TOP TIPS: Modes of persuasion
We all know people who are great at influencing. So what is it that they do? Are people born with this innate ability to influence others or is it something we can learn? While there are some very charismatic, influential people out there, the skills they have are ones we can all learn and improve upon. Sally Hinder advises on how to fine-tune your persuasion skills.
As internal communicators we’re passionate about what we do and we know the benefits that internal communication can bring to an organization, but at the same time we want others to buy in to that thinking. This might include convincing senior management of the importance of internal communication, line managers of their impact on their teams or simply audiences of the need to change.
Understanding to be understood
A good starting point is to think about what influences you. For me, other people's passion often convinces me to do something, as well as understanding what’s in it for me, pure and simple charisma, humor - the list is endless. It depends on the person, the situation and how receptive I am that day. And therein lies the rub. Everyone is influenced by different things. Our personalities and preferences will dictate what makes us do something. So the first rule when you’re thinking about influencing someone or a group of people to do something is to think about them. As Stephen Covey says: “Seek first to understand then to be understood”. He explains that most of us try to ensure we get our point across well but, in doing so, we forget to really focus on the other person to understand their point of view and who they really are.
For example; My Myers Briggs personality profile shows that I have a strong preference for the “feeling” mode – I make decisions based on what I believe to be right or often because I have a gut feeling for something. However, many of my stakeholders have a preference for the “thinking” mode – they make decisions based on logic and reason. My belief that something simply “feels right” just won’t cut it. So it’s important to adapt our style.
Most of us try to ensure we get our point across well but, in doing so, we forget to focus on the other person to understand their point of view and who they really are.
Various approaches
Covey’s “habit” of seeking first to understand then to be understood ties in with one of Aristotle’s three aspects of influencing – Pathos. Pathos is the art of understanding the other person and showing empathy. People who have a strong sense of pathos ask questions to find out more about the other person. They can then shape their style and their arguments to best match those of the other person.
The other two aspects of influencing that Aristotle referred to are Ethos and Logos.
Ethos is all about us. It’s how we come across to others. It’s about credibility, self-confidence, body language, doing what we say we will do, having passion and enthusiasm and demonstrating we know what we’re talking about. It can be hard to know how we come across so you might want to consider asking for feedback and get some relevant training to help you.
Logos is connected to the message we’re trying to convey. Do we have a logical and rational argument? Are our reasons strong? Are we prepared for any objections that may come our way? Internal communication professionals often inherently know that internal communication will support a project or help the business. But unless we have a strong argument and evidence to back this up, it won’t always wash with our stakeholders. These arguments should be linked to the business need and objectives for an organization.
Figure 1: Aristotle's three aspects of influencing
Top Tips
Here are some top tips to consider when you next have to influence someone:
- Think about your audience. What are their preferences or personality type? Just because you’re passionate about something doesn’t mean they will be. What keeps them awake at night? What are their main concerns? How can your communication argument help them?
- Have a good bank of questions ready to find out more information from people. It’s all about getting to the heart of their issues so you can tap into those and ensure your arguments meet them.
- Think about how you come across. It may sound superficial but consider what you’re wearing – first impressions do count.
- Practice saying what you want out loud until you’re happy with how it sounds. I’ve had many an odd look on the motorway when doing this but it helps me consider how I want to come across.
- Slow down. When we’re nervous we often talk too quickly. Slowing our pace right down can make us sound more authoritative and that we know what we’re talking about
- Ensure you have strong reasons and rationale to back up what you’re saying. Link these, wherever possible, to the business needs.
- Think about who else you can get on board. Often people are influenced if they know others are on board. Who are the key influencers in the business? Who can act as your champions? Often it’s the strongest cynics who can turn into our strongest advocates.
- Be reliable – people are more likely to do something for someone who they think will deliver.
- Above all, show an interest in the other person. Put their agenda above your own. Practise those listening skills.
The Myers-Briggs Type Indicator (MBTI) instrument measures personality preferences on four different scales: Extraversion (E) – Introversion (I), Sensing (S) – Intuition (N), Thinking (T) - Feeling (F), and Judging (J) - Perceiving (P). Find out your personality type here.
Have your say
How does your influencing style align with the needs of your stakeholders? Have you modelled your persuasion skills on that of a leader you admire? Or are your influencing skills a natural gift?
Recommended resources:
TOP TIPS: Five fast ways to increase your communication influence
How Westpac gets the most from its communicators
How language choices can make or break your communication
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