Persuasion Power: Building a Strong Business Case

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Building your business case can achieve skyrocketing persuasion results.

It all begins with such quantitative actions as doing due diligence, then measuring return on investment and knowing how much you need to sell. Then, you must create positive emotional links.

Finally, put everything together to create both real and hypothetical case studies to make your point. To best convince others that your business case is relevant and powerful, consider these six techniques:

1. Draw from other industries.

Demonstrate how and when your idea has worked elsewhere and why it’s likely to work in this situation. In other words, show precedence.

2. Provide relevant examples.

They should that either support why quick action is necessary or why a more measured approach is appropriate.

3. Create “positional critical mass.”

This means that you’ve focused your early arguments on the movers and shakers — people who can champion your cause and best rally support. It also helps when formal (hierarchical) and informal (popular colleagues) individuals support the position you espouse.

4. Cite and utilize experts (living and deceased).

They can be leveraged to help cut through uncertainty. If I were attempting to persuade about technology, I’d likely cite Walt Mossberg, former Wall Street Journal columnist and co-founder of the AllThingsD, Recode, D & Code Conferences. But if my persuasion priority involved organizational strategy, I’d reference the late management consultant Peter Drucker.

5. Provide validation and verification.

Citing the right metrics (quantitative help) will justify and validate your persuasion priority. For example, if you have 20 percent more clients six months from now than you do today, you’ll know your organization’s referral initiative will have been successful.

6. Argue against yourself.

People routinely write books on both sides of an issue. Academic debating requires the ability to take either side of an issue and prove or disprove it. Make the anticipated arguments against your own case and rebut them, so that you’re prepared for the crucible.

Remember: There are quantitative and qualitative aspects to any persuasive argument. Not only can’t you afford to omit either dynamic, but you must appreciate the supporting role they play for each other.

Mastering that synthesis is the key to becoming a powerful persuader.

My Holiday Selling Advice: Keep It Clean

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As the holiday shopping season kicks into high gear, retail professionals will be busier than ever. Whether you sell motorcycles, jewelry or consumer electronics, your job is to persuade holiday shoppers to buy what you’re selling.

My advice during this critically important but potentially lucrative and exciting time? Don’t be one of those brands, companies or individuals that skate the fine line between ethical and manipulative persuasion.

Whenever I talk about persuasion — on my website, at speaking engagements and even when out with friends (hey, it’s what I do!) — I define “persuasion” as “ethically winning the heart and mind of your customer.”

“Ethically” means simply doing something honestly and without trickery or deceit. “Winning” means making the sale. “Heart” refers to gaining emotional buy-in, “mind” refers to logical buy-in and “customer” is the specific person you are attempting to persuade.

Turning to manipulative methods is tempting — especially when there are sales quota to meet, and consumers have many other purchasing options.

To keep sales professionals from engaging in questionable tactics when they hear “no,” I suggest following my “ART of Persuasion” model. Even though you may be familiar with this, it’s worth a reminder during the holiday shopping season.

1. ACKNOWLEDGE the objection.

Doing so psychologically prepares the buyer to hear what you have to say: “I understand and can see what you’re saying, but may I share with you some information that might change your mind?”

2. RESPOND in a substantive and compelling manner.

Do so by using three key pieces of information: “If you’re looking for a lower price, you’ll find it somewhere else. But if you’re looking for great buying experience, you’re in the right place.”

And then give three reasons why the customer should buy from you and your store — not from someone else and not online.

3. TRANSITION to the next step.

Remember to remain respectful of the buyer’s objections:

“What else would you like to know?”

“Another thing to consider is …”

“Do you have other questions I can answer?”

“What do you think?”

If the response is still negative, you have more work to do. Communication and objection handling are true art forms, and you’ll be like Picasso when you master the ART of this form of rebuttal.

Like any useful model, the ART of persuasive communication can be applied to just about any situation.

You won’t hear “yes” every time, but you’ll be shocked at how often you do.

Enjoy the holiday selling season!

Revisiting Cialdini’s Six Principles of Persuasion: Consistency

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What do you call someone who says one thing, yet does another? Hypocrite. Liar. Flip-flopper. Politician. Teenager. Most of those terms aren’t considered glowing characteristic traits.

This is where Robert Cialdini’s third primary principle of persuasion comes in: consistency. (In other recent posts, I’ve covered Cialdini’s first two principles, reciprocity and scarcity.)

We like, trust and want to interact with people who follow through on what they say. When a co-worker tells you he’ll hand in a report by the close of business, you think highly of him when he does just that. If he doesn’t, that colleague’s credibility drops a notch. Similarly, when company management promises to make a change to a problematic tuition reimbursement policy that never comes, the culture in that organization shifts to the negative.

