a startling statistic, anecdote, or joke—and then identify a pressing need. Explain how your proposal will satisfy that need, and help listeners visualize the bright future in store if they adopt your proposal. Finally, tell you audience the actions you want them to take. Use this structure for supportive audiences.
ACTION POINT: Make use of the four examples above to make your presentations more effective.
Wednesday, March 25, 2009
Winning Your Audience’s Mind
...you need to win your listeners' mind and their hearts.
Reason and emotions play major roles in the way people make business decisions. To persuade others, you thus need to win your listeners' mind and their hearts. In this series, we focus on appealing to your audience members' minds. You can do this in several ways:
The way you structure your presentation
The evidence you provide to back up your proposal
The benefits of your idea that you emphasize
The words you use
How do you decide what to say first, second, and so on in making a persuasive proposal? Sometimes your assessment of your audience's receptivity will influence the structure you select. At other times, your subject matter will suggest the appropriate structure. And you might decide to use one structure to present your case to one audience (for example, a receptive group) and another to present the same case to another audience (such as a skeptical audience).
ACTION POINT: Consider how your subject matter best matches your audience's receptivity for your presentations.
Reason and emotions play major roles in the way people make business decisions. To persuade others, you thus need to win your listeners' mind and their hearts. In this series, we focus on appealing to your audience members' minds. You can do this in several ways:
The way you structure your presentation
The evidence you provide to back up your proposal
The benefits of your idea that you emphasize
The words you use
How do you decide what to say first, second, and so on in making a persuasive proposal? Sometimes your assessment of your audience's receptivity will influence the structure you select. At other times, your subject matter will suggest the appropriate structure. And you might decide to use one structure to present your case to one audience (for example, a receptive group) and another to present the same case to another audience (such as a skeptical audience).
ACTION POINT: Consider how your subject matter best matches your audience's receptivity for your presentations.
Tuesday, March 24, 2009
Understanding Your Audience
Steps for understanding your audience quickly.
1. Scan the surrounding environment. - Browse the audience; look for general patterns in people's appearance and behavior. What is the overall mood of the gathering? What's going on in the background that may be influencing your audience members? For example are there many distractions?
2. Identify key traits you want to read. - Focus on the person or individuals you want to read. mentally draw up a list of several key traits you want to observe in those audience members. For example, do you want to gain a sense of your listeners' energy levels, ability to focus on your message, and openness to new ideas? Do you want to gauge their emotional state and confidence levels?
3. Interpret behaviors. - Bring the key traits you identified in step 2 into sharper focus. Examine the behaviors associated with those trains in minute detail. For example, to detect readiness to hear your message, observe whether your audience members are making eye contact with you, showing lively facial expressions, and nodding in agreement. To detect boredom or indifference, watch for blank stares, heads held in their palm of the hand, finger or foot tapping, and doodling. To detect openness, look for unfolded arms, warm smiles, leaning forward, and open palms.
4. Test your assumptions. - Look for ways to test your assumptions about the traits you observed in step 3. for example, don't assume too quickly that leaning forward always signifies openness. For some individuals, that posture may mean they're having trouble hearing you. In this case, you might test your assumptions by asking, "Can everyone hear me okay?" And whereas dropping eyes or limited eye contact may indicate boredom in some people, those same behaviors may reveal fatigue in others--especially if you're presenting your case after lunch or fist thing in the morning.
ACTION POINT: Think about the range of possible meanings for the behaviors you're observing and test your conclusions to ensure that you're reading your audience as accurately as possible.
1. Scan the surrounding environment. - Browse the audience; look for general patterns in people's appearance and behavior. What is the overall mood of the gathering? What's going on in the background that may be influencing your audience members? For example are there many distractions?
2. Identify key traits you want to read. - Focus on the person or individuals you want to read. mentally draw up a list of several key traits you want to observe in those audience members. For example, do you want to gain a sense of your listeners' energy levels, ability to focus on your message, and openness to new ideas? Do you want to gauge their emotional state and confidence levels?
3. Interpret behaviors. - Bring the key traits you identified in step 2 into sharper focus. Examine the behaviors associated with those trains in minute detail. For example, to detect readiness to hear your message, observe whether your audience members are making eye contact with you, showing lively facial expressions, and nodding in agreement. To detect boredom or indifference, watch for blank stares, heads held in their palm of the hand, finger or foot tapping, and doodling. To detect openness, look for unfolded arms, warm smiles, leaning forward, and open palms.
4. Test your assumptions. - Look for ways to test your assumptions about the traits you observed in step 3. for example, don't assume too quickly that leaning forward always signifies openness. For some individuals, that posture may mean they're having trouble hearing you. In this case, you might test your assumptions by asking, "Can everyone hear me okay?" And whereas dropping eyes or limited eye contact may indicate boredom in some people, those same behaviors may reveal fatigue in others--especially if you're presenting your case after lunch or fist thing in the morning.
ACTION POINT: Think about the range of possible meanings for the behaviors you're observing and test your conclusions to ensure that you're reading your audience as accurately as possible.
