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Writing to Persuade

Just as you have to speak with people in certain ways to persuade them, so must you write to them in certain ways in order to persuade them. Persuasive writing is so challenging that professional copywriters spend their days crafting print advertising, Web sites, direct mail, e-mails, and product literature to persuade people to come to stores, buy products, and place orders.

Then there is the world of persuasive writing beyond sales. When you write a memo requesting action or proposing a plan, or when you write a complaint to a vendor or a letter demanding money that’s owed to you, you are writ- ing to persuade. Even when you are writing just to introduce yourself or to convey informa- tion, you are writing to per- suade. You want to persuade the recipient to remember you or the information. So in this chapter we examine ways to persuade on paper or by e-mail.

pap•er•less off•ice 1. Business in which all communications and records are handled by computer 2. Yet-to-be realized dream of technologists

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You Can’t Avoid Writing You can’t avoid writing, even if you want to. The so-called paperless office may never come to pass, given the laser print- er’s productivity. Anyway, e-mail is a form of writing, although some debate that point. Moreover, most business people need to see something in writing before they commit to a major decision or action plan.

So if you have to write, do it right, espe- cially if you’re writing to persuade.

Persuading on Paper To persuade on paper, you don’t have to reinvent the spiel. You just have to transfer the basics of persuading in person to paper, with a few refinements. The key difference is that you can’t witness your receiver’s responses. In fact, you won’t even know whether you got their attention. This means that you must present your case, address the resistance that’s likely to arise, and ask for action. Here are general guidelines:

Get to know your readers through research and putting yourself in their place.

Capture your readers’ attention in whatever way makes sense. You can be straightforward or mysterious,

generAl guidelines

Know your reader.

Capture their attention.

Build trust and deal with resis- tance.

Ask for action.

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serious or humorous. But always ad- dress readers in a direct, personal way.

Build trust by providing useful information, show- ing that you’ve done your homework, empathizing with them, and supplying examples and testimonials.

Anticipate points of resis- tance and present logical arguments and emotional appeals that address those points.

Ask for action after you have made your case. Also, create a sense of urgency and leave the door open for follow-up.

Knowing�When�to�Write Some situations lend themselves to per- suading on paper, and some don’t. You have to match the medium to the goal. Some cases are obvious; for instance, when you’re selling a big-ticket item or solicit- ing a large donation, you need a personal meeting. For smaller sales and donations, you can use mail, or perhaps e-mail. To enlist someone in a major endeavor, you must meet with them, or at least discuss matters on the phone. To network your way to a solid contact, the telephone may suffice. Complaints to vendors are usually best lodged by phone, but if that doesn’t work, writing often helps.

test•i•mon ials 1. Written endorse- ments or recommen- dations from past or present clients 2. Complimentary quotes used with the clients’ permission

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So, the first decision is whether to write. Here are typical situations that call for per- suasive writing:

Introductions: If you don’t know someone, writing to them is one way to get their attention and interest. Requests for action: If you must persuade a lot of people to, say, attend a meeting or promotional event, writing is the way to go. Proposals: Enlisting people in com- plicated, risky, or long-term efforts calls for a written proposal, even if you’ll also meet them. Complaint letters: Writing helps present things coolly and logically. Collection letters: Someone who owes you money might dodge your phone calls, but increasingly demanding letters create a paper trail that becomes hard to ignore.

Let’s see how each of these forms of writing can be most persuasive.

Introductions: Here I Am The telephone is more personal and inter- active than a letter, but most of us dislike making cold calls. As mentioned previously, it’s also tougher than ever to reach people

Take Action For excellent guidelines on business writing, read Write to the Top by Deborah Dumaine, president of Better Communications.

PersuAsiVe forMs of Prose

Announcements and requests

Proposals

Letters of compliant

Collection letters

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you don’t know by telephone. So a persuasive letter can turn a cold call into a warm call.

Strive to present yourself as someone the persuadee would like to know, or benefit from knowing (or at least as someone who deserves the courtesy of an answered call or a return call).

Sample Letter to Introduce Yourself

Dear Ms. Nicholson:

Do you read or rely on information gathered in market research and other business

surveys? If you’re like most people, you do. And if you’re like most senior executives, you

feel you are too busy to take part in those surveys.

I’m writing to you because I need your help. (I also have something to offer you

in return.) I am the project leader for O’Dell’s Operations Executive Survey, which we

at O’Dell Research conduct annually. My records show that you haven’t participated in

this survey, and I want you to reconsider that decision this year.

You are certainly familiar with the challenges facing U.S. manufacturers—cost

pressures, global competition, and unpredictable demand, among others. What you

may not know is that executives benefit from sharing their concerns about these mat-

ters in our annual survey. But the information we supply to executives like you is only

as good as the information we obtain from them.

I’ll be calling you next week to tell you a bit more about our survey and the benefits

of participating. Meanwhile, I’ve attached a complimentary copy of the executive sum-

mary of last year’s survey for you. I would appreciate having an opportunity to talk with

you next week. Remember, I am only asking only for you to take my call, not to make

any purchase or investment.

Thank you for your consideration.

