Tag Archive for: psychology of persuasion

LinkedIn Endorsements: Reliable or BS?

/14 Comments/by

 

If you’re on LinkedIn then no doubt you’re
familiar with the relatively new feature where you can endorse someone for his
or her skills and expertise. This feature is akin to Facebook’s “Like” option.
Not too long ago I connected with someone on
LinkedIn who I’d previously had no interaction with whatsoever. The person
reached out to me because we shared a common interest.
Within hours of connecting he endorsed me for the following skills: management,
training, marketing, leadership, and business planning.
Now don’t get me wrong, I appreciate someone
taking the time to endorse me but this struck me as odd because management and
business planning are far from some of my stronger skills. There are things I’m
much more skilled at, like persuasion, influence at all levels, coaching,
sales, and sales management to name a few.
So why did I get these endorsements? Several
reasons.
  • First, my profile is pretty robust and creates
    a good impression (authority).
  • Second, lots of other people have endorsed me
    (consensus).
  • Third, LinkedIn makes it easy to endorse me for lots of skills.

Now here’s the rub – a lot of the endorsements
are BS. I say that because of the last point I made. LinkedIn has made it so
easy to endorse people that it’s becoming meaningless. Recommendations are a
far better gauge of someone’s skills and expertise because they mean the
recommender has some direct experience with the person they’re recommending. Writing a recommendation takes more time and effort but didn’t our parents tell us things that take time
and effort are worth more? I have nearly 1,600 contacts and the vast majority
have never sat through my training, worked directly with me or even met me.

Another reason I think the endorsements are BS
is because LinkedIn suggests them. By default many people just go with most or
all of the listed skills even if they don’t have any real basis to make the
endorsement.
Finally, consensus becomes unreliable. For
example, my new contact endorsed me for management. It was suggested and now
that he’s endorsed me, as have others, it creates the impression that
management is one of my better skills. The more people that see that, the more they
will endorse me. Do you think that makes me skilled at management? I don’t.
Reciprocity
is yet another reason the endorsements should be taken with a grain of salt.
Many people feel obligated to return the favor after having been endorsed. I
visited my new contact’s home page when LinkedIn asked if he has the following
skills: management, marketing, business planning, economics and macroeconomics.
I don’t have any real idea and therefore can’t in good faith endorse him just
because of what’s on his LinkedIn page and the pull of reciprocity.
For all the reasons noted above, I rarely
endorse people. When I do, I do so because I have some basis for making the
endorsement, not because LinkedIn asks me to or because I feel obligated to
return the favor. I’ve actually declined to give recommendations when asked. I did so because I’d never worked directly with those people or even sat on a
committee with them. In other words, I had no basis for making the
recommendations.
If you’re considering hiring or doing business
with someone undoubtedly you’ll check out their LinkedIn home page. After all,
it’s the equivalent of a resume on steroids. When you notice their endorsed skills
and expertise, if any apply to why you may do business with them, then here’s my
simple suggestion: have several solid interview questions ready to help you
determine if they’re all they’re cracked up to be. In other words, caveat
emptor, buyer beware.
P.S. I went through my skills and endorsement
categories and removed all the ones I felt were not applicable.
Brian Ahearn, CMCT®
Chief Influence Officer
influencePEOPLE 
Helping You Learn to Hear “Yes”.

Persuasion isn’t One of the Seven Dirty Words

/1 Comment/by

The late comedian George Carlin had a hilarious routine about the seven dirty words you couldn’t say on television. I won’t repeat the seven words, but I will say this; persuasion wasn’t one of those words! Having shared that, I realize some people link persuasion to sales and therefore have a negative reaction to it. I get it. After all, most people try to avoid salespeople like the plague because they feel they’ll be sold something they don’t want or need. However, let me say emphatically that ethical persuasion is not manipulative selling.

This is top of mind because not too long ago I had an interesting exchange with someone regarding persuasion after watching their video presentation online. The title of their presentation was How To Convince Your Clients, When Appropriate, To Have a Social Media Presence. After watching it I posted a comment on the website:

“I was disappointed because I never felt like you shared ways to persuade someone that using social media could be beneficial. Most of the commentary was about making sure the people you speak to already see some value but quite often we know businesses could benefit (even if they don’t see that currently) so I was hoping to hear insights into how to manage that discussion.”

His reply started off this way:

“I never try to persuade people to do anything. It is like trying to sell glasses to a blind man. You should never have to convince. You move on to people who get it, and in doing that the people who are not yet will become convinced as they see people they know, like and trust start to use social media.”