Monday, March 23, 2009
Barriers to Effective Execution
"Execution is a specific set of behaviors and techniques that compnaies need to master in order to have competitive advantage."
Managers who execute well do so because they make a habit of doing the right things while guarding against forces that threaten the company's future. The following specific factors can interfere with a manager's ability to execute consistently:
Failure to practice purposeful abandonment.
Managers should regularly review products and people to make sure they are still fulfilling their original promise.
Excessive bureaucracy or management layers.
Few things can clog an organization like excessive, oppressive management layers. If decisions get bogged down, it could be because of too much red tape and/or too many stifling layer of management.
The absence of clearly defined values and an operating system to share learning and ideas.
The most effective organizations have shared values that define the company, and they conduct meetings, reviews, and training (i.e. the operating system) to help inculcate those values throughout the firm.
The wrong management structure.
"The right structure does not guarantee results," Drucker wrote in Managing for Results. "But the wrong structure aborts results...Above all, structure has to be such that it highlights the results that are truly meaningful."
No clear strategy or one not communicated throughout the organization.
Unless there is a clear strategy that everyone in the firm can communicate, people will not understand how their accomplishments contribute to the organization as a whole.
An insular culture that focuses on the wrong things and reward the wrong behavior.
A culture that does not encourage its people to focus on customers, the marketplace, and the "right" results will eventually falter.
ACTION POINT: Recognize and remove any of the above barriers to effective execution.
Managers who execute well do so because they make a habit of doing the right things while guarding against forces that threaten the company's future. The following specific factors can interfere with a manager's ability to execute consistently:
Failure to practice purposeful abandonment.
Managers should regularly review products and people to make sure they are still fulfilling their original promise.
Excessive bureaucracy or management layers.
Few things can clog an organization like excessive, oppressive management layers. If decisions get bogged down, it could be because of too much red tape and/or too many stifling layer of management.
The absence of clearly defined values and an operating system to share learning and ideas.
The most effective organizations have shared values that define the company, and they conduct meetings, reviews, and training (i.e. the operating system) to help inculcate those values throughout the firm.
The wrong management structure.
"The right structure does not guarantee results," Drucker wrote in Managing for Results. "But the wrong structure aborts results...Above all, structure has to be such that it highlights the results that are truly meaningful."
No clear strategy or one not communicated throughout the organization.
Unless there is a clear strategy that everyone in the firm can communicate, people will not understand how their accomplishments contribute to the organization as a whole.
An insular culture that focuses on the wrong things and reward the wrong behavior.
A culture that does not encourage its people to focus on customers, the marketplace, and the "right" results will eventually falter.
ACTION POINT: Recognize and remove any of the above barriers to effective execution.
Friday, March 20, 2009
Understanding Audience Member’s Decision-Making Styles
How do you know which style your decision makers possess?
To further boost your odds of persuading those who have the power to accept or reject your proposal, tailor your arguments to fit their decision-making style. People have distinct styles of decision making. There are styles, with their own characteristics, and corresponding persuasion strategies.
How do you know which style your decision makers possess? As you did when analyzing your audience’s receptivity, observe decision maker’s behavior in meetings and hallway conversations and examine their communication for hints.
If your audience includes decision makers with whom you have little or not direct contact, learn about their decision-making habits through whatever means are available, such as others in the organization, news sources, public meetings, and so on.
The five styles and their characteristics and persuasion strategies are:
Charismatic - Initially enthralled, but bases final decision on balanced information. May mislead you into thinking ;you’ve scored an immediate success. - Focus discussion on results. Make simple, straightforward arguments. Use visual aids to demonstrate features and benefits of proposal.
Thinker – Cerebral, logical, and risk-averse. Needs extensive detail - Gather as much supporting data as possible. Use a fact based approach t o persuasion.
Skeptic – Challenges every data point. Decides based on gut feelings. – Establish as much credibility as possible. At the beginning of a meeting, invite them to challenge you—indicating that you value their ideas and will sue them to create the final idea or proposal.
Follower – Relies on own or others’ past decisions to make choices. Takes plenty of time to decide whether to adopt idea. Follows the lead of bosses or others who are politically important. - Focus on proven methods such as testimonials. Understand whom they like to follow or defer to, and get that persons support.
Controller – Unemotional and analytical. Abhors uncertainty. Inclined to implement only their own ideas. – ensure that your argument is sound and well structured. Identify outcome of value to them.
ACTION POINT: Understand the decision making styles of the audience you are trying to persuade.
To further boost your odds of persuading those who have the power to accept or reject your proposal, tailor your arguments to fit their decision-making style. People have distinct styles of decision making. There are styles, with their own characteristics, and corresponding persuasion strategies.
How do you know which style your decision makers possess? As you did when analyzing your audience’s receptivity, observe decision maker’s behavior in meetings and hallway conversations and examine their communication for hints.
If your audience includes decision makers with whom you have little or not direct contact, learn about their decision-making habits through whatever means are available, such as others in the organization, news sources, public meetings, and so on.
