4/2/2018 - WiHCA/WiCAL · 2018-04-03 · 4/2/2018 3 The Psychology of Persuasion Dr. Robert Cialdini Professor of Psychology and Marketing, Arizona State University Has spent 30 years

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Build Your Census through Effective Influencing

PRESENTED BY

Marty Ramseck

Session overview

Learning how to generate influence will help you effectively communicate and sell your ideas. The most effective influencers adapt their approach to the

person they are interacting with. Leveraging influence is a universally required business skill, and program participants will learn key steps to influence others

to increase census and influence team members. The program will discuss understanding your own communication style, how to influence or sell to

others, building rapport, trust and credibility, understanding specific needs, presenting ideas and articulating their value based upon how the person wants to be communicated with, closing on next steps, and improving communication

with and between departments.

Learning Objections

1. Learn how to influence or sell to others to improve sales results

2. Understand the psychology influence and why people say "yes"—and how to apply this understanding as a driving force for success.

3. Understand your own communication style to better communicate with external and internal customers

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70% of employees don’t feel engaged in a great part due to communication barriers

Gallup

Disengaged employees cost US companies 450 – 500 billion dollars a year in lost productivity

The Psychology of Persuasion

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Dr. Robert Cialdini

Professor of Psychology and Marketing, Arizona State University

Has spent 30 years studying the ways people are influenced


The authors relied entirely on the significant body of research from the study of social influence and persuasion

To suggest ways you can improve outbound messages to get the results you want.


6 Principles of Influence

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Principle 1: Reciprocation

Reciprocation recognizes that people feel indebted to those who do something for them or give them a gift.

The implication is you have to go first give


Give something:

Give information

Give a positive experience to people and they will want to give you something in return


Application

The reciprocation principle explains why giving a service for no charge can be so effective

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People who receive a free, unexpected gift are more likely to listen to a product’s features, donate to a cause, or tip a waitress more money.

The gifts do not have to be expensive or even material information and favors can work

Principle 2: Social Proof

When people are uncertain about a course of action

They tend to look to those around them to guide their decisions and actions.


People want to know what everyone else is doing – especially their peers

Laugh tracks on comedy shows exist for this very reason

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Application

Testimonials from satisfied customers show your audience that people who are similar to them have enjoyed your product or service

They’ll be more likely to become customers themselves


A similar principle applies to television commercials that say: “If our lines are busy, please call again.”

Instead of saying “Operators are standing by.”

The first response implies that other people like your offer so much that the phone lines are busy, which may persuade others to act similarly

Principle 3: Commitment and Consistency

People do not like to back out of deals. We’re more likely to do something after we’ve agreed to it verbally or in writing

People strive for consistency in their commitments

They also prefer to follow pre-existing attitudes, values and actions.

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Application

People want to be both consistent and true to their word

Getting customers to publicly commit to something makes them more likely to follow through with an action or a purchase


Note: Age Matters

The older we get, the more we value consistency. And that makes it harder for older people to make a change

Principle 4: Liking

People prefer to say ‘yes’ to those they know and like

People are also more likely to favor those who are similar to themselves

Even something as ‘random’ as having the same name as your prospects can increase your chances of making a sale

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Principle 4: Liking

Application

The people who are providing the product or service are similar to the audience and know the audience’s preferences

Principle 4: Liking

People could improve their chances of success by becoming more knowledgeable about people they are influencing existing preferences

Principle 5: Authority

People respect authority. They want to follow the lead of real experts

Giving the appearance of authority actually increases the likelihood that others will comply with requests

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Principle 5: Authority

Application

When people are uncertain, they look outside themselves for information to guide their decisions

Given the incredible influence of authority figures you must come across as the expert

Principle 6: Scarcity

In fundamental economic theory, scarcity relates to supply and demand

Basically, the less there is of something, the more valuable it is


The more rare and uncommon a thing, the more people want it

Familiar examples are frenzies over the latest holiday toy or urban campers waiting overnight to pounce on the latest iPhone