Really? You “never try to persuade people to do anything”? I wish I had his wife, kids, clients, boss, etc., because life would be easy. That’s one of the most foolish statements I’ve seen on the web in quite some time. We are persuading people every day. Whenever you ask someone to do something they’re not currently doing – kids and homework, spouse and chores, boss, and a raise, turning prospects into customers – you’re attempting to persuade. And like it or not, what you say and how you say it can make all the difference between yes or no.

I agree that some people are more ready to buy or change and some people are never ready. His example of selling glasses to a blind man would be old school, manipulative selling because in a situation like that the salesperson only cares about making the sale regardless of the need for the product. That’s unethical and not what I’m talking about when I write about or teach ethical persuasion.

Many people are in a ready state to buy or change but have multiple people attempting to convince them their product, service, or idea is the right one for them. In those cases, it’s usually the person who does the best job persuading that gets the yes answer.

Some people may not seem like they’re in a ready state but change their minds when someone persuades them otherwise. Here are two examples:

Steve Jobs. He created products no survey group said people wanted or needed. However, once he created a new product then said something like, “A thousand songs in your pocket,” everyone saw the possibilities and wanted it.

Life insurance. Most people who fail to buy life insurance don’t make that poor choice because they don’t need it. People don’t buy coverage because emotionally no one wants to think about death. Too often they convince themselves “it will never happen to me” or “I have plenty of time for that” so they focus on more pressing issues. I doubt a widower ever cursed a life insurance salesman for persuading the deceased spouse to purchase a life policy.

Aristotle said persuasion was “the art of getting someone to do something they wouldn’t ordinarily do if you didn’t ask.” If everyone were doing what we wanted we’d never have to persuade. Instead, we could sit back and enjoy life as it unfolds but you and I know that’s not the case. Not a day goes by where everyone does what you want because they just “get it.” Knowing that you might want to sharpen up your persuasion skills a bit otherwise you’ll have a hard time getting people to do what you want.

So let me end with this – persuasion isn’t a dirty word. Persuasion is a skill where you understand how people think and act then adjust your communication accordingly. Like so many other skills it can be used for good or bad but that says more about the person attempting to persuade than it does the act of persuasion itself.

Brian Ahearn, CMCT®
Chief Influence Officer
influencePEOPLE 
Helping You Learn to Hear “Yes”.

Influencers from Around the World – Child-Like Influence

/2 Comments/by

It’s always a treat to hear from Australia’s only Cialdini Method Certified Trainer® Anthony McLean. Anthony is the founder of the Social Influence Consulting Group. I follow him on several social media sites (Facebook, LinkedIn and Twitter) and can tell you he’s doing outstanding work! If you’re a parent you’ll really appreciate this week’s post.
Brian Ahearn, CMCT® 
Chief Influence Officer
influencePEOPLE 
Helping You Learn to Hear “Yes”.
Child-Like Influence
Have you ever watched a child walk into a new environment such as a park, a playground or even a new school and wondered at how quickly they are able to integrate into the group and make new friends? I have three children and have noticed that my youngest, Ryan, never has a problem making new friends. No matter where we go, he always ends up talking to or playing with someone new. My eldest, Samara, possessed this skill when she was younger but now as a pre-teen it doesn’t come that easily to her anymore. Why?
The thing that Ryan does that Samara has stopped doing is always being willing to make the first move (reciprocity). He will walk up to a child on a swing and say hello. If someone is playing on a climbing gym he will go and join in and mimic the climbing style until he can master the apparatus for himself. As an ever more self-aware pre-teen, Samara is less likely to take the first step to talk to someone new. Instead she will look around for those she already knows and in a new environment that is not always possible.  So she sits back and waits.
It is with this simple observation that I started to reflect on persuasion and why some people are successful at it while others find it harder. Now I’m not suggesting there is just one factor involved, but a fundamental tenant for success is that great persuaders are nearly always willing to go first.
Just like Ryan, they will take the first step to say hello to someone and not wait for someone to say hello to them. They will offer their services and invest in others, often without being asked, thereby commencing a relationship where none existed before. They will uncover the things they have in common with others and use this common ground to forge a new relationship.
As a child, I moved to different schools several times, once in primary and once in secondary school. Both times in a sea of unknown faces I knew I needed a friend, and that they must be out there. Without exception I look back on the friends I have made in life and realize that those I approached were often the most like me (liking). They played the same games I did. They were my age. But it still took someone to take the first step. Sometimes it was me, sometimes it was them. Either way I am glad one of us made the effort.
So the implication for you is, regardless of where you are in the world, if you want to influence someone, take a leaf out of the book of a small child. Put your fear aside and make the first move.  If someone is walking toward you in hallway, if you look down and say nothing chances are they will do the same. But if in that same hallway with that same person you look up and say “Hi!,” chances are they will immediately smile and say hi back…but you have to go first!
Look around and find those who are most like you and start there. Uncover the things you have in common and start a conversation, you never know where it might lead.
Of course you don’t have to do this, but as I am now finding out with my daughter, if you don’t, it will quite possibly lead to comments like, “Nobody wants to talk to me,” or “Nobody wants to hang out with me.” As I am now gently pointing out to her, if you don’t make the first move chances are nothing will change. So stop complaining, get off the chair and do something about it. While this is often met with rolling eyes or protests of complaint, she is always happier at the end of it. 
Through this blog, Brian has brought you many great tools, concepts, ideas and research to help you influence others. The key to it all, though, is you must be willing to give it a try! 
Good luck and I will look out for you next time I am in the sandpit of life!
Anthony