The five styles and their characteristics and persuasion strategies are:
Charismatic - Initially enthralled, but bases final decision on balanced information. May mislead you into thinking ;you’ve scored an immediate success. - Focus discussion on results. Make simple, straightforward arguments. Use visual aids to demonstrate features and benefits of proposal.
Thinker – Cerebral, logical, and risk-averse. Needs extensive detail - Gather as much supporting data as possible. Use a fact based approach t o persuasion.
Skeptic – Challenges every data point. Decides based on gut feelings. – Establish as much credibility as possible. At the beginning of a meeting, invite them to challenge you—indicating that you value their ideas and will sue them to create the final idea or proposal.
Follower – Relies on own or others’ past decisions to make choices. Takes plenty of time to decide whether to adopt idea. Follows the lead of bosses or others who are politically important. - Focus on proven methods such as testimonials. Understand whom they like to follow or defer to, and get that persons support.
Controller – Unemotional and analytical. Abhors uncertainty. Inclined to implement only their own ideas. – ensure that your argument is sound and well structured. Identify outcome of value to them.
ACTION POINT: Understand the decision making styles of the audience you are trying to persuade.
Thursday, March 19, 2009
Audience Receptivity and Persuasion Strategies
Audiences generally fall within one of six categories of receptivity.
The table “Audience receptivity and persuasion strategies” shows these categories, along with their corresponding persuasion strategies.
Audience type Persuasion Strategies
Hostile-Disagrees with you Use humor or a story to warm them up
Focus on areas you agree on
Demonstrate your expertise, and cite experts
Support statements with solid evidence.
Stress that you’re looking for a win-win
Identify benefits they would value
Neutral-Understands your position Spell out your proposition's benefits to listeners
but still needs convincing
Present just three clear, compelling points backed by expert evidence, data, and concrete examples
Use stores, personal experiences, and
anecdotes to appeal to their emotions
Point out any downsides of not accepting your proposal
Discuss the alternatives you've considered
Uninterested--informed about your Grab their attention with a heart-stopping story
subject but doesn't care about it
Show how the topic affects them
Support your case with three to five compelling facts
backed by expert testimony or statistics.
Uninformed--lacks information
needed to become convinced Establish your credibility by showcasing your
experience
Keep your presentation simple
Create an emotional link by sharing several
personal anecdotes
Supportive--already agrees with you Recharge their enthusiasm with success
stories and vivid testimonials
Help them anticipate and refute possible
arguments from opponents
Hand out a detailed action plan with clear
deadlines
Mixed--contains a cross section of
attitudes and views Identify listeners whom you most have to win over
and who have the most power
Appeal to different subgroups with different
messages
Avoid promising everything to everyone
ACTION POINT: Understand your audience type and use the appropriate persuasion strategy
The table “Audience receptivity and persuasion strategies” shows these categories, along with their corresponding persuasion strategies.
Audience type Persuasion Strategies
Hostile-Disagrees with you Use humor or a story to warm them up
Focus on areas you agree on
Demonstrate your expertise, and cite experts
Support statements with solid evidence.
Stress that you’re looking for a win-win
Identify benefits they would value
Neutral-Understands your position Spell out your proposition's benefits to listeners
but still needs convincing
Present just three clear, compelling points backed by expert evidence, data, and concrete examples
Use stores, personal experiences, and
anecdotes to appeal to their emotions
Point out any downsides of not accepting your proposal
Discuss the alternatives you've considered
Uninterested--informed about your Grab their attention with a heart-stopping story
subject but doesn't care about it
Show how the topic affects them
Support your case with three to five compelling facts
backed by expert testimony or statistics.
Uninformed--lacks information
needed to become convinced Establish your credibility by showcasing your
experience
Keep your presentation simple
Create an emotional link by sharing several
personal anecdotes
Supportive--already agrees with you Recharge their enthusiasm with success
stories and vivid testimonials
Help them anticipate and refute possible
arguments from opponents
Hand out a detailed action plan with clear
deadlines
Mixed--contains a cross section of
attitudes and views Identify listeners whom you most have to win over
and who have the most power
Appeal to different subgroups with different
messages
Avoid promising everything to everyone
ACTION POINT: Understand your audience type and use the appropriate persuasion strategy
Wednesday, March 18, 2009
Analyzing listeners’ Receptivity
Receptivity - an audience’s openness to a persuader and his or her ideas.
Audiences differ in what they know about your proposal or idea, how interested they are in what you have to say, and how strongly they support your views—all of which influence their receptivity. To analyze audience receptivity, take these actions:
Monitor reactions. Look for signs of openness or resistance to you or your ideas in e-mails and other formal or informal communication from you intended listeners.
Assess body language. Notice your listeners’ tone of voice and body language during casual conversations and other brief, informal exchanges. Does your intended audience seem interested in your ideas? Distracted by other concerns? Skeptical?
Talk with others. Identify key influencers and other individuals who have a finger on the pulse of your audience’s moods and expectations regarding important upcoming developments in the company. Ask these individuals for their thoughts about your listener’s likely receptivity to your idea. Ask them what they and the key decision makers and stakeholders value and care bout most, as well as what benefits they see in your idea.
ACTION POINT: Monitor reactions, identify body language and get input from others to best understand your audience.
