Hey, it’s The ASSMAN!

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I love Seinfeld. It’s like Bugs Bunny, it doesn’t matter how many times I watch the show, it is always funny, and I catch little bits of humor I missed before.

One of my favorite episodes is “The Fusilli Jerry.” In that episode a subplot takes place when Kramer accidentally gets the personalized license plates for a local proctologist. As he drives around New York everyone recognizes the ASSMAN.

So, what does the ASSMAN have to do with you and me? Have you ever noticed how some people act as if they’re invisible when they’re in their car? They do things, mouth words, and sometimes use gestures they never would if they were standing next to you, looking you in the eye. The assumed privacy of a car removes some people’s inhibitions. In psychology this is called deindividuation.

Perhaps you’ve been the one who feels less inhibited and have done something you wouldn’t have if you’d been looking someone in the eye and they clearly could identify you.

I’ve been there before. In fact, one time on the way to work I knew someone wanted to get into my lane on the highway and I didn’t let them over. Eventually they merged in behind me. Then, as I got off the exit for work, they did also. When I pulled into my company parking lot, they did also. It turns out it was a coworker; someone I’d known for years. All it took was a glance and he knew it was me who didn’t let him over. I had been acting like the ASSMAN!

I was embarrassed and quickly sent an email apologizing. I told him I wished I could explain it away as a bad day, being in a rush, or something else, but I confessed that sometimes I’m just a jerk. My coworker sent back the nicest email and thanked me for apologizing!

Dale Carnegie says when you’re wrong admit it quickly and emphatically. When you admit weakness that’s actually a way to enhance your authority with another person because you build some credibility for being honest. Odd as it may seem, I think my relationship with that person got better because of that highway incident.

Today I’m the ASSMAN but for a different reason. I have personalized plates that read INFLUNC. No, I’m not a poor speller; I’m limited to seven letters on the license plate.

What I’m more conscious of now is how easy it is to be recognized. It’s not that people are saying, “Hey Influence Guy,” but it’s an easy license plate to spot and remember. As a result, I think I’m a much better, more courteous driver because I’d never want to meet someone and have him or her think, “You’re the jerk I saw on the highway!”

The more conscious we become of this fact – seldom do we operate in complete anonymity – the more likely we are to do the right thing. When we believe no one can tell it’s us, when we believe we can get away with something, many people take advantage. Several of the studies Dan Ariely cites in his book, The Honest Truth About Dishonesty, confirm this.

So, here’s a takeaway for those of you looking for positive change in some behavior. Make the choice to do something to create your own accountability. Something as simple as a sticker on your car, public commitment to friends and coworkers, or photos of your family in prominent places around the office can be the necessary first step to doing the right thing and avoid being known as the ASSMAN in some circles.

Undated 11/3/23

Brian Ahearn

Brian Ahearn is the Chief Influence Officer at Influence PEOPLE and a faculty member at the Cialdini Institute.

An author, TEDx speaker, international trainer, coach, and consultant, Brian helps clients apply influence in everyday situations to boost results.

As one of only a dozen Cialdini Method Certified Trainers in the world, Brian was personally trained and endorsed by Robert Cialdini, Ph.D., the most cited living social psychologist on the science of ethical influence.

Brian’s first book, Influence PEOPLE, was named one of the 100 Best Influence Books of All Time by Book Authority. His follow-up, Persuasive Selling for Relationship Driven Insurance Agents, was an Amazon new release bestseller. His latest book, The Influencer: Secrets to Success and Happiness, is a business parable designed to teach you how to use influence at home and the office.

Brian’s LinkedIn courses on persuasive selling and coaching have been viewed by more than 650,000 people around the world. His TEDx Talk on pre-suasion has more than a million views!