Sincerely,

Lyle Gray

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This letter approaches the reader in a way that respects their position and time, and asks that they accept a phone call. The writer offers something for free that the reader would probably find interesting. And it mentions the next step—the phone call coming next week—and the desired response, which is that the reader accept the call. A letter like this adds expense to the effort to persuade, but it does increase your contact rate.

Requests for Action As a manager or professional you will write memos, letters, and e-mails asking people to attend meetings, provide information, and follow new procedures. But people don’t necessarily do what they are asked to do, even by their managers. Sometimes they don’t understand the request. Sometimes they don’t see the importance of doing it. Sometimes they just don’t get around to it.

So you must make any written request clear and persuasive and ensure that it conveys some sense of urgency. Here’s an outline for a straightforward request:

Using�Threats�� and�Consequences Depending on the situation, it can be useful to include a threat or consequence in the memo—at the second or third request.

outline for A request

Paragraph #1:

Lead with the general request

Note the deadline or time frame

Mention the overall reason for—and impor- tance of—the request

Paragraph #2:

Present the details of your request

Be very clear about the way to carry out the request

Paragraph #3:

Anticipate objec- tions and difficul- ties and defuse them

Thank the reader for their help.

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The sample below shows the second request on the cost-center issue. Read this sample carefully because it shows how to use a threat properly.

Be very careful with threats. Never use them in first requests without a very good reason. Always make them sound like consequences, not threats. Be sure you can follow through on the threat, that it is practical, and that you have the authority to make it and to enforce it.

Sample Request for Action

To: All Managers and Administrative Personnel

From: Jim Devon, Manager, Mailroom & Shipping Services Re: Need for Cost-Center Codes on Outgoing Mail

Please be sure your cost-center code is written in the upper right-hand corner on

all outgoing mail. We have recently received many pieces of mail without cost centers

on them.

While I understand that everyone is busy, we in Mailing & Shipping Services are

also busy. The volume we handle does not allow us to put cost-center codes on outgo-

ing mail. When we do have to put cost-center codes on outgoing mail, it slows up both

that mail and delivery of everyone’s incoming mail.

If you do not know your cost-center code, you can get it by calling me at ext. 653 or

Ann Baxter at ext. 311 in Accounting. Thank you in advance for your cooperation.

Notice how the writer acknowledges that everyone is pressed for time, to create common ground. The point that everyone’s mail is delayed while the mailroom looks up cost-center codes will not be lost on those who do use their codes. That puts peer pressure on those who don’t use the codes. Finally, Jim offers help in case some readers don’t know their cost-center codes.

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Finally, if you must mention a conse- quence, link it to what you’re trying to accomplish. Don’t threaten an unrelated action or something out of proportion to what you’re requesting.

Following�Up�on�Requests Use the phone to follow up written requests that fail to produce action. No matter how persuasively you write, a memo or e-mail is easier to ignore than a phone call or per- sonal visit. For example, instead of making a third written request, Jim Devon should call the managers of areas not putting cost-center codes on their mail. As a fourth step, he could visit them to discuss it.

When two written requests don’t per- suade, call and politely ask what the prob- lem is. People don’t usually ignore requests just to annoy you. Something is keeping them from complying. Try to find out what that is and work with them to overcome

See You in Court I’ve gone to small claims court only once. My car was stolen from a service station and later located nearby, drivable but damaged. When I explained to the station owner that he was responsible for securing customers’ cars from thieves, he admitted no liability. I threatened legal action if he didn’t compensate me for the damage, and he said “Go ahead.” I won a judgment for $850, which he paid on the spot. It was worth it.

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it, or if necessary, adjust your time frame while they sort things out.

Persuasive Proposals In most lines of business, a written pro- posal follows an accepted form and format. A sales proposal discusses the product or service and the requirements, function, benefits, price, and delivery. A book pro- posal describes the content, authors, and competitive books, and includes the table of contents and a sample chapter. A busi- ness plan or investment proposal describes

Sample Second Request, Including Threat

To: All Managers and Administrative Personnel

From: Jim Devon, Manager, Mailroom & Shipping Services Re: Second Request: Please Use Cost-Center Codes on Outgoing Mail

As a follow-up to my earlier memo, I repeat: Please be sure that your cost-center

code is on all outgoing mail. While almost all outgoing mail now comes to us with cost-

center codes, there are still exceptions.

Please note: As of the first of next month, any outgoing mail that comes to the

mailroom without a cost-center code will be returned to senders so they can put the

cost-center code on it. I have spoken with Mike DiPippio, Vice President, Operations,

and he has approved this course of action.

Again, if you do not know your cost-center code, you can get it by calling me (ext.

653) or Ann Baxter (ext. 311) in Accounting. Thank you for your cooperation in this

small but important cost-control measure.

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the business’s management, operations, finances, and need for funds.

A proposal is a sales document, but it should be free of hype and focus on solid content, unlike, say, a marketing piece. Yet a proposal need not be exhaustive to be persuasive. You need to do comprehensive research and planning, but you don’t need to include it all. Give readers the informa- tion they need to understand the business opportunity and how you will exploit it, rather than bury them in data. If you have a lot of data, include them as an appendix or in a separate document.

outline for A ProPosAl

Introduction Summarize your understanding of the persuadee’s needs.

