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When To Influence People, When To Inform Them, And How To Know The Difference

Learning To Deliver Information

The audience who are the decision-makers will not be sold just by the logic of your proposal and how much sense it makes - you have to package it in a way that is at the right level with your audience, in straightforward terms.

It also helps to ensure that the leaders who are listening to you feel smart.

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When To Influence People, When To Inform Them, And How To Know The Difference

When To Influence People, When To Inform Them, And How To Know The Difference

https://www.fastcompany.com/3062679/when-to-influence-people-when-to-inform-them-and-how-to-kn

fastcompany.com

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Key Ideas

Influencing Authoritative Figures

While educating a higher-up about a particular subject, we assume that we are the experts and somehow have power over others listening to us impart knowledge.

But influencing authoritative figures takes more than just expertise and the art of persuasion requires us to get off the pedestal and relinquish the power that we think we have.

Coming Across As Trustworthy

While making the pitch to an audience, the personal trust the presenter has built with them is more important than the quality of the proposal.

While it is natural to focus on the content and assume that one’s ideas will be accepted based on merit, the person who comes across as trustworthy, thoughtful and having sound judgement is the one who is able to make the best deal.

Present Your Position First

  • While pitching to decision-makers, the normal way of establishing the background and context, followed by the conclusion (that you wish is implemented) does not work.
  • You need to pitch the conclusion first and then back it up with reasons and context.
  • Focus on the people aspect instead of plain facts.

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Principles of persuasion
  1. Reciprocation: People will be nice if you are.
  2. Consistency: It’s easier to get people to comply with requests they see as consistent with what they’ve already said.
Take bold stands

Research shows humans prefer cockiness to expertise. We naturally assume confidence equates with skill.

So stop saying, "I think" or "I believe." Stop adding qualifiers to your spee...

Adjust your rate of speech
  • If your audience is likely to disagree, speak faster. It gives them less time to form their own counterarguments and you have a better chance of persuading them.
  • If your audience is likely to agree, speak slower. It gives them time to evaluate your arguments and factor in a few of their own thoughts.
Start with small "wins"

Gaining agreement has an enduring effect, even if only over the short term. So instead of jumping right to the end of your argument, start with statements or premises you know your audience will agree with. Build a foundation for further agreement.

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Uncertainty Triggers Fear

Constant communication with the team is crucial for a manager, and the current state of affairs, when the world is in turmoil and most employees are sitting at home, it is increasingly difficult fo...

Two Tasks of a Manager
  • The first task for a manager is to be transparent, explaining to the team exactly what is known, and what isn’t known, and not to keep any team member in the dark.

  • The second task is to provide hope and a sense of possibility to the employees facing an uncertain future ahead.

Steel Yourself

Before any word is uttered to the employees, you need to understand your role and channel your leader 'avatar' in a time of crisis, as if preparing for a battle. Your steel nerves will be contagious(!) to your team members. You need to sound convincing, and it’s a good idea to follow the basics, like eating well, plenty of sleep and regular exercise.

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