A Good Way to Spend a day in November

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This month’s guest post comes from South Korea’s
Hoh Kim. I met Hoh in early 2008 when we went through the Cialdini Method
Certified Trainer® training week together. In addition to his CMCT® Hoh
also has his masters in communication from Marquette University. Find out more
about Hoh by visiting his website, TheLab h, and his blog, Cool Communications.
I encourage you to reach out to him on LinkedIn, Facebook
and Twitter.
Brian Ahearn, CMCT®
Chief Influence Officer
influencePEOPLE 
Helping You Learn to Hear “Yes”.
A good way to spend a day in November
In December 2012, the Harvard Business Review published an interesting article titled “Your
Company’s History as a Leadership Tool,” by John T. Seaman Jr. and George David
Smith. In the article, there was a story about how Kraft Foods successfully
managed “fierce resistance to the acquisition” from Cadbury’s, a British
confectioner.
Many employees of Cadbury worried about the
loss of their long and valuable tradition. First of all, Kraft Foods respected
the tradition of Cadbury, and started to look for what they had in common. Their
research uncovered “similarities” in both companies in terms of their quality
tradition, founding spirit of giving back to the communities, brand history,
etc. They kept promoting the similarities via a new intranet they called “Coming
Together.” They also used training sessions, speeches, press releases, and so
on, and it proved quite effective in reducing the fear from Cadbury employees.
Earlier this year, I attended a presentation
workshop in San Francisco. There was a slide indicating the 12 most persuasive
words in the English language. 11 persuasive words from the number two through 12 were: Money, Save, New, Results, Health, Easy, Safety, Love, Discover, Proven,
and Guarantee. What would be the number one? It was YOU.
The word YOU as the most persuasive word gives
us pretty good insight and the Kraft Food case shows the lesson in action. Kraft
first respected the Cadbury’s tradition (YOU), and started to find what the two
companies had in common which allowed them to start to building trust based on
similarities – the principle of liking.
If Kraft Foods simply focused on its agenda
without thinking much about Cadbury’s tradition and concerns, the results surely
would have been different. Stewart Diamond, author of Getting More, and a negotiation expert from the Wharton School of Business
at the University of Pennsylvania, says the other party at the negotiation
table is the most important party, then
comes you or me.
Another way to describe the importance of the
other person comes from one of my favorite quotes from John C. Maxwell, “People
don’t care how much you know until they know how much you care.” Let me change
this quote a bit to a persuasion context – “People will not be influenced by
you until they know how much you care about them.”
One of my friends who just joined a new firm asked
me how he can increase his influential power within the company for years to
come. As a Cialdini Method Certified Trainer®, my answer was simple – “Do not focus on you.
Focus on others. The best way you can increase your long-term influence is to
help others whenever it is possible and as much as possible. When someone asks
you to help, that’s an opportunity to increase your influential power. Help
them. They will reciprocate sooner or later.”
As we approach year-end, here’s a way you can
apply the lesson during November. Fix a day in November when you don’t have any
appointments. Here’s what you need: 1) your calendar, whether it is a Google
calendar or your diary, showing your schedule in 2013; 2) 20-30 thank you cards
or nice blank paper; 3) your contact list. Review your schedule from January through
October 2013 and list the top 20-30 people you want to thank. Write a brief,
authentic letter to each and try to include a short story that shows why you’re
truly thankful for each person. Show them that you sincerely care about them.
That will make them feel nice and warm and they will again support and help you
whenever they can moving forward.
Of course, what’s more important is this:
Every day or every week, even for five minutes, whenever you find someone you
can truly help, approach them and help them. You might not get back the direct
benefit of reciprocity, but, some of them will help others as they received
help from you. That will make a world better place to live. Click here to watch a short
video that exemplifies this.
Hoh
Hoh Kim
Founder, Head Coach & Lead Facilitator,
THE LAB h
Address: THE LAB h, 15F. Kyobo Bldg. Jongno 1,
Jongno,
Seoul 110-714, Korea
E-mail: hoh.kim@thelabh.com
Phone: 82-2-2010-8828

Web:
www.THELABh.com

They’re Among Our First Words

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If you’ve raised kids then you’ll surely remember the first words spoken by your children. For many the first word was “mama” or “papa.” I’ll bet a couple of words that followed rather quickly were “no” and “mine.”
The picture is clear – your cute, cuddly, loving child gives you a defiant stare one day and says, “No!” to your request. Or you ask them to share and you hear, “Mine!” Quite often tears followed.
You’re taken aback because you assumed only other people’s kids acted like that, not your sweet little Johnny or Susie. But alas, you’re child is no different and has displayed a part of humanity that’s within all of us. You see, kids who do this aren’t bad; they’re simply reacting to the psychological principle of scarcity.
This principle of influence tells us people want more of what they can’t have and more of things they perceive to be going away. When your child says “no” or “mine,” they’re reacting to what they perceive to be the threat of loss.
“No” usually comes after we’ve asked them to do something and they think they’ll lose the freedom to do what they want. For example, going to bed means losing the freedom to stay up and watch television.
“Mine” comes when we want them to give up something they think is theirs. An example would be; we want them to share the toy they’re playing with but that means they can’t play with it as much as they want. Sometimes they’re not even playing with the toy but once they feel they can’t play with it then they want it all the more.
This doesn’t change much as we grow older. I noticed this in myself not long ago. Our neighbor converted from a regular fireplace to gas and gave us his leftover firewood. He’d always allowed us to take whatever wood we needed but since he wouldn’t need it any longer we moved it from his yard to ours.
We used some throughout the spring so there wasn’t too much left and then one day Jane said another neighbor came and took some wood with her permission. I felt the sting of loss. In my mind I thought, “What?!” It was a selfish thought and as I analyzed why I felt that way this thought occurred to me – if we’d never “taken” the wood and just kept grabbing what we needed I never would have felt like I was losing something. Our neighbor giving it to us and then our moving it to our yard made it feel like it was mine. There it is, that word, “mine.” Suddenly someone else taking some wood – something they’d always done with our neighbor’s permission – made me feel like I lost something.
Quite often we label this as selfishness. Telling someone they’re being selfish probably isn’t the best way to motivate them to change. It’s like telling someone who performed badly, “You suck.” Would you feel like changing if you heard that all the time? Instead of changing you’d probably resent the person saying it. So what can you do?
First, recognize it in yourself. When we see our own shortcomings that usually makes us soften our approach to others.
Second, recognize the reaction you feel is a natural psychological phenomenon. Being motivated by scarcity, like many of the principles of influence, served a survival purpose at one point in time. It still serves a purpose today because there are certain opportunities we want to take advantage of before they go away.
Third, move away from the selfish label and use it as a learning opportunity.

 

Finally, praise your child when they
do the right thing. That might be sharing or it could be simply
doing whatever you ask even if it comes at a small cost to them. If your
request happens to cause an emotional outburst try to empathize with them about
making a hard choice.
These small changes can make big differences in how your child responds to you. You may not get the desired result right away but don’t give up. Take the long view and trust that taking these four simple steps will lead to much better communication between you and your child and that will pay big dividends in the long run.
Brian Ahearn, CMCT®
Chief Influence Officer
influencePEOPLE 
Helping You Learn to Hear “Yes”.

LinkedIn Endorsements: Reliable or BS?

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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

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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

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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?

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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

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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

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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

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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”.