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Application

The tendency to be more sensitive to possible losses than to possible gains is one of the best-supported findings in social science


Therefore, it may be worthwhile for your Influencing strategy to emphasizing the potential for a wasted opportunity:

“Don’t miss this chance…”

“Here’s what you’ll miss out on…”


If your product or service is genuinely unique, be sure to emphasize its unique qualities to increase the perception of its scarcity

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Effective communicators adapt their communication style/ message to the way the person they are trying to influence wants to

receive it

BEHAVIORAL FACTORS

A DOMINANCE/ CONTROLLER


B EXTRAVERSION/ EXPRESSER

BEHAVIORAL FACTORS

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BC

EXTRAVERSION/ EXPRESSER

PATIENCE/ COOPERATOR

BEHAVIORAL FACTORS


BCD



FORMALITY/ ANALYZER

BEHAVIORAL FACTORS

Communication Styles

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AVERAGE HIGHLOW

DRIVES

NEEDS

BEHAVIORS

Dominance/ Controller | Communication

A

• Approachable

• Empathetic

• Harmonious

• Inclusive

• Elicits opinions

• Go with the flow

• Directive

• Proactive

• Gets to the point

• Authoritative

• Confident

• End ‐ result focused

AVERAGE HIGHLOW

DRIVES

NEEDS

BEHAVIORS

EXTRAVERSION/ EXPRESSER | Communication

B

• Succinct

• Thoughtful

• Reserved

• Direct

• Self‐reliant

• Analytical

• Outgoing

• Engaging

• Optimistic

• Persuasive

• Inclusive

• Energetic

AVERAGE HIGHLOW

DRIVES

NEEDS

BEHAVIORS

PATIENCE/ COOPERATOR | Communication

C

• Proactive

• Resolve Quickly

• Multi‐tasker

• Efficient

• Bullet Points

• Anxious to take action

• Relaxed

• Steady

• Inviting

• Responsive

• Patient

• Listens well

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AVERAGE HIGHLOW

DRIVES

NEEDS

BEHAVIORS

FORMALITY/ ANALYZER | Communication

D

• Big picture

• Independent

• Conclusion first

• Risk tolerant

• Innovative

• Focus on goals

• Detail‐oriented

• Precise

• Needs a plan

• Formal

• Proof

• Focused on “how and why”

Understand What Motivates Them


BCD



FORMALITY/ ANALYZER

BEHAVIORAL FACTORS

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Influence to their “motivators”, not yours

A Want Control over decisionWant buy‐in from others


AB

Want Control over decision

Value the Relationship

Want buy‐in from others

Looking for proof and data


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ABC


Want to understand the “process”



Focused on results



ABCD


Want to understand the “process”

Want to mitigate risk




Focused on results

What is the end result


Effective Communication is

Powerful

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Influencing / Selling to…

Understanding the Dominance/ Controller:

Focused on Accomplishment (results):

Driving; fast-moving. Makes decisions readily. Results oriented and needs to know the bottom line.

Influencing Challenges:

Tends to “steam roll”. “My way or the highway”.

Measures value by – Results:

Dominance/ Contollers consider the results generated to be the benchmark of success.

Influencing / Selling to…Understanding the Dominance/ Controller:

Take time to be – Efficient:

Don’t waste their time.

Provide – Options:

Because Dominance/ Controllers insist on making the decisionNeeds – Directness:

Speed and activity, only the detail as they want, a focus on the matter at hand, few pleasantries, efficient use of their time.

Influencing / Selling to…Dominance/ Controller Types of Meetings:

Don’t waste time.

The doesn’t want a lot of facts and figures. Just hit the high points and get to the “bottom line”

You must appear credible

Will be impressed with efficient, businesslike approach

Will take interest in new ideas

Be concise and businesslike.

Don’t waste time with idle talk.

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Influencing / Selling to…Statements That Motivate a Dominance/ Controller:

You’ll want to try us out.

