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Power, Influence and Persuasion

HBR Essentials - chapters 5 and 6.

Felipe Loturco

on 1 March 2013

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Transcript of Power, Influence and Persuasion

Power, Influence and Persuasion Sell Your Ideas and Make Things Happen Persuasion A form of power and a tool of influence.
To use solid argumentation instead of authority or imposition.
Capture an audience, sway opinions and convince opponents. Why It Is Important The Elements of Persuasion Credibility An understanding of the audience A solid argument Effective communication Credibility = Trust + Expertise Identify Centers of Influence Analyse Audience Receptivity Assess Categories of Receptivity Determine Decision-Making Styles Don't Forget About Politics The Basics Winning Minds and Hearts Start with the Head Begin with the Right Structure Provide Compelling Evidence Spotlight the Benefits Your Listeners Value Select the Right Words Don't Forget Your Audience's Heart Vivid Descriptions Metaphors Analogies Stories Overcoming Resistance Identify Resisters' Interests Understand Resisters Emotions Be Consistent in Verbal and Nonverbal Messages Present Resisters' Viewpoints Before Presenting Your Own Persuasion Triggers Contrast Liking Reciprocity Social Proof Commitment and Consistency Authority A skill that is used every day.

A more critical managerial skill than ever:
cross-functional teams of peers, joint ventures, intercompany partnerships.
People don't respond well to being told what to do. "Persuasion is a process that enables a person or a group to change or reinforce others' attitudes, opinions, or behaviors." What it is The more trust you earn and the more expertise you accumulate, the more credible you are. Tell both sides of the story.
Deliver on your promises.
Keep confidences.
Be consistent in your values.
Encourage the exploration of ideas.
Put others' best interest first. Research your ideas.
Get firsthand experience.
Cite trust sources.
Prove it.
Master the language of your topic.
Don't hide your credentials.
Team up with credible allies.
Gather endorsements. Monitor reactions.
Assess body language.
Talk with knowledgeable people. Your true audience will usually consist of:
Decision makers
Key stakeholders
Influencers Carmen Ernest Paul Sonya Hostile Neutral Uninterested Uninformed Supportive Use humor or a story Focus on areas of agreement Demonstrate expertise and cite experts Support statements with solid evidence Stress that you're looking for a win-win Identify benefits that they would value Spell out your proposition's benefit Keep it simple Use stories, personal experiences and anecdotes to appeal to their emotion Point out the downside of not accepting your proposal Discuss the alternatives that the others might raise The thinker
The skeptic
The follower
The controller It is logical and consistent with facts and experience.
It favorably addresses the interests of the parties you hope to persuade.
It eliminates or neutralizes competing alternatives.
It recognizes and deals with the politics of the situation.
It comes with endorsements from objective and authoritative third parties. Problem-solution
Present both sides and a refutation
Cause and effect
Motivational sequence Appeal to their self-interest Establish your credibility by showcasing your experience or qualifications Keep your presentation simple and straightforward; don't confuse them with complex evaluations Create an emotional link by sharing anecdotes Recharge their enthusiasm with vivid testimonials Help them anticipate and refuse possible arguments from opponents Hand out a detailed action plan with clear deadlines Building a case that will capture your listeners' mind - if not their hearts. Every company, division and operation unit has it share of political blocs that generally act in concern and in opposition to other blocs Understand where politics comes into play.
Know what motivates people.
Understand how people are aligned. Testimonials
Graphical materials Answer your listeners' question: What's in it for me? Brainstorm the benefits.
Prioritize benefits based on audience interests.
Gather evidence showing that the high-priority benefits are real.
Play up what makes your proposal unique. Fear of loss > prospect of gain Develop a unique value proposition: Type of
Words Selected Example of
What to Say Example of
What Not to Say Affirmative language communicates precisely what you expect to happen. "When you finish that report, we'll celebrate by going out for a pizza." "If you finish that report, we'll celebrate by going out for a pizza." Assertive speech presents your argument with confidence. "Our project needs additional funding." "I would guess that our project could use additional funding." Accept responsibility for your circumstances. "I'll have the person who is responsible phone you." "I can't help you" Win-win language fosters cooperation. "That's a new approach. Let's talk it through to see where we end up." "Maybe you should run some numbers, because I don't see that working." Phrasing can make people trust your integrity. "That is a much better deal for you than the previous one." "To be perfect honest, I think this deal is perfect for you." Remind them of the benefits at stake Q&A
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