Describe what you’re offering to meet those needs.

Deliverables

Provide the details of whatever you are selling, offering, or proposing.

Describe the tasks you will perform.

Mention any warranties or guarantees in this section.

to MAKe requests PersuAsiVe

Anticipate, and defuse, objections

Explain why the action and dead- line are necessary

Invoke senior management, legal require- ments, or other motivators

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Time Frame

Specify the delivery date or deadline for completing the tasks.

Responsibilities

Describe what each party would be responsible for doing, providing, or paying.

Include details such as delivery, instal- lation, training, follow-up, and so on.

Compensation

State any amounts that will be paid or invested.

Mention terms and schedule of payments.

Conclusion

Note that you are sure the persuadee will be satisfied.

Thank the persuadee for his or her consideration.

Space does not permit me to provide a sample proposal here, and there are too many different types of proposals. How- ever, a number of Web sites and books pro- vide guidance on writing proposals. Go to your favorite search engine or online book- store and enter keywords such as “writing sales proposals,” “writing business plans,” or “writing grant proposals,” and you will find guidance on the subject.C

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Letters of Complaint Even after an outfit you do business with screws up, you may have to persuade them to put things right. Use the telephone first, but if that doesn’t work, writing often will. Writing helps you present the problem clearly, without expressing emotions that will work against you.

Writing is also the best way to get a senior executive’s attention. That executive will pass the complaint to someone else, but it will get priority because it came from that executive.

outline for A letter of coMPlAint:

Paragraph #1

Cite your relationship with the company—for instance, how long you’ve done business with them, who recommended you, or the reason you chose them.

Introduce your problem.

Paragraph #2

Explain the problem.

Cite the steps, if any, that have been taken to resolve the problem.

Document continuing instances of the problem and failure to solve it, or why you feel the proposed solution is

Take Action See the book How to Complain by attorney Mel Stein for tips on dealing with companies that have wronged you.

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unfair or inadequate, which may take a separate paragraph.

Paragraph #3

Tell the company your solution and when you want it implemented.

If it will help your case, and you have acceptable alternatives, mention them.

Closing Paragraph

Close as pleasantly and positively as you can.

Mention a specific follow-up step that you will take, and a date.

Sample Complaint Letter

Dear Mr. Contractor,

As we’ve discussed in several phone conversations over the past two weeks, we have

a serious unresolved problem with our kitchen renovation project. This is particularly dis-

appointing because you came highly recommended by the Custom Cabinet Cooperative.

Because your employees did not follow the specifications provided in the plans

from our architect, there is too little room for the models of stove and dishwasher we

specified. Against my specific instructions, your foreman ordered your crew to install

cabinetry before delivery of the appliances, assuring me, “It’ll be okay.”

Now that the appliances have arrived, it’s not okay. They do not fit, and your fore-

man wants to cut the cabinetry in order to make them fit. This is not an acceptable

solution, and I have forbidden him to cut the cabinets or to order them to be cut. I know

you are busy, but my family must have full use of our kitchen by Thanksgiving, or your

company will be in breach of contract.

Please contact me immediately so that we can discuss ways to resolve this serious

problem. You may reach me at the office (999-999-9000) or on my cell (999-999-7777).

Sincerely,

Bob FieldC op yr ig ht ©

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Collection Letters: Get the Money If you work in or own a company that sells merchandise on credit, your credit manager or accountant will have a series of stan-

dard collection letters. These letters are usually sent after an account is thirty days past due, then every thirty days until you are paid. Each letter in the series expresses increasingly greater urgency and consequences.

I won’t reproduce collection letters here because they are readily available elsewhere, and because they are standard.

Such letters are used by banks and other lenders to businesses and consumers, as well as by businesses that sell on credit.

To be persuasive, collection letters should mention the amount, remind the recipient of the benefits of a good bill-paying record, and use words such as “unpleasant” and “unfortunate.” Don’t imply moral judgment in your letters, say “deadbeat” or “fraud,” or make threats until you are ready to carry them out or write off the account.

Sales Letter: Problem + Solution = $ I believe the best sales letters—and cer- tainly the most straightforward ones—

cred•it 1. Arrangement in which a buyer pays for goods or services after taking delivery 2. Money borrowed for payment at a later date, in installments or as a lump sum

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basically present or dramatize a problem that the reader is likely to have, and then present the product or service as the solution. Effective letters also ask for the order, or at least ask the recipient to take an action that will move him or her closer to ordering.

outline for A one- PAge sAles letter:

Paragraph #1

Dramatize a problem that the reader can relate to.

Use simple language that the reader readily understands.

Paragraph #2

Tell the reader that you have the solu- tion to this problem.

Explain how your product or service solves the problem. (This may take two or three paragraphs.)

If possible, show that you understand why this problem is important or dif- ficult to solve.

Paragraph #3

Ask the reader to place an order or to request more information.

Tell the reader that you will be in touch, if you intend to follow up with a phone call or e-mail.

