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Then, ask good questions—and answer
them solidly, even if it takes a followup
session to come to closure.
Know when to step back; understand the
ramifications of delay and the folly of pushing for action when the decider-in-chief is
not yet ready. If your proposition is sound
and you’ve done all the other things right,
you will only inspire more confidence in
people by respecting others’ need to process and internalize.
; Please the masses. Successful persuaders
build up loyalty and respect in advance of
need. They sacrifice for others, but not in a
martyr-syndrome way. They give ground,
even give in, when the stakes are not astronomical. They have the backs of those who
work for them, for those they work for,
and for any executive or function they can
help. Those who seem to be the golden
children are savvy enough to not waste
time winning minor battles if it could cost
them the war.
Part of success is being liked. Making
people happy is a great continuing strategy,
but it begins with the vital first impression.
Within the first seven seconds of meeting
you, the people you’re trying to influence,
persuade, or lead decide to like you—or
not. Start with upright posture, but not
a military brace. Have a firm handshake,
but not an iron grip. Smile. Open your
shoulders, and use all of your positive body
language skills. Then keep it up. After the
all-important seven seconds, audiences will
be looking for cues to validate their first
impression.
; Build and maintain context. Whatever
the motivations, preferences, styles, or hot
buttons of those in your audience, you
must create a vision that encompasses all
of what you are promoting or proposing:
the bigger picture, the end-to-end scenario,
the position and impact in a model of cor-
porate performance, the frame that wraps
around the picture. All the facts, data, and
business cases in the universe are weakened
without a context that makes the
new conveyor, the ERP system, the
new product line, or the functional
reorganization within supply chain
management sizzling hot and easy
to buy into.
Throughout the process, practice
and use your evolving emotional
intelligence (EQ) skills. Be aware
of yourself and of your audiences.
Adjust and respond in ways that
you may discover on the fly as you
genuinely interact with an audience
you are in the act of persuading.
And do this without stammering,
hesitating, or displaying uncertainty
or weakness.
IS THAT ALL?
Pretty much. And the total package
is easier to outline than to execute.
But as you consciously develop and
apply these key tools in the art of
persuasion, you will get better and
better.
And you’ll be on the way to being
envied and admired as “one of those
people” who can get things done.
Art van Bodegraven may be reached at (614)
893-9414 or avan@columbus.rr.com. You can
read his blog at http://blogs.dcvelocity.com/the_
art_of_art/. Kenneth B. Ackerman, president of
The Ackerman Company, can be reached at (614)
488-3165 or ken@warehousing-forum.com.