You’re the type of person who can make it work for them

There is no one like us

You can easily see the advantages of using my product

You will be working with the leader

This provides you with the opportunity to get credit for what you do. It’s something you can call your own


Understanding the Extraversion/ Expresser:

Characteristics - Conceptual; big picture thinking:

Enthusiastic; passionate. Active; fast moving; talkative. Less interested in details; trusts details will be handled. Lots of ideas.


Sometimes follow-through is difficult. Better talkers than listeners

Measures Value by – Recognition:

Expressers rate situations and circumstances by how much positive attention and acknowledgement they get.


Understanding the Extraversion/ Expresser:

Take time to be – Interested:

Expressers invest substantial time and energy in their thoughts and ideas and seek others to share them with.

Provide…Testimonials:

Expressers gain confidence when they see that others have been successful in bringing something from concept to reality.

Needs – Enthusiasm:

For or investment in their ideas, reality checks, forum to share their work and plans. “Brain storming”

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Extraversion/ Expresser Types of Meetings:

Spare the details; the “B” will not want to hear them. Just hit the high points.

BEWARE! Our competition can steal them away just as easily. So give them plenty of contacts

They like new, innovative and showy services. The they like to try new things

Allow time for socializing; likes lunch meetings

Have fun in the presentation. They love stories.

It’s okay to touch the high “B” (upper forearm or back)


Statements That Motivate an Extraversion/ Expresser:

We are a service that is always looking for better ways to serve our customer

We are the cutting edge

We are the leaders

Provide recognition for their accomplishments

Don’t dwell on details.

Don’t get them lost in the facts


Understanding the Patience/ Cooperator:

Characteristics - Friendly; pleasant; warm; helpful; steady; open:

Good partner / ally; easy to work with. Checks in with others; seeks consensus. Sometimes need handholding and reassurance.

Influencing challenges: Conflict-averse:

“Peace at any price” / “Please don’t be mad at me”

Measures value by - Team success:

Cooperators want to get acknowledgement as part of the group and not want to feel left out.

.

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Understanding the Patience/ Cooperator: Take time to be – Agreeable:

It is important to Cooperators that you be pleasant, friendly and nice.

Provide - Guarantees:

Cooperators need reassurance that they are making the right decision and are not alone in doing so. Take risk out of their decision.

Needs - Your getting to get to know them:

Want to get to know you; pleasantness; politeness; peace; connection.


Patience/ Cooperator Types of Meetings:

Take it slow and easy. If you go too fast, you’ll lose the advance

Provide plenty of proof and statistics

Earn their trust and friendship

Use facts and figures

Make sure you answer all their questions


Statements That Motivate a Patience/ Cooperator:I feel you are open to a number of possibilities and I want to recommend this plan of action

I have a list of customers you can call

Here is a comprehensive packet that will provide you all the information needed to make a decision

We’ll make sure we take the time to let you know all about our company

We are the very best, we are a premier service

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Understanding the Formality/ Analyzer:

Characteristic - Detail- and fact-oriented; wants lots of information:

Does not want to make mistakes. Assesses situations and thinks before responding. “Black and White thinking”. Reserved style / Risk Averse. Experts.


“Analysis paralysis”. Threatened by negative feedback.

Measures value by - Accuracy:

Analyzers judge situations by whether the result or action is right or wrong and by how much.

.


Understanding the Formality/ Analyzer:

Take time to be – Precise:

Analyzers need to know that they have all the facts they need and that the information is correct.

Provide – Proof:

Unless you back up your statements with proof, Analyzers will not believe them or use them as a basis for a decision. Facts.

Needs - Detail:

Clarity, time to think, safety, time to work on their own, written material, few pleasantries.


Formality/ Analyzer Types of Meetings:

Needs a lot of proof, background information and proven results before buying

Needs time to absorb details and digest facts before deciding

Highly suspicious of new and unproven products.