Audiences differ in what they know about your proposal or idea, how interested they are in what you have to say, and how strongly they support your views—all of which influence their receptivity. To analyze audience receptivity, take these actions:
Monitor reactions. Look for signs of openness or resistance to you or your ideas in e-mails and other formal or informal communication from you intended listeners.
Assess body language. Notice your listeners’ tone of voice and body language during casual conversations and other brief, informal exchanges. Does your intended audience seem interested in your ideas? Distracted by other concerns? Skeptical?
Talk with others. Identify key influencers and other individuals who have a finger on the pulse of your audience’s moods and expectations regarding important upcoming developments in the company. Ask these individuals for their thoughts about your listener’s likely receptivity to your idea. Ask them what they and the key decision makers and stakeholders value and care bout most, as well as what benefits they see in your idea.
ACTION POINT: Monitor reactions, identify body language and get input from others to best understand your audience.
Tuesday, March 17, 2009
Understanding Your Audience
In either case, your true audience usually consists of several kinds of people
In some persuasion situations, you present your proposal to one person; in others, to several or many individuals at a time. In either case, your true audience usually consists of several kinds of people; decision makers (people who approve or reject your idea), key stakeholders (those directly affected by the acceptance of your proposal), and influencers those who can influence or persuade the stakeholders and decisions makers).
Most persuasion situations involve several decision makers. For example, if you want to hire an additional employee for your unit and you’re lobbying your supervisor for the funds, he may not be the only decision maker you need to persuade. His boss may have the final say on new hires.
To identify key stakeholders, think of all the individuals who stand to be affected by acceptance of your proposal. In most cases, key stakeholders include not only the person to whom you’re presenting your proposal but also individuals such as peers, subordinate, customers, superiors, and board members.
Influencers often participate in the decision-making process by providing advice and information to key stakeholders and decision makers. For example, if you’re trying to persuade a marketing manager to launch a new Web campaign, she might invite the head of information technology to participate in a meeting so that she can ask him questions and get his opinion on the matter. The head of IT in this case is an influencer.
ACTION POINT: Identify all of the individuals that make up your true audience for your persuasion situation.
In some persuasion situations, you present your proposal to one person; in others, to several or many individuals at a time. In either case, your true audience usually consists of several kinds of people; decision makers (people who approve or reject your idea), key stakeholders (those directly affected by the acceptance of your proposal), and influencers those who can influence or persuade the stakeholders and decisions makers).
Most persuasion situations involve several decision makers. For example, if you want to hire an additional employee for your unit and you’re lobbying your supervisor for the funds, he may not be the only decision maker you need to persuade. His boss may have the final say on new hires.
To identify key stakeholders, think of all the individuals who stand to be affected by acceptance of your proposal. In most cases, key stakeholders include not only the person to whom you’re presenting your proposal but also individuals such as peers, subordinate, customers, superiors, and board members.
Influencers often participate in the decision-making process by providing advice and information to key stakeholders and decision makers. For example, if you’re trying to persuade a marketing manager to launch a new Web campaign, she might invite the head of information technology to participate in a meeting so that she can ask him questions and get his opinion on the matter. The head of IT in this case is an influencer.
ACTION POINT: Identify all of the individuals that make up your true audience for your persuasion situation.
Monday, March 16, 2009
Execution Requires Abandonment
Execution isn’t only accomplishing things—it’s accomplishing the right things.
Much of the Drucker body of knowledge is aimed at making managers and “knowledge workers” more productive. Drucker coined the term knowledge worker in the 1960’s to describe educated rather than apprenticed workers. A knowledge worker is “nonmanual,” Drucker told me, “what you have to go to school to learn—what you can’t learn by an apprenticeship.” The ultimate test of a manger, and the only one that counts, is one that measures accomplishment. In Drucker’s view, execution isn’t only accomplishing things—it’s accomplishing the right things.
The most effective leaders know that execution and abandonment are two sides of the coin. Organizations that consistently outperform their peers are those that discard outdated strategies, products, and processes. Only through this cleansing process can an organization renew itself.
Planned abandonment is a prerequisite to consistent execution. “To call abandonment an opportunity may come as a surprise,” argues Drucker. “Yet planned, purposeful abandonment of the old and of the unrewarding is a prerequisite pursuit of the new and highly promising. Above all, abandonment is the key to innovation—both because it frees the necessary resources and because it stimulates the search for the new that will replace the old.”
ACTION POINT: Seek opportunity in abandonment.
Much of the Drucker body of knowledge is aimed at making managers and “knowledge workers” more productive. Drucker coined the term knowledge worker in the 1960’s to describe educated rather than apprenticed workers. A knowledge worker is “nonmanual,” Drucker told me, “what you have to go to school to learn—what you can’t learn by an apprenticeship.” The ultimate test of a manger, and the only one that counts, is one that measures accomplishment. In Drucker’s view, execution isn’t only accomplishing things—it’s accomplishing the right things.
The most effective leaders know that execution and abandonment are two sides of the coin. Organizations that consistently outperform their peers are those that discard outdated strategies, products, and processes. Only through this cleansing process can an organization renew itself.