Take Action For information on col- lection letters and sample letters visit www.creditguru .com/collection.htm

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Sample sales letter for a business product

A recent study by the American Photocopying Institute showed that photocopying

costs have risen 12% in each of the past two years. The study showed that the increase

is not due to the cost of copiers. Rather, it is the skyrocketing cost of supplies, particularly

paper and toner.

I am writing to you because I can help you cut these costs sharply. In fact, if you own

your own copiers or lease at favorable terms, Standard Products Inc. can guarantee that

your cost per copy will actually decrease over the next year.

Standard Products can give you this guarantee because we buy in huge volume from

various manufacturers and thus win deep discounts. Also, our state-of-the-art distribu-

tion network minimizes warehousing and shipping costs. We pass these savings on to

you by beating whatever price you’re now paying.

Of course, low prices mean nothing without high quality, so we also guarantee the

quality of our paper, toner, and other supplies. The copies you get with our supplies will

be as good as—or better than—your current copies. Guaranteed!

To get these savings, pick up the phone and call us at 1-800-555- 0300. Tell us your current volume of usage and what you’re now paying for paper and toner, and we’ll fax you a proposal the next business day. (To guarantee lower prices, we

do require documentation of your current prices, so be ready to mail or fax us a recent

invoice.)

Don’t let another year of high costs rob your profits. Call us at 1-800-555-0300 today.

Yours truly,

Leon Ledbetter President

P.S. If you place an order with us by the 15th of this month, we will take an addi-

tional 10% off the price of that first order. Call now and start saving!

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Notice the use of elements of format such as bold type, underscoring, and ital- ics. Don’t overuse them, but they are a must in sales letters, which people often only glance at before discarding.

three stePs to Better writing

Learn basic grammar and punctua- tion

Use three separate steps: plan, draft, edit

Proofread, then read it aloud

Also, always make a compelling case for your product or service, and ask for action. The next chapter provides more informa- tion on persuasive selling.

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every sale has five bASic obStAcLeS: no need, no money, no hurry, no desire, no trust.

—Zig�Ziglar

‘‘‘‘ ‘‘

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Learning Objectives

By the end of this chapter you should be able to:

• Explain the necessity of persuasion in the workplace.

• List the three building blocks of persua- sive communications.

• Identify four ways of building a persuasive case.

• Understand how choice of language can make you more persuasive.

AN ESSENTIAL WORKPLACE SKILL Previous chapters of this course have explained how you can become a bet- ter communicator. They have identified barriers to effective communication, discussed the effect of personality difference on communication, and given you tools to be a better receiver and sender of information.

This chapter describes a communication skill that is important to every- one in the workplace—from the CEO’s office to the mailroom: persuasion. Persuasion is a communicative process through which we alter or affect the attitudes, beliefs, or actions of others. If you’re thinking, “What does that have to do with me? Persuasion is something that only sales people need to master,” then think again. Anyone who supervises others, or who must enlist the support of others in order to get things done, must understand and prac- tice this important skill. Consider these examples of situations in which the ability to persuade is important:

When You Aim to Persuade

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A key customer has called to complain that the shipment she was promised two days ago hasn’t yet arrived. After a little checking you discover that someone has dropped the ball. The order was never shipped. Because satisfying this customer is so important, you pull all the stops. “Carmen, this is Ray. Someone screwed up and forgot to ship the Hoffmeister Company order, which is sitting in the load- ing dock area. We need to get it to the customer by tomorrow after noon. What can you do?” “Sorry, Ray,” says Carmen, “but I’m shorthanded today and won’t be able to get to it for a while.”

Susan is the leader of a cross-functional team charged with redesigning the company’s website. The team includes the financial controller, a marketing manager, and key people from each of the company’s four product groups. None of these people report to Susan, and most of them are more highly ranked than she. Each has his own agenda. Susan cannot tell any of them what to do, but she must somehow get them working together to produce a website that meets the company’s expectations.

Harold is on a mission. He has been working extremely hard for the past six months to do his own job and to cover for a co- worker—an Army reservist who was called up for active duty. Harold has managed to keep everything working like clockwork, and the division has done well financially. Looking at his watch, he sees that it’s now time for the two o’clock meeting he had arranged with his boss. “I’m not coming out of that meeting without a signif- icant raise,” he tells himself.

These three very different situations have one thing in common: a suc- cessful outcome will depend on someone’s ability to persuade. Ray must

114 INTERPERSONAL COMMUNICATION SKILLS IN THE WORKPLACE

Exercise 9–1. Your Experience with Persuasion

Looking back over the past few weeks, identify three situations in which you or someone you work with (“persuaders”) used persuasive communication. Indicate the goal of that communication—that is, did the person attempt to alter or affect the attitudes, beliefs, or actions of others. Finally, note whether the persuader was successful.

Persuader Goal Successful? (Yes or No)

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persuade Carmen to reorder her priorities and expedite the Hoffmeister shipment. Because Susan has no authority over the people on her team, she must use the power of persuasion to get them to work together toward a common goal. And finally, there’s Harold, who’s determined to get a raise from his boss. He too will have to be persuasive to get what he wants.

If you keep your eyes open for it, you’ll see persuasion applied around you every day. It’s so commonplace that we often don’t think about it. Yet it is essential to getting things done. This chapter identifies the three building blocks of persuasive power, and then explains what you can do to increase the persuasiveness of your communications with others.