What Would You Do?

/1 Comment/by

 

At the last supper the apostle Peter said to
Jesus, “Even if all fall away on account of you, I never will.” Jesus told
him, “I tell you the truth. This very night, before the rooster crows, you will
disown me three times.” Peter protested, “Even if I have to die with you, I
will never disown you.” And the rest is history – Peter did deny the Lord three
times before sunrise.
I love that story because it reveals Peter’s
humanity and ultimately the forgiveness of Jesus. I also believe it tells us
something about each of us as individuals – we never really know how we will
act until a situation is upon us.
I believe Peter meant what he said with all of
his heart. To his credit he was ready to die for the Lord when he drew his
sword and cut off the Roman slave’s ear. However, he wasn’t ready when the
situation changed slightly. In the early morning in the courtyard outside the
temple when he was under no physical threat he denied knowing Jesus when asked
directly three times.
Quite often we “think” we know what we’d do in
a situation. We would never participate in the holocaust; we would have done
something about Jerry Sandusky had we been at Penn State; we would not have
participated in segregation in the South even if we had grown up there. Then
social psychology comes along and bursts our bubble with experiments that show
us otherwise. For example:
We believe we could resist the pressure to conform (consensus) if we knew we were
right. That’s what people assumed going into the Asch conformity experiments in the 1950s. And
yet, an amazing number gave into the crowd and went along with them even though
their senses told them they were correct, not the crowd.
Most of you reading this believe you’d never
harm another person just because an “authority” insists that you do
so. The participants in Stanley Milgram’s obedience experiment in 1961 probably
thought the same thing going into the experiment. However, two-thirds
eventually gave a series of 30 shocks with the last being 450 volts!
The college students in the 1971 Stanford prison experiment probably thought
they’d never behave sadistically when acting as prison guards just because of the environment. After all, the late ‘60s
and early ‘70s were known for young people railing against the establishment,
not conforming to it. In reality the students were so sadistic the two-week
experiment was halted after just six days!
When it comes to how we’ll react in stressful
situations we often overestimate our goodness and underestimate the impact of
people in positions of authority, the environment we’re in, and the pressure we
feel from others to conform.
Not everyone gave in during those experiments
and maybe, just maybe, you’d be one of those who would have resisted. However,
most people did give in so we’d be a little arrogant to just assume we’re so
different than those ordinary people that we’d always do the right thing.
So what’s a person to do? Peter tried relying
on his willpower and we know how that turned out. Heck, he was even told
explicitly what he’d do and that wasn’t enough for him to catch himself and
make a different choice.
Wouldn’t it be better to understand how people
typically think and behave? If you have that understanding it can create the
self-awareness you might need to make a better choice should you find yourself
in a situation where you know the right thing to do but feel paralyzed by fear.
That fear can be rejection from the crowd, retribution from the authority or
the feeling of powerlessness in the situation.
This is where social psychology comes in handy
because quite often our hunches about human behavior are incorrect. Dan Ariely
wrote two books about this very subject; Predictably
Irrational and The Upside of
Irrationality. I encourage you to keep checking in with Influence PEOPLE
each week. An investment of five minutes might be all it takes for you to catch
yourself and make a better choice than Peter did and most people in the
experiments I mentioned.

** To vote for Robert Cialdini, President of Influence At Work, for the Top Management Thinker of 2013 click here.
Brian Ahearn, CMCT®
Chief Influence Officer
influencePEOPLE 
Helping You Learn to Hear “Yes”.

