Persuasion
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To enhance your trustworthiness, present both sides of an issue. For example, if you are proposing a new process, be candid with people about the pros and the cons. Provide an objective assessment of the best, worst and most likely outcomes regarding its cost, savings, feasibility and other aspects.
So What?
This approach conveys that you respect people’s interests and will not act in a self-serving manner. It communicates a sense of honesty and integrity that reinforces your appeal and makes people more likely to find you credible.
Apply the following tests to increase the likelihood that the testimonials you use to prove a point will have the impact you intended: 1) Is the source reliable? 2) Is the source an expert in the field? 3) Is the source free from bias? 4) Is the expert relying on appropriate information to express an opinion?
So What?
Testimonials can be powerful at dramatizing a point and gaining the attention of the audience. But if the testimonial fails any of these tests, the credibility of the person presenting the testimonial can be undermined and a less than optimal decision may result.
To approach a respected colleague to act as your mentor, start out with a specific request on a small issue. For example, instead of directly asking, “Would you mind being my mentor?” try “Would you mind looking over this proposal? You’re so good at getting your points across…I’d appreciate any advice you have on how I could improve this.”
So What?
Starting out with a small request is a way to use the “foot in the door” technique. Using this persuasive technique, your colleague accepts your relatively minor request, after which you may propose a more significant request. Because the colleague has already reviewed your proposal, he or she will be more inclined to accept another offer from you in the future. The result: it builds the relationship slowly and is less likely to be perceived as an overwhelming task. Then, as the bond grows and evolves, it is a natural progression to continue to provide further counsel and advice.
Begin your persuasive letters with a single sentence paragraph, using authoritative, confident language. For example, if you’re requesting an adjustment for a faulty printer, consider “I took a chance that the Edson printer we purchased from you would prove to be as reliable as the other ten Edson’s our bank uses.” Then, in the following paragraphs, continue by describing the specifics of what happened, how you were inconvenienced and what action you’re requesting.
So What?
The first words–spoken or in writing–are the most important. Additionally, if the words are reinforced visually by being set apart, you enhance the attention-getting feature. You have only the first few seconds to capture peoples’ attention to entice them to read on. If we seize them from the start, we enhance the likelihood of a successful remedy.
Use the motivated sequence to persuade a supportive audience. The motivated sequence begins by capturing the attention of your audience with a story, illustration, or a startling statistic–and then identifies a pressing need that the audience has. Demonstrate that your proposal satisfies the need, and help your readers or listeners visualize what your solution will do for them. Finally, tell them what you want them to do.
So What?
The motivated sequence encompasses all of the psychological elements (such as attention and memory) that must be present to persuade. Therefore, incorporating these elements in this order increases the probability that your persuasive efforts will be successful.
​To win over neutral or hostile audiences, present and argue both sides of the issue. Begin by presenting your opponents’ position, showing that you recognize their viewpoint. Then refute it point by point by questioning their evidence and/or disproving their arguments. For example, “Bob, I agree that investing in a new wellness center will be expensive. Consider the long-term benefits, though: by investing in the facility, we’ll save on our health insurance premiums, provide an attractive recruitment feature…”
So What?
By assessing your audience’s receptivity to your ideas and modifying the structure of your presentation accordingly, you will be more likely to persuade people to accept your point of view.
​Use “reluctant” testimonials to build support for your arguments. These are endorsements from people who would traditionally be in opposition to your viewpoint. For example, a Democrat testifying for a Republican proposal (or vice versa) is far more persuasive that a Democrat campaigning for a Democrat proposal. Likewise, a competitor praising your company’s product is far more influential than an endorsement coming from an employee of your company.
So What?
“Reluctant” testimonials tend to be more persuasive, as the audience realizes that they do not have a vested interest. “Eager” testimonials, or testimonials given by those who have a vested interest, tend to be discounted because the person has something to gain.
Apply the following tests to enhance the likelihood that the statistics you use to build your case will have the impact you’ve intended: 1) Is the source from where you pulled the statistic reliable and unbiased? 2) Is the statistic recent andapplicable to the time period in question? and 3) If the statistic was drawn from a sample, was the sample a) big enoughto be reliable and b) representative of the total population?
So What?
Statistics can be powerful at providing strong support for your points. But, they are oftentimes gathered inappropriately and interpreted incorrectly which minimizes their usefulness and undermines decision-making.
Use of variety of facts, statistics and expert opinion when you’re trying to persuade others to accept your idea. For example, instead of saying “Locating our mill in Portage instead of in Plymouth would result in considerable savings”, consider “Locating our mill in Portage instead of Plymouth would result in annual savings of $500,000. Additionally, the recent issue of Market News highlighted the favorable business climate in Portage.”