The good news is that these occurrences aren’t likely to happen. Why? Once most people make a decision or take a position, especially publicly, they strive to act in accordance with that publicly stated notion. This demonstrates consistency, and it has been proven time and time again.

Next time, I’ll explore what “liking” has to do with all of this.

Meanwhile, if you haven’t already done so, consider reading Cialdini’s Influence: The Psychology of Persuasion, 

Revisiting Cialdini’s Six Principles of Persuasion: Scarcity

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In a recent post, I introduced Robert Cialdini, author of Influence: The Psychology of Persuasion, who created something akin to a “Unified Field Theory of Persuasion” by categorizing almost every persuasion approach into one of six primary principles: reciprocity, scarcity, consistency, liking, authority and social proof.

Last time, I covered reciprocity. In this post, I’ll focus on the second of those principles: scarcity.

Scarcity

Call it the rule of the rare, the fact of the few or the coefficient of the insufficient. People want more of what they perceive to be a dwindling supply.

Countless examples exist of how individuals have responded to a decreasing supply of something. One of my favorite reactions is the panic caused when Hostess Brands Inc., the 82-year-old maker of Twinkies and other snacks, filed for Chapter 11 bankruptcy in 2012. Shoppers began stockpiling Twinkies, fearing they’d find no alternative for their sugar fixes. News outlets reported that at least one person tried to capitalize on the scare by offering a single Twinkie on eBay for $8,000!

To truly leverage the principle of scarcity, the scarcity must truly be real. There really needs to be “Only three days left!” or “Limited inventory!” Anything else, and lack of ethics comes into play. And if you think people are worried about what they might be missing, they’re even more concerned about losing what they already have. That’s why “loss language” (forfeit, surrender, forgo) is always preferable to “gain language” (acquire, obtain, secure) when playing the persuasion game.

Try incorporating the principle of scarcity into your persuasion efforts this week.

Out-of-Office Dissuasion in Action: Please Don’t Leave a Message

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I’m encountering an increasing number of auto-respond emails from intended recipients who are out of the office, claiming they will delete all emails sent to them while on vacation. This approach employs a warning system and is a less-than-subtle effort to persuade senders to hold that email until later — or maybe even reconsider whether the message needs to be sent in the first place.

It’s also an effective, if unconventional and arguably offensive, way to let people know you don’t want to be bothered. Which makes it a perfect example of dissuasion — the act or process of trying to persuade someone not to take a particular course of action.

I once worked with a woman who would leave out-of-office messages that sounded like an emergency drill had been activated: “This is a voicemail alert! This is a voicemail alert! I am out of the office and will not be returning calls or answering email until I return on August 1. This has been a voicemail alert.”

Let’s just say the first time you hear that it gets your attention.

Again, unconventional and arguably obnoxious. But it sure was effective at dissuading callers from leaving a message.

A third approach to out-of-office dissuasion is to be brutally honest with whoever deigns to call you when you’re not available: “Hey, this is Kim. If I don’t call you back, you’re the reason I screen my calls.”

Will you bother to be bothered this week?

fancy rotary telephone

How to Make a Compelling Phone Call

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Just because you use something often doesn’t mean you use it well, or even correctly. That’s right: I’m talking about the telephone. Don’t hide behind technology; take advantage of it by placing a call wherever and whenever you want to whoever your persuasion target may be — from anywhere in the world.

Skip email. Skip Skype. And skip texting. Instead, actually use the phone!

Here’s how to make an effective and persuasive phone call:

1. Remember that it’s imperative to communicate your professionalism and start a conversation. Business relationships — all good relationships, really — start with a conversation. Which means you must comport yourself in a manner that makes you accessible to the largest number of targets. That is why early phone conversations need to be polite, upbeat and neutral in tone.

For example, when I call old friends, especially friends from back home in Philly, I may respond to their “Hello?” with a casual “Yo! Tommy! What’s goin’ on?” I use the regional language (in the Philadelphia area, “yo” has the poly-utility of being a greeting, a question or an affront), I call Tommy by name, and I’m colloquial in my speech (“goin’ ”).

I would never use that kind of greeting in a business situation with someone I’ve never met or don’t know very well. Doing so is too risky. Instead, identify yourself by first and last name, the organization you represent and the reason you’re calling. Then inquire if your target has a few minutes to talk, and restate the purpose of your call — perhaps reminding the person on the other end when and where you met or about previous conversations.

