Persuasion: How to Influence Others
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This document discusses principles of influence and persuasion, including meeting client needs, building consensus, leveraging authority and expertise, creating scarcity, and fostering liking and commitment. It provides examples like the Milgram experiment, Asch conformity experiment, and Rosenhan experiment. The key lessons are to understand clients, match expertise to problems, acknowledge weaknesses, build initial small commitments, influence influencers, find similarities, and apply learnings through challenges.
Persuasion: How to Influence Others
- 1. The Art and Science of Influence Daniel Crosby, Ph.D. www.doctordanielcrosby.com (256) 683-5551
- 2. Influence and You Meeting client needs- “know your customer” Maximizing client profits – prevent irrationality Expanding existing portfolio Client retention Work smarter – runs deeper than “sales” Getting buy-in from team members
- 3. Power and Responsibility “With great power comes great responsibility” - Peter Parker The things you will learn today are real and powerful.
- 4. Prisoner’s Dilemma What is the best communal outcome? How does this play out over time? …if the other initially confesses? …if the other initially remains silent?
- 5. RECIPROCATION People return kindness for kindness, and malice for malice Transcends cultures, allows us to build societies
- 6. Client: “Thanks so much for assisting me with that, it was a huge help!” You: ???
- 7. So What? Add value without expecting return Not dollar for dollar Make the first move Take action: Share your expertise, buy a cup of coffee, pass along an article, make an introduction,
- 8. Choose One Which is the cubic zirconia and which is the true diamond?
- 9. SCARCITY People want what they cannot easily have People act with a sense of urgency when they perceive opportunity slipping away
- 10. Which is more persuasive? “Acting on this will provide countless benefits, such as…” “Failure to act on this will be very detrimental to what you’re trying to do, for example…”
- 11. The Art of Scarcity People are motivated by the rare but attainable Making an idea, product, or behavior out of reach will prompt dismissal Be sure to “connect the dots” on how to get from here to there
- 12. So what? Financial barriers to entry Highlight unique ideas and approaches Make it time-sensitive Keep it scarce but attainable Concierge-limit number of clients What do you better than anyone in the world?
- 13. AUTHORITY Milgram Experiment Son of Jewish refugees of WWII Wanted to examine motivation of Nazi soldiers 65% compliance rate 90% compliance when authorities disparaged student
- 14. The Power of “Expertise” Would you choose a cardiologist with 5 or 20 years experience? Would you choose a therapist with an M.S. or a Ph.D.? In teams – build one another up Individually – humility and confidence
- 15. The Art of Authority All products, services, and ideas have weaknesses Individuals find experts who acknowledge weaknesses more credible Immediately follow coverage of weaknesses with discussion of strengths Promote believability and open the door for your strongest points to be heard
- 16. So What? What qualifies you to handle my money? Ground yourself in firm’s expertise Match expertise to pain points How can you build up others? How can others build you up? Do marketing materials reflect expertise?
- 17. COMMITMENT AND CONSISTENCY We want to be seen as consistent We want others to be consistent – cognitive shortcuts We devalue other decisions post-choice
- 18. Power of Commitment Initial Choice 1 2 3 4 5 6 Commit 1 3 2 5 4 6 Amnesia 1 3 2 5 4 6
- 19. Foot in the Door California housewives - five minute survey Three days later – Can six men spend two hours rummaging through cupboards? More than 2x as likely to consent
- 20. Power of Labels Homogenous group with respect to grades and behavior Randomly assigned as “poor,” “fair,” or “gifted” Arbitrary category was the best predictor of final grades
- 21. Power of Labels Rosenhan Experiment 12 subjects, 5 states Hearing “thud” All given Dx and Rx Some incarcerated for months Not a single subject was discovered by doctors Discovered by fellow patients
- 22. So what? Initial commitment is the hardest! What committed clients might make a larger commitment? Determine a small initial commitment for prospective clients. Who do you want your clients to be? How should you treat them as a result?
- 23. Asch Experiment
- 24. CONSENSUS The Asch Experiment Most people are followers Another cognitive shortcut “This is our most popular dish.”
- 26. Influence the Influential Hard truth: The merit of an idea does not predict its adoption rate as well as its adoption by influential others does. John Lancaster invented a cure for scurvy that took 200 years to catch on. The most influential people in a group are usually slightly more gifted than the masses, but similar in other important ways.
- 27. So what? RS Funds – “Alignment with Clients” Most popular offerings Popular offerings for specific subsets Narrative for similar clients
- 28. LIKING We are most easily influenced by people… …that we like. …the we perceive to be like us. What assumptions do you make?
- 29. Who do we like? Physically attractive – halo effect People who pay us compliments – sincere or otherwise People who make us laugh People with whom we share a common struggle
- 30. Be a Detective of Personal Brands People “brand” themselves in myriad ways Cars, clothes, haircuts, pictures, relics are all peoples’ attempts at being understood on their own terms Find and build on similarities Take an interest
- 31. So what? Matching – beard, broker tie Dress the part Pay sincere compliments Emphasize common struggles Discover and build on common beliefs Connect around common interests
- 32. Lived Learning System “Nothing that is worth knowing can be taught.” – Oscar Wilde “If you hold a cat by the tail, you learn things you cannot learn any other way.” – Mark Twain Challenge: Apply learning by completing weekly challenges over the next month and a half.