So What?
Providing convincing evidence helps to build your case and bolster your argument for why something should be done. Without the supporting facts, statistics and expert opinion, you are merely suggesting that something should be done. Additionally, using a variety of types of evidence links into the different ways people process information.
​When you’re explaining your point to other people and they seem puzzled or unpersuaded, ask how they see it differently. For example, a common tendency is to ask for agreement, by asking, “Does this make sense?” or “Don’t you agree?” Instead try “That is how I see it; how do you see it?” or, more pointedly, “How do you see it differently?”
So What?
Asking for agreement is reassuring, but many people may be reluctant to share their reservations and uncertainties thinking that you don’t really want to hear them. By asking how they view the situation, you are more likely to discover their true reactions.
Apply the following tests to increase the likelihood that the testimonials you use to prove a point will have the impact you intended: 1) Is the source reliable? 2) Is the source an expert in the field? 3) Is the source free from bias? 4) Is the opinion of the expert similar to that of other experts in the field?
So What?
Testimonials can be powerful at dramatizing a point and gaining the attention of the audience. But, if they are viewed as being unreliable and not having expert knowledge, their usefulness is minimized. Some potential ramifications are that their use will 1) undermine sound decision-making and 2) detract from the credibility of the person presenting the testimonial.
Explicitly link your persuasive points to your ultimate objective. For example, consider one of the most famous phrases ever uttered in a court room–“If the glove does not fit, you must acquit” (O.J. Simpson trial). Not only is the phrase memorable, it also shows how the glove argument links to the attorney’s ultimate objective (acquittal).
So What?
People often erroneously assume that the evidence “speaks for itself.” It may not and people may fail to recognize the implications that you find so obvious.
​Keep a neutral subject line for a memo in which you’re trying to persuade a resistant audience. For example, if you’re trying to persuade your boss to sell a division, write, “Analysis of Strata Division Profitability” instead of “Proposal to sell Strata”.
So What?
A reluctant audience is more likely to agree after it understands the need. Therefore your job is to explain the merits of your proposal and show how the reader will benefit from doing as you ask. This must be done before asking for action; a neutral subject line accomplishes this.
Use an indirect approach when you are trying to persuade an audience that is likely to be resistant to your idea. Follow this approach: 1) present your reasons and justification, 2) deal with any obstacles, then 3) make your recommendation. For example, if you’re trying to lobby for the purchase of a color printer you might say to your “resistant” manager, “An interesting study I came across revealed that audience members remember twice as much information when color slides are used in a presentation instead of black and white…The new Lexington color printer would serve us well…It is rated a “Best Buy” in … Although there is a moratorium on expenditures until February, if we buy the Lexington before December we will receive an extended warranty…So that we can have this printer in time for our upcoming training sessions, may we order the Lexington for $600 by September 1?”
So What?
A reluctant audience is more likely to agree after it understands the need. Therefore your job is to explain the merits of your proposal and show how the reader will benefit from doing as you ask. Because a reluctant reader is more likely to agree to an idea after understanding its merits, the organizational plan is to convince the reader before asking for action.
Use a direct approach when you are trying to persuade an audience that is likely to be “open” to your idea or prefers a “bottom line” approach. Follow this approach: 1) present your recommendation, 2) provide a brief rationale, and 3) follow up with a more in-depth justification. For example, you might introduce your recommendation in the following way: “I have evaluated four hotels as possible meeting sites for our Austin sales meeting and recommend we meet at the Congress Hotel. As discussed below, the Congress is centrally located, has the best meeting facilities and is moderately priced.”
So What?
If your audience is likely to listen objectively and be receptive to your idea, a direct style saves time and immediately satisfies your reader’s or listener’s curiosity about your purpose.
When you’re trying to persuade a knowledgeable audience, use logical, as opposed to emotional, arguments. Convince your listeners that you have done a thorough job of collecting and analyzing the information and that your points are reasonable. Support your arguments with credible evidence-statistics, actual experiences, examples and support from experts. Use objective language; let the data-not exaggeration or emotion-persuade the audience.
So What?
An intelligent audience finds objective evidence, more persuasive than emotion. Logical evidence bolsters your credibility. The more credible your audience perceives you, the better your chances of retaining their attention and persuading them.
Use multiple testimonials to support your ideas. Avoid relying on one lengthy quote from a highly credible source to back up your point. Instead use three or four short endorsements that essentially advocate a similar position. You might use the book jacket of a bestseller as your template.
So What?
Research has shown that quotations from multiple sources tend to be more persuasive than from a single source. Amazingly, this occurs even when the audience knows the voices are artificially created by computer voice synthesizers. An audience can more easily discount one endorsement than it can multiple voices of support.