2. Make your objective neither underhanded nor manipulative. Rather, you want to persuade the person your calling to meet you face-to-face, so you’ll be able to prove your point — which can be anything from winning that individual’s business to gaining support for an idea or looking for an ally. The best way to accomplish all of those things is in person.

3. The best way to broach an in-person meeting is by wrapping up your conversation with these six words: “Here’s what I’m going to recommend.” And then explain your recommendation. When you use the word “recommend,” you leverage the principle of authority. You’re the expert here, and when experts give advice, people are inclined to take it. Terms such as “recommend,” “suggest” and “advise” work particularly well for reinforcing this point. Be sure your recommendation includes at least two options, thus avoiding the clichéd “either/or” close, which often creates something called “reactance” — meaning that your target feels a choice is being forced upon him, so his immediate reaction would be to say “no” to both options. Concluding your recommendation by asking, “Do either of those times work for you?” can make a world of difference.

If a face-to-face session is not possible, ask your target for a date and time that works for him, and sign off by requesting permission to call him back in the meantime if you have additional questions or would like to bounce other ideas off him. Your target will feel appreciated and respected, and will most likely respond with a resounding, “Sure — not a problem!”

You’ll be amazed by how one properly executed phone call will open new doors to persuasion success.

Mark Rodgers’ Big Bang Theory of the Psychology of Self-Persuasion

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The fact that everybody has different opinions is what makes the act of persuasion so much fun — and so rewarding. Think of the psychology of self-persuasion as a “big bang theory.” That bang begins with self-esteem, and I believe self-esteem leads to self-efficacy, self-efficacy breeds self-confidence, and self-confidence leads to persuasion success.

If you think of yourself as talented and capable, you’ll work to learn new skills. When you acquire that skillset, you’re more confident in speaking with influential others in project meetings. And when you’re more confident in those meetings, you’ll be more inclined to make an effort to gain support for your persuasion priorities.

See how this works?

Here’s another example: If you think of yourself as a valuable person with lots of ideas to contribute, you’ll work to put yourself in new situations, such as making a presentation at a key shareholders’ meeting. When you have that opportunity, you’ll provide a meaningful and compelling talk. And when you accomplish that, you’ll feel more confident in your abilities — and others will see you as more capable, too.

Avoid Black Holes

The reverse of these events, however, can be catastrophic. If your self-esteem is either partially or wholly dependent on your persuasion success (winning that promotion or prevailing in an argument) be prepared for the psychological equivalent of a black hole. The gravity of your situation will not even allow light to shine through. Imagine the devastating effect that could have on your career.

Here are two examples of how everything can go downhill if you rely on positive feedback to boost self-esteem:

  1. You don’t understand what people are talking about when it comes to finances. You asked a question once, to which several people laughed at your lack of financial acumen. Subsequently, you withdraw whenever financial matters are discussed. You don’t participate, and you feel as if you don’t really belong at a meeting with people of this caliber.
  2. You’re petrified to give a research presentation to the executive team, because you’ve done so before and people criticized your efforts. So you do everything possible to duck the assignment. But when you do, you’re conflicted because you feel like this is an opportunity you must take advantage of in order to further your position in the organization. You have to, but you can’t.

This is a soul-crushing, potentially career-destroying, psychological state. The biggest problem here is that you’ve handed over your mental wellness to feedback and criticism of others.

So the question is: Do you have to do good to be good? Excluding the theological perspective, which exceeds the scope of this website, no — you don’t. You have worth and value despite what happened at yesterday’s staff meeting.

To be honest, though, if you aren’t so good at something, how do you build the self-esteem to make the effort to become good at it? How can you have more big bangs and fewer black holes?

I’ll answer those questions next time.

How to Subtly Persuade People at Parties

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Let’s say you’re at a cocktail event with prospective customers or clients — it is the holiday season, after all! Social etiquette dictates that you introduce yourself. When doing so, find an appropriate time during the conversation to reveal an “amazing fact” about your company or your product: “Well, we have a bit of news. Our company just received the Stevie Award for customer service; it’s like the Oscar of the sales business.”

To which most people will say things like, “Congratulations!” or “Very cool.” Or “Tell me more.” If someone says that, tell them more. Of course, prospective clients or customers will probably respond with more affirmative comments, and you might say: “We’re quite proud of this achievement. Customers tell us it is just one more reason why they choose to do business with us. But enough about us, what’s going on with your company?”

At this point, what have you accomplished? You’ve shared specific good news about your company, you’ve used language that differentiates yourself from the competition, and you’ve used your process skills to deftly turn the conversation toward a prospect — encouraging that individual to talk about himself and his business. Congratulations!