THE FOUNDATION OF PERSUASION Like a building, effective persuasion rests on a solid foundation. That foun- dation is a combination of trust, understanding of the people one aims to persuade, and a credible case (Exhibit 9–1).

Trust It’s difficult to persuade people who do not trust us. Would you purchase an item on an eBay auction if you didn’t trust that the condition of the prod- uct was truthfully described by the seller? Surely not. Would you be per- suaded to accept someone’s sales forecast if you thought that person wasn’t

WHEN YOU AIM TO PERSUADE 115

xhibit 9–1 The Foundation of PersuasionE

Credible Case

Persuasion

Trust Understanding

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knowledgeable about the subject, or used sloppy forecasting methods? Assuredly not. Anyone who aims to persuade in the absence of trust faces an uphill climb.

Here’s what we mean by trust. Trust is a condition wherein we have con- fidence in the character, ability, or truthfulness of someone else. We trust people when we believe that:

• They speak the truth. • They respect or safeguard our interests. • They know what they’re talking about. • They are sincere in what they say to us. • They have been reliable in the past. • They do not disclose confidential information.

If asked, would your coworkers say that you have these trust-inspiring qualities? If they wouldn’t, work on them. Always keep on the right side of the truth in your dealings with others. Make a point of understanding the interests of others, and demonstrate respect for those interests. Never talk off the top of your head about serious business; instead, develop expertise in the subjects you deal with. Be sincere in your dealings—not a phony. Cultivate a reputation as a person others can count on—who does what she says. Finally, learn how to keep confidences. People are more inclined to trust a person who will not share sensitive information with others without the per- mission to do so.

Understanding You’ll be more persuasive in your communications as you come to under- stand the people you’re trying to influence and gain a “big picture” view of the situation you are trying to change. The more successful you are at put- ting yourself into the shoes of the people you are trying to persuade, the more successful your persuasion will be. If you truly understand a situation from the viewpoints of others, you will adapt your proposal in ways that will benefit them, making your persuasion task easier.

It’s intuitively obvious that the more you know about someone, her interests, viewpoints, and needs, the more successful you’ll be in communi- cating persuasively. You’ll be prepared to package your message in a manner that has impact.

Every sales person understands the importance of understanding the audience. For example, a sharp real estate agent won’t just drive a new client around to look at for-sale houses. He’ll first ask questions:

“Are you currently living in a house or an apartment? If it’s a house, do you already have a buyer lined up?”

“How large of a house are you looking for—number of bed- rooms, bathrooms, and so forth?”

“Do you have your eye on a particular part of town or neigh- borhood?”

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“How large a monthly house payment—including taxes and insurance—are you willing to pay? And how much cash do you have available for a down payment?”

You get the idea. Understanding your audience before you try to per- suade them is common sense. If, for example, you aim to persuade your boss and coworkers to adopt a new process for handling an essential routine, you might try to understand:

• How attached are individual coworkers to the current process? • How would the change you propose affect them—both negatively and

positively? • Who, if anyone, would resist the change, and why? • Who, if anyone, would strongly support the change—and perhaps become

your ally?

If you think about the interests of the people you aim to persuade, you’ll be in a much better position to bring them around to your view.

Understand How Decisions Are Made Understanding the people you aim to persuade includes understanding how decisions are made. This is important because persuasion often aims to influ- ence a particular decision: a change in the work schedule or process, which new office technology should be purchased, how bonuses will be allocated, and so forth.

Typically, lower-level managers are allowed to decide on the small local issues, while bigger decisions are pushed up the chain of command to more senior managers, the executive team, the CEO, or even to the board of

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Exercise 9–2. You and Your Boss

Imagine that you want to persuade your boss to allow you to share a job with a coworker. List three concerns or objections that your boss might have to this arrangement. For each, indicate how you would respond to those concerns/objections in persuading your boss.

Concerns/Objections How I Would Respond

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directors. In some departments, project- or work-teams can make decisions up to a certain level.

Identify the Key Decision Makers and Thought Leaders Once you understand the process for making decisions, identify the key players and thought leaders. Thought leaders are the people whom others lis- ten to when important matters are on the table. They may have organiza- tional authority—a supervisor or manager—technical expertise, or just the kind of good sense that commands respect from others. Key players and thought leaders are the people on whom you’ll want to focus your persuasive communication. Just be careful, the person you assume to be the decision maker may be highly influenced by one or more people you wouldn’t expect. Consider this example:

Julia manages the customer service department of a medium-sized direct mail retail enterprise. Bob and Samantha, her direct reports, supervise the other 15 people in the department and try to ensure that their work follows the game plan and is highly efficient. If you were advocating on behalf of a new telecommunications system to handle customer calls, you’d probably tell yourself, “Julia’s the key decision maker, but she’ll likely consult with Bob and Samantha on something like this.” And you would probably be right. But don’t accept the obvious; try to find out who else will influence the decision.

In this case, you might discover that Eugene, the head of tech support, will be a major influence. Stan, the chief financial officer, would be another likely influencer of the decision. Since Stan will be authorizing

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xhibit 9–2 The Telecom Decision Influence MapE

Julia

Eugene

Stan

Samantha

Bob

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payment for the new system, he, and not Julia, may be the real decision maker in this situation.