Aligning the Principles of Influence with Aristotle’s Ethos, Pathos and Logos

/3 Comments/by

 

Aristotle is credited with the following definition of persuasion: “The art of getting someone to do something they wouldn’t ordinarily do if you didn’t ask.”
Pause and think about it for a moment. Isn’t that a great definition? If someone is already doing what you want there’s no need to communicate in order to change anything. Unfortunately, all too often others aren’t doing what you’d like and you need to communicate with them in a way that changes that.
If I could change one word in Aristotle’s definition it would be to substitute “science” for “art.” In my mind art conveys natural talents or gifts that some people might feel they lack. Science on the other hand is something that can be learned by anyone.
When it comes to the science of influence it may surprise you to know we have more than six decades of research from social psychologists and behavioral economists on the psychology of persuasion. That means we now have scientifically proven ways to communicate more effectively. In the business world we might say there are “best practices” when it comes to effectively communicating.
Aristotle taught people three criteria for effective persuasion: ethos, pathos and logos. We’ll take a look at each and see how Robert Cialdini’s principles of influence come into play.
Ethos refers to someone’s character and credibility. Two principles of influence come into play to establish ethos: liking and authority.
We know it’s easier to say “Yes” to people we know and like. That’s the principle of liking. If someone likes you the “halo effect” comes into play and they naturally give you the benefit of the doubt on many other attributes, which makes it easier to effectively communicate.
Influence Tip – A great way to get the liking principle going is to offer up genuine compliments. When you do that people feel good and associate those positive feelings with you.
We also know it’s natural for us to pay closer attention to people we view as credible – those who are wiser than we are, experts in their fields. This is the principle of authority at work.
Influence Tip – The more someone knows about your credentials and experience the easier it is to tap into ethos, so make sure they know your credentials before you speak.
Pathos is the connection the persuader makes with another when communicating. Liking and reciprocity both help build relationships so they’re what you want to try to tap into when establishing pathos.
The more someone likes you the easier it is to connect. Once you find out you have a few things in common with your audience they feel a sense of camaraderie and they’re open to what you have to say.
Influence Tip – Make sure you look for things you have in common and mention them early on. If you’re being introduced make sure a few personal items are shared before you speak. Something as simple as being married or having kids can get the ball rolling. You want your audience to know you’re just like them to make a connection.
Reciprocity tells us people feel obligated to give back to those who’ve first given to them. By doing something for others, helping them in some way, they will feel obligated to at least listen to you. Reciprocity, builds relationships because when you help others they feel good about you.
Influence Tip – Look for ways to genuinely help people before you ever ask anything of them. Once you’ve done that and need their help they’ll be much more likely to say “yes.”
Logos is the logical use of words. It’s the factual argument to be made. Consensus, consistency and scarcity come into play here.
Consensus tells us people tend to move with the crowd. When we know large numbers of people, or people just like us, are doing something we are more likely to go along with it. This is logical because historically there’s safety in numbers. As the old saying goes, “Everyone can’t be wrong.” Well, at least the majority of the time everyone isn’t wrong so it’s usually a good bet to follow the crowd.
Influence Tip – Make sure you talk about what others are doing to “invite” your audience along because it’s only logical for them to move with the crowd.
People work very hard to make sure their words and deeds match. In fact, we all feel internal psychological pressure and external social pressure to be consistent in what we say and do. This is the principle of consistency.
Influence Tip – Find out whatever you can about your audience before you speak and make sure you relate your request back to what they’ve said, done, believe, etc. After all, it only makes sense for people to stay true to themselves.
Scarcity alerts us to the reality that when something is rare or dwindling in availability it makes us want it more. Again, quite often it’s the logical thing to seize opportunities before they go away. Doing so also helps us avoid regret over lost opportunities.
Influence Tip – It should be your goal to share what makes you, your organization, or your offering unique in some way. In other words, what does somebody stand to lose by not going along with your request?
So there you have a quick summary of Aristotle’s methodology tied to Robert Cialdini’s principles of influence. Tying the concepts from these brilliant thinkers is a great one-two combination for more effective persuasion.

** To vote for Robert Cialdini, President of Influence At Work, for the Top Management Thinker of 2013 click here.
Brian Ahearn, CMCT®
Chief Influence Officer
InfluencePEOPLE 
Helping You Learn to Hear “Yes”.

Keys to Persuading Thinker Personalities

/0 Comments/by

Here comes your biggest challenge thus far; trying to persuade one of the smartest people to ever walk the planet – Albert Einstein! Talk about intimidating; he’ll see through every psychological ploy you toss at him. If you were going to ask Einstein for something, how would you persuade him to say “Yes?”

