What you’ll learn
- 1. Inconvenience the audience by creating an impression of product scarcity
- 2. Introduce herd effect in highly personalized form
- 3. Ads quoting negative behavior en masse reinforces negative behavior
- 4. Avoiding magnetic middle
- 5. Too many options necessitate selection, and hence frustration, when brain decides it’s unnecessary work
- 6. Giving away the product makes it less desirable
- 7. A more expensive product makes the old version look like a value buy
- 8. If a call to action is motivated by fear, people will block it, unless call to action has specific steps
- 9. A small gift makes people want to reciprocate
- 10. Hand-written Post-It note improves response rate on inter-office letters
- 11. How restaurant mints are a personalized affair
- 12. Attaching no strings increases response to the message
- 13. As time goes by, the value of a favor increases in the eyes of the favor-giver, and decreases in the eyes of the favor-receiver
- 14. Asking for small favors changes self-perception, introducing ways for big favors
- 15. Labeling people into a social group tends to increase their participation ratio
- 16. Asking people to substantiate their decision will lead to higher commitment rate on that decision
- 17. Writing things down improves commitment
- 18. The fact that circumstances changed allows people to change their viewpoints without being viewed as inconsistent
- 19. Sometimes asking people for help makes them more open
- 20. Asking for little goes a long way
- 21. Lower starting prices attract higher bids
- 22. How to impress a potential customer with credentials without being labeled as a show-off
- 23. The danger of being the smartest person in the room
- 24. Devil’s advocate example works with large organizations
- 25. Negative examples are memorized better than positive examples
- 26. Admitting negatives up-front might lead to better communication
- And More …
It’s happened to you before. You call a meeting to try to convince your boss and peers that your company needs to make an important move—for instance, funding a risky but promising venture. Your argument is impassioned, your logic unassailable, your data bulletproof. Two weeks later, though, you learn that your brilliant proposal has been tabled. What went wrong?
All too often, people make the mistake of focusing too much on the content of their argument and not enough on how they deliver that message. Indeed, far too many decisions go the wrong way because information is presented ineffectively. In our experience, people can vastly improve their chances of having their proposals succeed by determining who the chief decision maker is among the executives they are trying to persuade and then tailoring their arguments to that business leader’s decision-making style.
Specifically, we have found that executives typically fall into one of five decision-making categories: Charismatics can be initially exuberant about a new idea or proposal but will yield a final decision based on a balanced set of information. Thinkers can exhibit contradictory points of view within a single meeting and need to cautiously work through all the options before coming to a decision. Skeptics remain highly suspicious of data that don’t fit with their worldview and make decisions based on their gut feelings. Followers make decisions based on how other trusted executives, or they themselves, have made similar decisions in the past. And controllers focus on the pure facts and analytics of a decision because of their own fears and uncertainties.
The five styles span a wide range of behaviors and characteristics. Controllers, for instance, have a strong aversion to risk; charismatics tend to seek it out. Despite such differences, people frequently use a one-size-fits-all approach when trying to convince their bosses, peers, and staff. They argue their case to a thinker the same way they would to a skeptic. Instead, managers should tailor their presentations to the executives they are trying to persuade, using the right buzzwords to deliver the appropriate information in the most effective sequence and format. After all, Bill Gates does not make decisions in the same way that Larry Ellison does. And knowing that can make a huge difference.
Who this course is for:
- You’re not interested in manipulating people, but moving them to action on what’s best for them
- Ideal for people who feel tired of others not listening to what they have to say
- Anyone who dreams of having a more powerful impact on people
- This course is for you if you want to learn the hidden strategies of the most influential people
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