If the decision process gets too confusing, try drawing an influence map, like the one shown in Exhibit 9–2. An influence map will help you sort things out. The arrows in the map indicate who is influencing whom in the decision to purchase a new telecom system. The bold arrows represent strong influ- ence, as in Eugene’s influence over Julia; the thin arrows represent weaker influence. Notice, too, that influence is a two-way street in some cases. For instance, Julia influences Bob and Samantha, but to a greater extent than they influence her.

A Credible Case The third foundation of successful persuasion is a credible case based on logic. People have trouble saying no to logical arguments.

One of the authors recalls how his then 17-year-old daughter came to him with a proposal to fly from Boston to San Francisco to see that city, visit friends, and also visit the nearby University of California, Santa Cruz, which was on her list of prospective col- leges. Her father didn’t like the idea. A young girl traveling alone and hanging out with people he hadn’t met set off his parental alarm bells. “You won’t know your way around,” he complained. “You’ll have no where to stay. And it’s an expense that’s not in my budget this spring.”

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Exercise 9–3. Draw an Influence Map

Who is influencing whom in your department on key issues? Think of one important decision your department is currently grappling with. Then, in the space provided below, develop an influence map like the one in Exhibit 9–2. Use bold arrows to indicate strong influence. This map is bound to be subjective, so ask a coworker to comment on it. That person may under- stand something you do not about the patterns of influence in the workplace environment.

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This father had a mental list of why his daughter’s idea was not a good one. To his chagrin, however, she had prepared a solid and credible case in favor of the trip that addressed each of his concerns. She handed him an itinerary that included her proposed flight schedule, the names of friends who would pick her up at the airport and shuttle her around, the names and phone numbers of the friends’ parents with whom she would stay, the University admis- sion personnel whom she planned to meet, and an estimate of the trip’s total cost. “I have almost half of it saved,” she told him, “so I’ll only need a few hundred dollars.”

By building a credible, logical case for her proposal, this teenager had countered each of the objections she knew that her father would bring up. So, in the end, Dad caved in. “How could I say no,” he told himself. “She had thought through the important issues and developed a plan I couldn’t disagree with.”

It’s easy for people to be dismissive of persuasive efforts when the would-be persuader hasn’t done his homework—that is, hasn’t developed a solid, fact-based case. This is especially true when a proposal requires peo- ple to change what they are doing or take a calculated risk. But as the pre- vious story makes clear, fair-minded people find it difficult to say no to something that is logical and valuable.

Too many people fail to give proper attention to this third building block of persuasion. They have an idea that makes sense to them, but don’t take the time to see it from the perspective of the people whose approval and collaboration they need. Extraverts, those outgoing people we met back in Chapter 4, often have this problem. Since they process ideas through inter- actions with others, they are apt to spring their ideas before those ideas are fully developed. Those ideas are often shot down as a result.

Here are four tips for building a credible case:

1. Tip 1: Check your assumptions. Think through the things that will have to happen for your idea to succeed: a change in the work routine, an increase in the budget, training of personnel, and so forth. Be sure that your assumptions are reasonable and that your audience would agree that they are reasonable.

2. Tip 2: Think of feasible alternatives to your idea, as well their strengths and weaknesses. That way if someone says, “We should do it this way instead,” you’ll be prepared to point out the weaknesses of that alternative.

3. Tip 3: Develop a contingency plan. A contingency plan identifies actions that can be taken if your idea doesn’t work. For example, “We’ll keep the old tele- com system online as a backup. That way, if the new system has bugs, we’ll still be able to communicate while we work them out.”

4. Tip 4: Obtain endorsements for your case. When people see endorsements or testimonials from people they know and respect, they are more likely to open their minds to your idea.

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THE LANGUAGE OF PERSUASION The three building blocks just described are necessary but insufficient for success in most cases of persuasion. They may get you close to the finish line but you need one more thing to carry you over—a persuasive delivery. You need persuasive language that addresses both the heads and emotions of your coworkers.

Emphasize the Benefits Every salesperson knows the difference between features and benefits. When someone says “This computer has a 2.33 megahertz processor and a VereX bus,” that person is describing features. Features are necessary in that they set the ground work. You should communicate them. But benefits are what really persuade people.

• “Because this is such a fast computer, you won’t be sitting there waiting and waiting. And we all hate waiting….”

• If we adopt the new work process I’ve described (features), we will improve employee productivity by 20 percent. And that will save our department $180,000 in salaries and benefits every year.”

Notice the appealing benefits stated in both of those cases.

Speak to the Head and the Gut In many instances you will be more persuasive if you appeal to both the mind and the emotions of your audience. Remember the Star Trek character, Mr. Spock? Because of his Vulcan genetic heritage, Spock was dismissive of any proposal or representation that was illogical, irrational, or based on emo- tions. He approached things almost entirely with his mind. The people you deal with at work, however, have both logical and emotional sides to their thinking and behavior. To be a successful persuader, you must judge how much to communicate to those two sides. People in finance, or accounting, or inventory control may respond best to a purely logical appeal, but others may not. The mistake that many make is to communicate the logic and for- get the emotional appeal.