In our final week we’ll consider how best to persuade someone who is a thinker or analytical personality type. When I think of this personality type, Einstein comes to mind because he would be someone more task-oriented than relationship-focused. However, unlike Donald Trump, he doesn’t seek to control situations and other people. Instead, he would be someone more focused on self-control. The follow describes the thinker/analytical personality type:

Very task driven; can be slow to act because they like to think things through; exercise good self-control; don’t consider themselves assertive; like data to support decisions; usually take a logical, systematic approach to things; like to see track records and trends to support ideas.

Of the four personality types, the second most often identified was the thinker at 29%. The one chosen most often was the pragmatic (32%), then expressive (24%) and finally amiable (14%).

Because thinkers are task-focused like pragmatics, it will come as no surprise to find out they chose answers that engaged reciprocity and liking much less than did the amiable and expressive personality types. Those personalities are much more relationship-oriented than they are on prioritizing tasks. Some influence advice when dealing with a thinker:

Using the liking principle is okay because it’s socially acceptable but you don’t want to spend much time here because thinkers are not concerned with being your friend. Don’t take offense but most of the time their thoughts are off somewhere else.

Pulling the reciprocity lever – doing things in hopes of a return favor – won’t be an effective strategy either. Thinkers will certainly accept whatever you give them but it won’t be a high priority for them to find ways to repay the favor.

More than any other personality type, when it comes to making business decisions, helping thinkers deal with uncertainty should be your top priority.

Thinkers were more persuaded by the principle of consensus – what others were doing – than any other personality type. It’s not that they just go with the flow; rather they can be persuaded by what others who are like them happen to be doing. So tell Einstein what Tesla, Edison or other classic thinkers are doing and he’ll listen.

Sharing facts or relying on the advice of experts – the principle of authority – is more effective with this group than any other personality type! One other expert is good but many (consensus) will be your best bet when trying to persuade a thinker.

Consistency – what someone has said or done in the past –was also high for thinkers. Only pragmatics had a higher score. Pragmatics may believe they’re right in what they say and do because of their egos. Thinkers believe they’re right because they’ve put so much time and energy into their decision before they act on it or share it. Tie your request to what a thinker has said, done or professes to believe and your odds of success go up dramatically.

Scarcity was the least effective principle with this personality type. Odds are they’ve thought about your offer, perhaps researched it, so if it’s not actually rare or going away they’ll see right through it. You’ll get much more response by helping them overcome uncertainty (consensus and authority) in the business environment.

When it comes to the thinkers you know they may not be as extreme as Albert Einstein. However, you’ll still be better off focusing on certain principles because they’ll help you more than others. In order, here are the most effective principles of influence for thinkers:

  • Authority
  • Consensus
  • Consistency
  • Liking
  • Reciprocity
  • Scarcity

I hope you’ve found this series on personality types helpful. When it comes to persuading people, where you have a handle on their personality type, plan accordingly and you’ll be far more successful than if you simply wing it. Also, setting the stage – what you do before you attempt to persuade – will be extremely helpful.

Brian Ahearn, CMCT®
Chief Influence Officer
influencePEOPLE 
Helping You Learn to Hear “Yes”.

Keys to Persuading Amiable Personalities

/1 Comment/by

How would you like to meet Sandra Bullock? She always plays characters that are so nice and now she’s going to be nice to you. Imagine for a moment you have a big favor you want to ask her. How will you persuade her to say “Yes?”

This week we’ll take a look at how best to persuade someone who is an amiable or facilitator personality type. When I think of an amiable, Sandra Bullock jumps out at me because she seems to be someone who is more relationship-focused than task-oriented. But unlike Oprah, she doesn’t seek to control situations and others. Rather, she prefers to focus on self-control. The follow describes this personality type:

Amiable people really enjoy relationships; tend to focus more on feelings than facts; don’t consider themselves very assertive; are usually willing to set aside work if someone needs to talk; don’t like change; when they need help they prefer a real person to help them even if it takes more time.

Of the four personality types, fewer people taking my survey identified themselves as being amiable (14%) when compared to the other personalities: pragmatic (32%), expressive (24%) and thinker (29%).

Because amiable personality types are relationship-oriented, like the expressives, it will come as no surprise to find out they chose answers that engaged reciprocity and liking far more than did the pragmatic and analytical personality types, personalities that are much more task focused than they are on relationship building. Some influence advice when dealing with an amiable:

Make it a point to work the likingprinciple with these folks, because they want to know and enjoy the people they interact with. Can’t you just image Sandra wanting to get to know you and be your friend before you get down to business? I sure can. The good news is, if she likes you then she’ll probably go out of her way to help you.

While amiable personality types didn’t respond to reciprocityas much as the expressives they did place a higher value on it than thinkers and pragmatics. Do them a good turn or something thoughtful and it’s highly likely they’ll look for ways to return the favor.