Is there risk involved with this approach? Sure. So, my suggestion is to be confident, not cocky; be assertive, stopping just shy of aggressive. (When people tell me they’re uncomfortable talking about what’s going on with them or their company, I can’t help but think that they must not be very proud of what they are doing.)

Your effective use of language and a self-assured demeanor will reveal you to be the natural choice should these people ever need your services.

Just remember to be cognizant of your target audience, a given prospect’s personality and the culture in which you are operating. Also be aware of regional and cultural differences. What’s friendly conversation in Philly could be perceived as overly aggressive in Fargo. What’s considered a typical sales presentation in New Jersey might offend in Nebraska.

Here’s to a terrific new year! Cheers…

When Persuasion Hits a Bump, Follow These Five Emergency Actions

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In a previous post, I discussed “assent turbulence” — that feeling you get when your persuasion efforts encounter some bumps. I suggested five emergency procedures to follow when that happens.

Below are five more that continue with our airplane pilot analogy.

Here’s what to do when you hit a rough patch of persuasion-related turbulence:

1. Correct the pitch.

Allow yourself to understand your target’s hesitation and work to erase invalid preconceptions. Find areas of potential agreement and collaboration, while unearthing resistance that may be unrelated to what you’re actually suggesting: “Your concern is related to the project’s budget, and I understand that. How about we take a closer look at my proposal and find a middle ground by identifying expenses we could initially forego?”

2. Call a co-pilot for help.

You may need to ask others to have a conversation, offer an opinion or otherwise help you get the job done. An executive, an expert or a strategic ally can assist you in thinking through issues. Don’t feel you’re all alone.

3. Circle the airport.

I don’t like to call this tactic stalling; let’s think of it as “circling the airport.” Sometimes to be successful, you need to keep an idea alive long enough — like a batter fouling off pitches until the perfect one comes along.

4. Choose a different runway.

Provide other options to get your pitch back on track: “We can either choose three of these ideas and determine how best to move forward with them, focus on your favorite idea and make that happen, or come up with a new set of ideas.”

5. Abort the destination.

Land somewhere else. Nothing is ever worth “or else.” The Greeks preferred to die in battle when they couldn’t win, establishing the ultimate example of “or else.” The Romans, on the other hand, believed in retreating in the face of overwhelming strength to fight another day. Be a Roman and not a Greek by leaving doors open and bridges unburned.

Five Emergency Actions to Take When Persuasion Goes Sideways

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Fasten your seatbelt: Regardless of your attempts to reduce assent turbulence, sometimes you’ll get the feeling that your persuasion situation is inexorably heading the wrong way. Pilots rate flight turbulence from Level 1 (light, slight erratic changes that keep you from enjoying your glass of wine) to Level 4 (extreme, violent motions that’ll convince you to never fly again).

Your own turbulence on the way toward persuasion success will have degrees of intensity, as well.

Does someone simply not understand a facet of your request? That’s a Level 1 turbulence situation than can easily be overcome. Or has the CEO received misinformation and, in mafia-speak, put a contract out on your idea — which is definitely Level 4 turbulence?

Here’s what to do when you hit a rough patch of persuasion-related turbulence:

1. Be calm.

It doesn’t help if you, the pilot, are freaked out. Remind yourself that — because this is your priority — you may be amplifying facets of the situation in your mind. Take a deep breath. More than likely, your physical safety isn’t in jeopardy, and the fate of the world doesn’t hang in the balance.

2. Switch on the seatbelt sign.

Let other passengers know there could be a few bumps. If you’re working on a new product training initiative, you might have any number of people aware of your effort and invested in its success. Let them know there figuratively could be some shifting of items in the overhead compartments. Help keep your team calm, too.

3. Use your radar.

You need to locate and understand turbulence. Is it thermal, mechanical, shear or aerodynamic? This is where your networks come into play. You need to have contacts in Sales, Finance, Legal and other departments — trusted colleagues who understand the importance of sharing information.

4. Subtly test your controls.

Ask for opinions, not comments, and certainly not commitments: “Given what you currently know, what are you thinking right now?” Ask about potential storms, and keep an eye out for someone who can help play the role of problem solver, intermediary or facilitator.

5. Level the aircraft.

Always be able to, at any time during the persuasion process, clearly explain what you are trying to initiate, how much it will realistically cost, and what the return will be and how you will quantify it: “We’ve covered a lot of territory here. Just so we’re clear: Today, we’re talking about a purchase order for $225,000 to help our call center talent increase customer satisfaction by a full point in next quarter’s satisfaction index report.”

Next time: Five more persuasion actions you might need to take to overcome turbulence.