Planned abandonment is a prerequisite to consistent execution. “To call abandonment an opportunity may come as a surprise,” argues Drucker. “Yet planned, purposeful abandonment of the old and of the unrewarding is a prerequisite pursuit of the new and highly promising. Above all, abandonment is the key to innovation—both because it frees the necessary resources and because it stimulates the search for the new that will replace the old.”
ACTION POINT: Seek opportunity in abandonment.
Friday, March 13, 2009
Demonstrating your Expertise II
To build or strengthen your expertise, consider the following guidelines:
Master the terminology. Demonstrate that you know the verbal shorthand used by the people in your5 audience. During meetings, industry conferences, and other business gatherings, listen closely for buzzwords. Make sure you understand their meaning—and use them appropriately in your business communications.
Don’t hide your credentials. If appropriate, let people know about any advanced degrees you’ve earned. For example, a personal trainer who is launching a line of nutritional supplements would want to advertise her degree in nutrition along with her credentials as a licensed physical therapist. Note, though, that in some organizations, publicizing academic credentials is considered bad form. Doing so might hurt your credibility if your colleagues firmly believe that it’s a person’s ideas that count, and not her degrees. If this describes your company’s culture, think of all your relevant experience and knowledge that inform and support your idea. Then relate that experience and knowledge at appropriate opportunities to those with any influence or stake in your proposal.
Hire independent authorities. Retain the services of an industry consultant or recognized outside expert to advocate your position. The authority’s credibility will augment your own.
Gather endorsements. Publicize accolades you’ve won for work related to your proposal, such as e-mails or letters of praise from satisfied customers, superiors, and peers. Be diplomatic in your self-promotion to avoid appearing arrogant or boastful and thus undermining support.
ACTION POINT: By establishing your trustworthiness and expertise, you build the credibility you need to get your audience’s attention and interest.
Master the terminology. Demonstrate that you know the verbal shorthand used by the people in your5 audience. During meetings, industry conferences, and other business gatherings, listen closely for buzzwords. Make sure you understand their meaning—and use them appropriately in your business communications.
Don’t hide your credentials. If appropriate, let people know about any advanced degrees you’ve earned. For example, a personal trainer who is launching a line of nutritional supplements would want to advertise her degree in nutrition along with her credentials as a licensed physical therapist. Note, though, that in some organizations, publicizing academic credentials is considered bad form. Doing so might hurt your credibility if your colleagues firmly believe that it’s a person’s ideas that count, and not her degrees. If this describes your company’s culture, think of all your relevant experience and knowledge that inform and support your idea. Then relate that experience and knowledge at appropriate opportunities to those with any influence or stake in your proposal.
Hire independent authorities. Retain the services of an industry consultant or recognized outside expert to advocate your position. The authority’s credibility will augment your own.
Gather endorsements. Publicize accolades you’ve won for work related to your proposal, such as e-mails or letters of praise from satisfied customers, superiors, and peers. Be diplomatic in your self-promotion to avoid appearing arrogant or boastful and thus undermining support.
ACTION POINT: By establishing your trustworthiness and expertise, you build the credibility you need to get your audience’s attention and interest.
Thursday, March 12, 2009
Demonstrating your Expertise
You also demonstrate expertise by accumulating a history of successes.
Like trust, expertise enables you to build credibility. People see you as having expertise when you exercise sound judgment that proves you’re knowledgeable about your ideas. You also demonstrate expertise by accumulating a history of successes.
To build or strengthen your expertise, consider the following guidelines:
Research your ideas. Find out everything you can about the ideas you are proposing—by talking with knowledgeable individuals, reading relevant sources, and so on. Collect pertinent data and information to support and contradict your idea so that you are well versed on your idea’s strengths and weaknesses.
Get firsthand experience. Ask to be assigned to a team that will provide new insights into particular markets or products.
Cite trusted sources. Back your position with knowledge gained from respected business or trade periodicals, books, independently produced reports, lectures, and experts within or outside your organization.
Prove it. Launch small pilot projects to demonstrate that your ideas deserve serious consideration. For example, if you’re advocating a new customer-service process for your department, conduct a limited experiment with the process to generate firsthand information about its benefits.
ACTION POINT: Use research, first hand experience and trusted sources to prove your ideas and to accumulate a history of successes.
Like trust, expertise enables you to build credibility. People see you as having expertise when you exercise sound judgment that proves you’re knowledgeable about your ideas. You also demonstrate expertise by accumulating a history of successes.
To build or strengthen your expertise, consider the following guidelines:
Research your ideas. Find out everything you can about the ideas you are proposing—by talking with knowledgeable individuals, reading relevant sources, and so on. Collect pertinent data and information to support and contradict your idea so that you are well versed on your idea’s strengths and weaknesses.
Get firsthand experience. Ask to be assigned to a team that will provide new insights into particular markets or products.
Cite trusted sources. Back your position with knowledge gained from respected business or trade periodicals, books, independently produced reports, lectures, and experts within or outside your organization.