Every great public speaker understands the power of an emotional appeal. Consider Winston Churchill’s famous broadcast to the British people in the early days of World War II, when their army had been defeated at Dunkirk in France and the island nation stood alone against the more pow- erful forces of Nazi Germany. Churchill did not lay a bunch of dull statistics on his listeners. Instead, he spoke to their hearts, evoking the emotional courage they would need to carry on during the weeks and months ahead.

Even though large tracts of Europe and many old and famous States have fallen or may fall into the grip of the Gestapo and all the odi- ous apparatus of Nazi rule, we shall not flag or fail.

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We shall go on to the end, we shall fight in France, we shall fight on the seas and oceans, we shall fight with growing confidence and growing strength in the air, we shall defend our Island, what- ever the cost may be. We shall fight on the beaches, we shall fight on the landing grounds, we shall fight in the fields and in the streets, we shall fight in the hills; we shall never surrender. . .

In the business world the power of the emotional appeal is evidenced in the advertising that companies use to persuade people to buy. Check it out yourself the next time you view a TV or print ad.

So, in speaking to coworkers with the aim of persuading, address their emotions and aspirations:

The current work process has served us well for the past five years. But the pace of competition calls for something new and better. The new process I’ve described will take us to a higher level of perform- ance. It will make our work faster, more error-free, and more satis- fying to customers. And that improved performance will show up in our paychecks. And who can argue with that?

Be Positive and Affirmative in Communicating Your Ideas Few things are as annoying as experts who qualify the case they’re trying to make with “I think that…,” “I think that we should be looking for a new strategy,” “I think that we should change our process,” or worse, “I think that what I meant in that report was. . . .”

If you’re trying to persuade someone to adopt your view, don’t say, “I think that . . .”. You might as well say, “I not sure, but . . . .” These qualifications tell listeners that you may be wrong, or that you lack confidence in your view, or that you’re offering nothing but a personal opinion. Instead, be affirmative; say:

“We should adopt a new strategy.” “We must change our process.”

If you’ve built a credible case, you can make affirmative statements with confidence. And your confidence will inspire confidence in your listeners.

Also, minimize the use of “if.” “If we manage to change our process, pro- ductivity will improve.” This is another qualifier. Instead, be affirmative and say something like this: “When we change the process . . .” or “Once we’ve changed the process, productivity will improve.”

Cite Endorsements from Others In many cases you can strengthen the persuasiveness of your communication by citing endorsements of your case, as in this example:

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“If you have any reluctance about switching to the new version of this software, let me read you this email I received last week from Sarah Green in our Marketing Department:”

Bill: We switched to the 2.0 version of In Touch collaboration software a few months ago. It took several weeks for people to get comfortable with the new features, but it was worth the effort. The new version has improved our productivity by at least 25 percent.

If you use endorsements, just be sure that they are from people or organizations your listeners respect or have some authority in the matter.

Persuasion is an important workplace communication skill that everyone should master. The three building blocks of persuasion are trust, understanding, and a credible case. To build trust, always behave in a trustworthy way. Increase your understanding of the people you are trying to persuade; become aware of how decisions are made in your organiza- tion and identify the key decision makers for the decision you are trying to influence. Build a credible case by checking

your assumptions, being aware of alternatives to your idea, developing a con- tingency plan, and obtaining endorsements from others. Finally, use the lan- guage of persuasion. Emphasize the benefits of your proposal; speak to both the intellect and the emotions; use positive, definite language; and cite endorsements from others.

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Review Questions

1. A contingency plan: 1. (b) (a) is the same as a credible case. (b) identifies actions to be taken if the original plan fails. (c) should not be communicated because it suggests that you

don’t have faith in your plan. (d) gives people an opportunity to communicate about their

goals.

2. A communicative process through which we alter or affect the 2. (d) attitudes, beliefs, or actions of others is called: (a) dialogue. (b) debate. (c) contingency planning. (d) persuasion.

3. Trust is: 3. (a) (a) a condition wherein we have confidence in the character,

ability, or truthfulness of someone else. (b) a product of a person’s receptivity to particular ideas. (c) communication that harmonizes beliefs. (d) a key element in planning.

4. Which of the following is one of the three building blocks of 4. (b) persuasion, as described in this chapter? (a) The ability to speak and write well (b) Understanding the people you aim to persuade (c) Organizational authority (d) Control over resources

5. When trying to persuade others, be sure to emphasize: 5. (a) (a) the benefits of your proposal to listeners. (b) the features of your proposal to listeners. (c) your organizational authority. (d) your influence within the company.

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Do you have questions? Comments? Need clarification? Call Educational Services at 1-800-225-3215, ext. 600,

or email at [email protected].