Like the other personality types, when it comes to business decisions, helping amiable people deal with uncertainty is huge.

Amiable folks were persuaded by what others were doing – the principle of consensus– a little more than thinkers and expressives. When it comes to personal decisions consensus is even more important. This makes sense for someone relationship focused because they would rather go with the flow than buck the system.

Sharing facts or relying on the advice of experts is the most effective route with this group.  However, despite the fact that authority was the #1 principle chosen by amiables, it was not as effective as it was for thinkers and pragmatics.

When it came to using consistency– what someone has said or done in the past – this was the #3 choice for amiables. With these folks it’s not about being right as much as it is feeling obligated to live up to their word. My guess is part of this has to do with being liked. If you can tie your request to his or her beliefs or values the chance you’ll year “Yes” will increase significantly. You’ll also learn more about them so you can connect even better.

Scarcitywas least effective with this personality type when compared others. If something is truly rare or going away, by all means incorporate that into your request but don’t spend much time on it. You’ll get far more out building a relationship (liking and reciprocity) and helping t them overcome uncertainty (consensus and authority) in the business setting.

When it comes to the amiables in your life they may not be as nice and personable as  Sandra Bullock, but you’ll still be better off focusing on certain principles that will help you more than others. In order, here are the most effective principles of influence for amiables:

  • Authority
  • Consensus
  • Consistency
  • Liking
  • Reciprocity
  • Scarcity

Next week we’ll take a look at the final personality type, the thinker, also known as the analytic.

Brian Ahearn, CMCT®
Chief Influence Officer
influencePEOPLE 
Helping You Learn to Hear “Yes”.

Influencers from Around the World – How to Ask for a Pay Raise

/0 Comments/by

This week you’ll learn how to persuasively ask
for a pay raise. The advice comes to us to from Italy’s Marco Germani. Marco
has written guest posts regularly for Influence PEOPLE since I started this
series nearly four years ago. I know you’ll enjoy his perspective on influence.
To learn more about Marco, connect with him on Facebook, LinkedIn or Twitter. 
Brian Ahearn, CMCT® 
Chief Influence Officer
influencePEOPLE 
Helping You Learn to Hear “Yes”.