Prove it. Launch small pilot projects to demonstrate that your ideas deserve serious consideration. For example, if you’re advocating a new customer-service process for your department, conduct a limited experiment with the process to generate firsthand information about its benefits.
ACTION POINT: Use research, first hand experience and trusted sources to prove your ideas and to accumulate a history of successes.
Wednesday, March 11, 2009
Winning others Trust II
How do you earn others’ trust? Here are several ways:
Be sincere. Demonstrate your conviction that your idea is worth other’s time and attention. When people see you a sincere and committed, they will more likely trust you.
Build a track record of trustworthiness. Follow through on the promises and commitments you’ve made. Share or give credit to those who contribute good ideas. Present consistent values. By behaving in a trustworthy manner, you earn a reputation for being trustworthy.
Encourage the exploration of ideas. To encourage dialogue and demonstrate your openness to others’ perspectives, listen to their concerns. Establish an environment where all your colleagues can share their ideas and know that their opinions are valued.
Put other’s best interests first. When people believe that you have their interests in mind, they tend to trust you and your ideas. For instance, suppose a marketing director helps a valued subordinate get promoted to a different department. Although the marketing director knows it’s difficult to lose a top-notch team member, she accepts that her job includes helping others develop their professional skills. In addition to helping her subordinate, th marketing director ears the trust of her subordinate and the other department head—trust that may come in handy in the future.
Use candor. When you own up to your flaws, people see you as a truthful person—on the assumption that most individuals try to conceal their faults. Thus, an honest acknowledgement of any weaknesses in your proposal can help build trust with your audience.
ACTION POINT: Build a track record of trustworthiness through candor, by putting their interests first, being open to their ideas with sincerity.
Be sincere. Demonstrate your conviction that your idea is worth other’s time and attention. When people see you a sincere and committed, they will more likely trust you.
Build a track record of trustworthiness. Follow through on the promises and commitments you’ve made. Share or give credit to those who contribute good ideas. Present consistent values. By behaving in a trustworthy manner, you earn a reputation for being trustworthy.
Encourage the exploration of ideas. To encourage dialogue and demonstrate your openness to others’ perspectives, listen to their concerns. Establish an environment where all your colleagues can share their ideas and know that their opinions are valued.
Put other’s best interests first. When people believe that you have their interests in mind, they tend to trust you and your ideas. For instance, suppose a marketing director helps a valued subordinate get promoted to a different department. Although the marketing director knows it’s difficult to lose a top-notch team member, she accepts that her job includes helping others develop their professional skills. In addition to helping her subordinate, th marketing director ears the trust of her subordinate and the other department head—trust that may come in handy in the future.
Use candor. When you own up to your flaws, people see you as a truthful person—on the assumption that most individuals try to conceal their faults. Thus, an honest acknowledgement of any weaknesses in your proposal can help build trust with your audience.
ACTION POINT: Build a track record of trustworthiness through candor, by putting their interests first, being open to their ideas with sincerity.
Tuesday, March 10, 2009
Winning others Trust
They know that you have their best interests at heart.
When you fail to earn trust, listeners discount most—if not all—of what you say. By contrast, when people trust you and your ideas, they tend to see you as believable, well informed, and sincere. They know that you have their best interests at heart.
They also view you as possessing a strong emotional character (steady temperament) and integrity (honesty and reliability). Those qualities reinforce your appeal and that in turn makes people more inclined to accept your ideas.
ACTION POINT: Consider the interests of others ahead of your own to win their trust.
When you fail to earn trust, listeners discount most—if not all—of what you say. By contrast, when people trust you and your ideas, they tend to see you as believable, well informed, and sincere. They know that you have their best interests at heart.
They also view you as possessing a strong emotional character (steady temperament) and integrity (honesty and reliability). Those qualities reinforce your appeal and that in turn makes people more inclined to accept your ideas.
ACTION POINT: Consider the interests of others ahead of your own to win their trust.
Monday, March 9, 2009
Execution First and Always
Objectives are needed in every area where performance and results directly and vitally affect the survival and prosperity of the business.”
Peter Drucker understood from the outset that sound management was all about performing, organizing, contributing, developing, preparing, and achieving. His works are infused with dozens of words and phrases suggesting that action is the chief determinant of managerial success; not just any action, but responsible action that advances the objectives of the organization.
One of Drucker’s key assumptions was that management is first and foremost a practice, and for a manager to excel at it , he or she must understand that it is performance that is the ultimate measure of success. During our day together, Drucker told me what separated the good from the fair, and the fair from the incompetent manger. Here’s how he described the most capable manager.
Can hire, fire, organize... promote
Is completely accountable for results
Knows how to delegate upstairs
Makes informed decisions after thinning through the time frame
Really thinks it through and then communicates it
Is the right person for the business plan
Asks what needs to be done and sets a new priority
Ends meetings with clear assignments. most meetings end in murkiness
These tenets say a great deal about Drucker’s notion of the practice of management. Managers hire, promote, and delegate (both up, and down, the hierarchy). They are strong communicators; they make effective decisions that help the organization, not only in the near term but for the long run. They set priorities and make sure they are executed, and when that is done, they set a new priority.