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Module 4 - Background

Persuasion

Required Material

To introduce yourself to the topic of this module, take a look at the following video and short article by a leading expert in the area of persuasion Dr. Robert Cialdini:

Cialdini, R. B., & Martin, S. (2012). Science of persuasion. Influence at Work. Retrieved from https://www.youtube.com/watch?v=cFdCzN7RYbw

Cialdini, R. B. (2001). Harnessing the science of persuasion. Harvard Business Review, 79(9), 72-79. [EbscoHost]

Now that a look at this more detailed reading to expand your knowledge of persuasion:

McIntosh, P., Davis, J. H., & Luecke, R.,(2008). Chapter 9: When you aim to persuade. Interpersonal communication skills in the workplace. New York: AMA Self-Study. [EBSCO eBook Business Collection]

Finally, read these very practical guides to persuasive writing and these two interactive tutorials. These guides will be of great assistance to you in preparing for your Case Assignment:

Gorman, T. (2007). Chapter 9: Writing to persuade. Persuasion: Command Attention - Hold Their Interest - Get What You Want. Avon, Mass: F+W Media. [EBSCO eBook Business Collection].

Developing persuasive business messages. (2014). Pearson Learning Solutions. New York, NY.

Three-step process for writing persuasive messages. (2014). Pearson Learning Solutions. New York, NY.

SLP Reading

Gaining Power and Influence: Pre-assessment questionnaire. Retrieved from http://www.kellogg.northwestern.edu/faculty/uzzi/ftp/page292.html

Optional Reading

Conger, J. A. (1998). The necessary art of persuasion. Harvard Business Review, 76(3), 84-95. [Business Source Complete]

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Module 4 - Case

Persuasion

Case Assignment

For this assignment take a close look at the four required articles from the background materials these include Mortenson (2014), Cialdini (2001), Conger (1998), and Fracaro (2002). Pay close attention to what you perceive as the usefulness of the articles and how convincing you think each of the authors are. When you have finished carefully reading these articles, write a 4- to 5-page paper addressing the following issues:

Which of these four authors was the most convincing or presented the most useful information? Explain your reasoning as to why you found this author more convincing that the others.
Based on the ideas about persuasion that you read about in the background readings, write a memo at least one page in length to your employees trying to persuade them to cancel their weekend plans and volunteer to work next weekend. This memo shouldn’t be an “order” that they need to work on the weekend, but rather an attempt to persuade them to do so. In addition to the background readings, use concepts from at least one of the two Pearson tutorials from the background materials to guide you in the writing of this memo.
Explain how your memo applied the concepts from the readings and how you used one of the Pearson tutorials.

Assignment Expectations

Follow the assignment instructions closely and follow all steps listed in the instructions.
Stay focused on the precise assignment questions; don’t go off on tangents or devote a lot of space to summarizing general background materials.
Make sure to cite readings from the background materials page. Rely primarily on the required background readings as your sources of information.
Include both a bibliography and in-text citations. See the Student Guide to Writing a High-Quality Academic Paper, including pages 13 and 14 on in-text citations.

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420 mod 4/Mod4SLP.html

Module 4 - SLP

Persuasion

Now that the session is nearing the end and you’ve read and written a great deal about the use of power and politics, it is a good time to assess yourself on what you’ve learned and what you may need to think and improve upon in your future career. Fortunately leading academics have developed a survey to help you assess your knowledge and skills in organizational power and politics. It is very important to be as honest as you can, and answer the questions as you normally act, not as you wish you would!

Complete the assessment at the following website: http://www.kellogg.northwestern.edu/faculty/uzzi/ftp/page292.html

Analysis

Comparison Data

The maximum possible score is 180. Maximums on sub-area scales are provided below. Compare your score to a norm group consisting of 500 business school students. In comparison to the norm group, if you scored

147 or above	You are in the top quartile.
138-146	You are in the second quartile.
126-137	You are in the third quartile.
125 or below	You are in the bottom quartile.

Maximum possible scores

Assessment
Skill Area
Gaining Information	108
(Personal characteristics)
Expertise	12
Personal Attractions	12
Effort	12
Legitimacy	12
(Position characteristics)
Centrality	12
Criticality	12
Visibility	12
Flexibility	12
Relevance	12

Using Influence	30

Resisting Influence	18

Increasing Authority	24

Total Score	180

SLP Assignment

Prepare a 2- to 3-page paper and discuss:

Your areas of relative strength and weakness.
The areas you have selected to work to improve—no more than 4 personal/position characteristics. You may or may not want to work on improving Using Influence, Resisting Influence, and Increasing Influence—depending on your scores.
What areas you think the material in this class helped you with the most? Are there specific articles or tutorials that you think helped you the most regarding the areas covered in this survey?

SLP Assignment Expectations

Follow the assignment instructions closely and follow all steps listed in the instructions.
Stay focused on the precise assignment questions; don’t go off on tangents or devote a lot of space to summarizing general background materials.
Carefully review the Trident “Writing Style Guide” for more detail on referencing and writing expectations. This guide is found under “My Resources” in the TLC portal.

4 papers total, Similar subjects

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420 mod 4/Mcintosh 420.pdf

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420 mod 4/Mod4Background.html

Module 4 - Background

Persuasion

Required Material

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420 mod 4/Mod4Case.html

Module 4 - Case

Persuasion

Case Assignment

Assignment Expectations

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420 mod 4/Mod4SLP.html

Module 4 - SLP

Persuasion

Analysis

SLP Assignment

SLP Assignment Expectations

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