How to Ask for a Pay
Raise
I
recently read an article on the labor market in the U.S stating; according to a
study, about 95% of employees never ask their company for a rise, during their
entire professional career. One of the obvious considerations of this finding
is that the remaining 5% of employees earn on average much higher figures than
others! “Ask and you shall receive,” says a well-known passage from the Bible,
but in the field of labor, people often don’t ask because often they don’t know
HOW and WHEN to ask. Lacking adequate preparation, they fear a refusal could at
least complicate, if not compromise seriously, their future stay with the
company.
What
follows summarizes the advice of many experts in personal development,
including Brian Tracy, Zig Ziglar, and Jay Abraham. In my opinion it’s the most
relevant information related to the request for a salary increase.
Who can apply
In the
current economic situation, those who have a more or less stable job in a
company consider themselves already lucky and often see no reason why they
should take the risk of asking their supervisors for a pay rise. This mentality
is unfortunately very common today among employees, who prefer to complain
about the boss, colleagues or their job at the coffee machine rather than
focusing on how they can create more value for the company through a greater
commitment in what they are doing. These people obviously have an attitude and
probably a performance that doesn’t justify a request for an increase.
On the
other hand, those who are constantly focused on performing effectively and
efficiently the tasks they’ve been assigned — those who constantly look for
more responsibilities and are willing to learn new things — should periodically
assess whether the wage they’re currently paid is in line with their true
market value. If not, they should decide to ask for a pay raise. Many people
live in hope that their supervisors, seeing their hard work and great results, will
decide to increase their compensation in the right time. This seldom happens
and asking for a pay raise can be a very appropriate action.
When to ask
The
timing, in the request for a salary increase is crucial and can determine in
large part the success of the operation. The best strategy is undoubtedly to
make an appointment with your superior (it’s important that you speak directly
with the person who can make this decision, when possible) and simply tell him
you want to make a point of the overall situation on your work, without going
into too much detail. A half hour should be sufficient. When hearing this
uncommon request, your supervisor, especially if you are a “top performer” in
your company (if you’re not it may not be appropriate to take this appointment
in the first place), would probably worry about the fact that you might want to
resign, which will give you some negotiating power in the first place.
The preparation of the meeting
Preparation
is everything and especially if, as in this case, most likely your manager will
not invest the time to prepare, can give you a big advantage in the
negotiation. In your case, preparation consists in collecting as much objective
data as possible, relating to the results that you have produced for your
company during the past 12 months or since your last salary increase. Ideally,
you should sum up the most important points in a short document in Word or
PowerPoint where, highlighting the concrete results that you generated with
your work.
The
second field on which you must prepare are the average salaries offered by the
market for positions similar to the one your cover. The important thing is to
provide objective information, citing sources (just search on the internet and
there are many sites that offer this type of information).
The meeting
It’s important
to enter the meeting with a relaxed and confident attitude: you are well
prepared and you are carrying a high value for your company, then you’re in a
position of power. Many find it difficult to ask and this makes them nervous
but this should not be your case! Start saying you want to make a point of the
situation regarding your work and that you’ve prepared a document that
summarizes your results.
Then
discuss it with your boss and ask him what, in his or her opinion you could or
should do better. Now, since your boss 
probably will not be prepared, unless there is something serious and
obvious, it is likely he will be unable to say anything particularly
significant, which does nothing but increase your negotiating power in view of
the request.
You may
proceed citing an authoritative source (website, a head hunter, etc.) about the
average level of salary for your position that is higher than what you’re receiving
and finally make your request, precise, clear, expressed in percentage of your
gross annual wage. “I think it would be appropriate to revise my salary
increasing it by 15% because…” At this point it is essential to remain silent
and wait for the reaction of the boss, which will be positive or negative.
The follow-up
In case
of positive response it’s important you define the terms and exact timing with
which the increase will be allocated. Starting from which paycheck? Will there be
an official announcement? Over what time period? If your boss tells you she
feels your compensation should be increased but, for X reasons, she cannot
change your salary at the moment, then work together to find a formula that
leads to the same result: a prize, bonus, etc. The important thing is there is
something of substance.
If your
boss tells you that he does not consider it appropriate that you receive a
salary increase, ask for detailed reasons, trying to get him to focus on your
performance. Very often motivation is given along these lines, “Your colleague
Tom earns the same salary and increasing your salary could cause a problem.” Of
course an explanation like this makes no sense at all and has nothing to do
with your performance. However, if your boss is really insistent about not giving
you the salary increase right there, sk the following question, “What needs to
happen to allow me an increase of 15%?” At this point your boss is forced to
define an objective condition, the achievement of which, automatically gets the
increase.
You just
have to try. Remember, if you don’t ask you won’t get anything. However, even a
“No” might just be a “Not yet.” If you think you are not in the position to
ask, get more engaged in your work and focused on producing greater results,
until you are in the position to ask for a pay rise.

** To vote for Robert Cialdini, President of Influence At Work, for the Top Management Thinker of 2013 click here. 

Marco

Keys to Persuading Expressive Personalities

/1 Comment/by

You are one lucky person because you just got another big break! This week you’re meeting Oprah Winfrey! You’ve been given 15 minutes to talk with one of the few people who can make or break your career just my mentioning your name. How will you influence Oprah to give you that positive mention or perhaps airtime on one of her shows?

This week we’ll take a look at how best to persuade someone who is an expressive or influencer personality. When I think of an expressive, Oprah Winfrey immediately comes to mind because she’s someone who is more relationship-focused than task-oriented. Like the Trump, Oprah also likes to control situations and others. The follow describes this personality type:

Expressives like being part of social groups; enjoy attending events with lots of people; are more in tune with relating to people than working on tasks; are imaginative and creative; can usually win others over to their way of thinking; like things that are new and different; have no problem expressing themselves.

If I had to sum up expressive personalities in a word I’d say they’re balanced. Of the four personality types their answers had the least amount of variance. In other words, all of the principles of influence work well with them.

Because expressive personality types are relationship-oriented it will come as no surprise to learn in my online survey that they chose answers that engaged reciprocity and liking far more than did the pragmatic and analytical personality types, two personalities that are task focused much more than they are on building relationships. Some persuasion advice when dealing with an expressive:

Definitely spend time engaging the likingprinciple with them, because they want to like the people they interact with. Oprah certainly cares about closing the deal but she also cares about you and your story so look for ways to connect with her. If she likes you it’s a good bet she’ll go out of her way to help you.

Expressive personalities responded more to reciprocitythan any other personality type so look for ways to genuinely help them and they’ll respond in kind much more than pragmatics or thinkers will.

As was the case with pragmatics, in a business setting overcoming uncertainty is key for expressives.

Sharing trends and what others are doing – the principle of consensus– can be quite effective with expressives. Oprah types want to move the masses and they know it’s easier to swim with a wave rather than against it so share what many others are already doing.