ACTION POINT: Execute your role by using Drucker’s tenets for the practice of management.
Peter Drucker understood from the outset that sound management was all about performing, organizing, contributing, developing, preparing, and achieving. His works are infused with dozens of words and phrases suggesting that action is the chief determinant of managerial success; not just any action, but responsible action that advances the objectives of the organization.
One of Drucker’s key assumptions was that management is first and foremost a practice, and for a manager to excel at it , he or she must understand that it is performance that is the ultimate measure of success. During our day together, Drucker told me what separated the good from the fair, and the fair from the incompetent manger. Here’s how he described the most capable manager.
Can hire, fire, organize... promote
Is completely accountable for results
Knows how to delegate upstairs
Makes informed decisions after thinning through the time frame
Really thinks it through and then communicates it
Is the right person for the business plan
Asks what needs to be done and sets a new priority
Ends meetings with clear assignments. most meetings end in murkiness
These tenets say a great deal about Drucker’s notion of the practice of management. Managers hire, promote, and delegate (both up, and down, the hierarchy). They are strong communicators; they make effective decisions that help the organization, not only in the near term but for the long run. They set priorities and make sure they are executed, and when that is done, they set a new priority.
ACTION POINT: Execute your role by using Drucker’s tenets for the practice of management.
Friday, March 6, 2009
Building Your Credibility
Credibility = Trust + Expertise
Credibility is the cornerstone of persuasion. Without it, your audience won’t commit time or resources to considering your idea or proposal. Your credibility manifests itself on two levels:
Your ideas. Are your ideas sound? For example, does your notion for a new product make sense in light of current market conditions and business concerns? Have you thought through the ramifications?
You as a person. Are you believable? Trustworthy? Sincere? Have you proven yourself knowledgeable and well informed? For instance, if you’ve proposed a new product, do you have a solid understanding of its specifications, target markets, customers, and competition? Can others perceive that understanding?
Credibility can be expressed as this simple, powerful formula:
Credibility = Trust + Expertise
ACTION POINT: The more trust you earn and expertise you accumulate, the more credible you and your ideas become.
Credibility is the cornerstone of persuasion. Without it, your audience won’t commit time or resources to considering your idea or proposal. Your credibility manifests itself on two levels:
Your ideas. Are your ideas sound? For example, does your notion for a new product make sense in light of current market conditions and business concerns? Have you thought through the ramifications?
You as a person. Are you believable? Trustworthy? Sincere? Have you proven yourself knowledgeable and well informed? For instance, if you’ve proposed a new product, do you have a solid understanding of its specifications, target markets, customers, and competition? Can others perceive that understanding?
Credibility can be expressed as this simple, powerful formula:
Credibility = Trust + Expertise
ACTION POINT: The more trust you earn and expertise you accumulate, the more credible you and your ideas become.
Thursday, March 5, 2009
Ethical Considerations
“To be persuasive, we must be believable. To be believable, we must be credible. To be credible, we must be truthful.” – Edward R. Murrow
Persuasion is most effective when it’s based on mutual gain and ethical behaviors. Ethical persuaders recognize the opportunities for mutual gain inherent in any situation. They legitimately leverage these opportunities to create win-win solutions. They also consider the long-term implications of everything they do. They know that the unethical tactics can instantly destroy a reputation of trust and credibility built over years.
Unfortunately, some persuaders use unethical behaviors. They exploit opportunities to deceive and manipulate others. For them, persuasion is a contest in which they win—and you lose. Such individuals focus on closing the short-term deal. They don’t care how their behavior today might damage their reputation tomorrow. And they fail to build proposals based on mutual gain. In the long term, of course, these are losing strategies.
ACTION POINT: Avoid unethical behavior and focus on mutual gain and long term implications when using persuasion.
Persuasion is most effective when it’s based on mutual gain and ethical behaviors. Ethical persuaders recognize the opportunities for mutual gain inherent in any situation. They legitimately leverage these opportunities to create win-win solutions. They also consider the long-term implications of everything they do. They know that the unethical tactics can instantly destroy a reputation of trust and credibility built over years.
Unfortunately, some persuaders use unethical behaviors. They exploit opportunities to deceive and manipulate others. For them, persuasion is a contest in which they win—and you lose. Such individuals focus on closing the short-term deal. They don’t care how their behavior today might damage their reputation tomorrow. And they fail to build proposals based on mutual gain. In the long term, of course, these are losing strategies.
ACTION POINT: Avoid unethical behavior and focus on mutual gain and long term implications when using persuasion.
Wednesday, March 4, 2009
Key Elements of Persuasion
Skilled persuaders engage in a mutual process of learning and negotiating with their audience.
Persuasion is a complex process that requires careful preparation, back-and-forth dialogue, and a deep understanding how people make decisions. Skilled persuaders engage in a mutual process of learning and negotiating with their audience. They focus on these four critical areas:
Credibility. Skilled persuaders establish their own credibility by acquiring expertise as well as building a cultivating positive, trusting relationships.