Use testimonials

Don’t rush or waste time with small talk

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Statements That Motivate a Formality/ Analyzer:We have a great amount of experience

Once you take the time to examine the facts, you’ll see we are the best at what we do

I would be glad to sit down over several sessions to give a lot of detail on our company and service so that over time you’ll become comfortable in referring

I will show you all of their credentials

Do not sell with high enthusiasm

Set an environment where they will like and trust you. Present ideas as non-threatening

The Influencing Wheel

Formality/ Analyzer

Dominance/ ControllerExtraversion/ Expresser

Patience/ Cooperator

CInfluencing Wheel

PI Midlantic Marty Ramseck 949.545.8121 [email protected]

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Thank You!

Marty Ramseck

[email protected]

949.545.8121

Build Your Census through Effective Influencing – Tip Sheet

Marty Ramseck Senior Consultant

PI Midlantic [email protected]

949.545.8121 The Psychology of Persuasion:

6 Principles of Influence: Principle 1: Reciprocation Principle 2: Social Proof Principle 3: Commitment and Consistency Principle 4: Liking Principle 5: Authority Principle 6: Scarcity

Understanding the Dominance/ Controller: Characteristics:

Focused on accomplishment (results). Driving; fast-moving. Makes decisions readily. Results oriented and needs to know the bottom line.

Influencing challenges: Tends to “steam roll”. “My way or the highway”.

Measures value by: Results. Controllers consider the results generated to be the benchmark of success.

Take time to be: Efficient. Don’t waste their time.

Provide: Options. Because Controllers insist on making the decision

Needs: Directness, speed and activity, only the detail as they want, a focus on the matter at

hand, few pleasantries, efficient use of their time.

Understanding the Extraversion/ Expresser: Characteristics:

Conceptual; big picture thinking. Enthusiastic; passionate. Active; fast moving; talkative. Less interested in details; trusts details will be handled. Lots of ideas.

Influencing challenges: Sometimes follow-through is difficult. Better talkers than listeners

Measures value by: Recognition. Expressers rate situations and circumstances by how much positive attention and acknowledgement they get

Take time to be:

mailto:[email protected]

Interested. Expressers invest substantial time and energy in their thoughts and ideas and seek others to share them with.

Provide: Testimonials. Expressers gain confidence when they see that others have been successful in bringing something from concept to reality.

Needs: Enthusiasm for or investment in their ideas, reality checks, forum to share their work and plans. “Brain storming”

Understanding the Patience/ Cooperator:

Characteristics: Friendly; pleasant; warm; helpful; steady; open. Good partner / ally; easy to work with.

Checks in with others; seeks consensus. Sometimes need handholding and reassurance.

Influencing challenges:

Conflict-averse. “Peace at any price” / “Please don’t be mad at me”

Measures value by: Team success. Cooperators want to get acknowledgement as part of the group and not

want to feel left out.

Take time to be: Agreeable. It is important to Cooperators that you be pleasant, friendly and nice.

Provide: Proof. Unless you back up your statements with proof, Analyzers will not believe them or use them as a basis for a decision. Facts.

Needs: Detail, clarity, time to think, safety, time to work on their own, written material, few pleasantries.

Understanding the Formality/ Analyzer: Characteristics:

Detail- and fact-oriented; wants lots of information. Does not want to make mistakes. Assesses situations and thinks before responding. “Black and White thinking”. Reserved style / Risk Averse. Experts.

Influencing challenges: “Analysis paralysis”. Threatened by negative feedback.

Measures value by: Accuracy. At the end of the day, Analyzers judge situations by whether the result or action is right or wrong and by how much.

Take time to be: Precise. Analyzers need to know that they have all the facts they need and that the information is correct

Provide: Proof. Unless you back up your statements with proof, Analyzers will not believe them or use them as a basis for a decision. Facts.

Needs: Detail, clarity, time to think, safety, time to work on their own, written material, few pleasantries.

Documents

4/2/2018 - WiHCA/WiCAL · 2018-04-03 · 4/2/2018 3 The Psychology of Persuasion Dr. Robert Cialdini Professor of Psychology and Marketing, Arizona State University Has spent 30 years