Sharing hard data or using the advice of perceived experts is the most effectiveroute with this group.  However, while authoritywas the #1 principle chosen by expressives, it wasn’t as effective as it was with the other personalities. Show Oprah the numbers or share insight from experts and it will give her pause to consider your request.

When it came to using consistency– what someone has said or done in the past – this was the #3 choice for expressives. For this group it’s not as much about being right as it is being true to themselves and what they believe. Look for ways to tie your request to his or her beliefs or values and the chance you’ll year “Yes” will increase significantly.

Scarcitywas no more effective for this group than the others. Definitely don’t force the issue unless something is truly rare or diminishing. Oprah Winfrey and her expressive friends don’t like to miss out on opportunities but just know you won’t be as effective with the scarcity strategy as you might be with Donald Trump and his pragmatic buddies.

When it comes to the expressives you know, they may not be as expressive as Oprah Winfrey, but there are still principles that will be more effective than others. As I noted at the beginning, there is less variance with the principles for this group when compared to others. In order, here are the most effective principles:

  • Authority
  • Consensus
  • Consistency
  • Liking
  • Reciprocity
  • Scarcity

Next week we’ll take a look at the amiable personality, sometimes known as the facilitator.

Brian Ahearn, CMCT®
Chief Influence Officer

influencePEOPLE 
Helping You Learn to Hear “Yes”.

Keys to Persuading Pragmatic Personalities

/4 Comments/by

Here it is, your big break – you have a meeting with the Donald! That’s right, Donald Trump has agreed to give you 15 minutes to pitch your idea. How will you go about persuading him to get a yes answer?

This week we’ll take a look at how best to persuade someone who is a pragmatic or driver personality. In my mind, Donald Trump is an off-the-charts pragmatic because he’s someone who is more task-oriented as opposed to relationship-focused and he likes to control situations and others. The following describes this personality type:

Pragmatics generally want quick results; are more focused on getting things done than chatting with people; prefer taking control of situations; sometimes act before thoroughly thinking things through; are assertive; not afraid to take risks; appreciate getting to the point quickly.

Because pragmatics are not relationship-oriented it will come as no surprise to learn in my online survey they chose answers that engaged reciprocity and liking far less than did the expressive and amiable personality types, two personalities that are people-focused much more than task-oriented. Some persuasion advice when dealing with a pragmatic.

Don’t be rude but don’t spin your wheels using the liking principle because they don’t care much about being your friend. Do you think Donald cares more about being your friend or possibly closing the deal? I bet he wants to close the deal.

Don’t try to pull the reciprocity lever by doing favors with an expectation that it will be a difference maker because it probably won’t help too much. Donald will gladly accept what you offer but it’s doubtful it will be top of mind for him to think about how to repay the favor.

Uncertainty can be bothersome for pragmatics so when they’re not sure what to do they tend to respond to a couple of principles more than others.

Pragmatics generally don’t care what everyone else is doing but it can be persuasive to tell them what others just like themare doing. While they don’t respond to the principle of consensus as much as other personalities it was nonetheless one of their top choices. Donald Trump doesn’t care what the run of the mill businessperson is doing but he cares what respected peers are doing so do some research and incorporate your findings into your presentation.

Sharing hard data or using the advice of perceived experts is the most effective route with this group.  In fact, in more than half the cases where authority was a choice, pragmatics went with it! Show Donald what the numbers are or share what respected experts have to say and he’ll give that more weight than anything else.

Motivating pragmatics to action can be easy if you know which principles to look for. Generally, you want to use consistency or scarcity.

When it came to using consistency – what someone has said or done in the past – pragmatics were more motivated by this principle than any other personality style. In fact, it was their second most often chosen reason when it came to being persuaded. When Donald Trump says something do you think he believes he’s right? Of course he does, so tie your request to his previous words, actions or beliefs and your odds of success go up dramatically. I can back up that claim because I saw this to be the case on an episode of The Apprentice.

While scarcity wasn’t one of the top three choices for pragmatics, using this principle was more effective with pragmatics than any other personality type. Think about Donald Trump – he hates to lose! Talk about what pragmatics might lose by not going along with what you’re proposing and you’ll get more compliance than you would by talking about what they might gain or save.

When it comes to the pragmatics you know, they may not be as extreme as Donald Trump, but nonetheless there are certain principles that will be more effective than others. In order of effectiveness they are:

  • Authority
  • Consistency
  • Consensus
  • Scarcity
  • Reciprocity
  • Liking

Next week we’ll take a look at the expressive personality, sometimes known as the influencer.

Brian Ahearn, CMCT®
Chief Influence Officer

influencePEOPLE 
Helping You Learn to Hear “Yes”.