Common ground. Effective persuaders frame goals on common ground, describing the benefits of the position they’re advocating in terms of what they value and what others value.
Supporting information. Persuasive managers reinforce their positions with striking data mixed with compelling stories, examples, and images.
Deep understand of emotion. Talented persuaders understand and connect with the feelings of their audience.
ACTION POINT: Study the four critical areas of persuasion: credibility, common ground, supporting information and deeply understanding emotion.
Persuasion is a complex process that requires careful preparation, back-and-forth dialogue, and a deep understanding how people make decisions. Skilled persuaders engage in a mutual process of learning and negotiating with their audience. They focus on these four critical areas:
Credibility. Skilled persuaders establish their own credibility by acquiring expertise as well as building a cultivating positive, trusting relationships.
Common ground. Effective persuaders frame goals on common ground, describing the benefits of the position they’re advocating in terms of what they value and what others value.
Supporting information. Persuasive managers reinforce their positions with striking data mixed with compelling stories, examples, and images.
Deep understand of emotion. Talented persuaders understand and connect with the feelings of their audience.
ACTION POINT: Study the four critical areas of persuasion: credibility, common ground, supporting information and deeply understanding emotion.
Tuesday, March 3, 2009
Why is Persuasion Important?
The best way to shape the future is to influence it. – Harry Mills
The applications of persuasion are virtually infinite. An employee lobbying for a pay raise, a sales manager pitching the benefits of a new product line to a customer, a purchasing manager convincing a supplier to expedite shipment of an order—these are only a few examples of persuasion situations. Many people, without even realizing it, draw on their persuasion skills every day.
Profound changes in the business world have made persuasion a more critical managerial skill than ever. Her are examples:
The days of command-and-control leadership style have given way to a business world increasingly characterized by cross-functional teams or peers, joint ventures, and inter-company partnerships.
In some countries, many young people now entering the workforce have come to maturity questioning authority.
With the advent of electronic communication a globalization, ideas and people are flowing more freely than ever within and across organizations.
Clearly, formal authority no longer gets managers as far as it used to. To do their jobs—accomplishing worth through others—managers must persuade others rather than simply issue orders.
ACTION POINT: Understand the role of persuasion in accomplishing work through others.
The applications of persuasion are virtually infinite. An employee lobbying for a pay raise, a sales manager pitching the benefits of a new product line to a customer, a purchasing manager convincing a supplier to expedite shipment of an order—these are only a few examples of persuasion situations. Many people, without even realizing it, draw on their persuasion skills every day.
Profound changes in the business world have made persuasion a more critical managerial skill than ever. Her are examples:
The days of command-and-control leadership style have given way to a business world increasingly characterized by cross-functional teams or peers, joint ventures, and inter-company partnerships.
In some countries, many young people now entering the workforce have come to maturity questioning authority.
With the advent of electronic communication a globalization, ideas and people are flowing more freely than ever within and across organizations.
Clearly, formal authority no longer gets managers as far as it used to. To do their jobs—accomplishing worth through others—managers must persuade others rather than simply issue orders.
ACTION POINT: Understand the role of persuasion in accomplishing work through others.
Monday, March 2, 2009
Understanding Persuasion
In many ways, persuasion blends art and science.
Talented persuaders have the power to capture an audience, sway others opinions, and convert opponents to their cause. They wield influence and eloquence to convince others to align with their perspectives, support their positions or ideas, and help implement their solutions.
Persuasion is a process that enables you to change or reinforce other’s attitudes, opinions, or behaviors. It can take place in a singe meeting or over time through a series of discussions. Persuasion is a skill that’s essential for success in all relationships—personal and business alike. What’s more, persuasion is a matter not only of making a rational case but also of presenting information in a way that appeals to fundamental human emotions. It’s about positioning an idea, approach, or solution in what that appeals to the people who are affected by it.
In many ways, persuasion blends art and science. It’s an art in that it requires the ability to establish trust and strong communication skills. It’s a science in that it hinges on the disciplined collection and analysis of information and solidly researched principles of human behavior. By leveraging proven techniques, anyone can enhance his or her persuasion skills.
ACTION POINT: Study the art and science of persuasion to improve your skills of persuasion.
Talented persuaders have the power to capture an audience, sway others opinions, and convert opponents to their cause. They wield influence and eloquence to convince others to align with their perspectives, support their positions or ideas, and help implement their solutions.
Persuasion is a process that enables you to change or reinforce other’s attitudes, opinions, or behaviors. It can take place in a singe meeting or over time through a series of discussions. Persuasion is a skill that’s essential for success in all relationships—personal and business alike. What’s more, persuasion is a matter not only of making a rational case but also of presenting information in a way that appeals to fundamental human emotions. It’s about positioning an idea, approach, or solution in what that appeals to the people who are affected by it.
In many ways, persuasion blends art and science. It’s an art in that it requires the ability to establish trust and strong communication skills. It’s a science in that it hinges on the disciplined collection and analysis of information and solidly researched principles of human behavior. By leveraging proven techniques, anyone can enhance his or her persuasion skills.
ACTION POINT: Study the art and science of persuasion to improve your skills of persuasion.
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