A common question asked by employees today – Why should I do it requires persuasion. No longer the skill of sales people persuasion is much more than just selling it is a learning and negotiating process for leading employees or colleagues to a shared solution to a problem. Here are a few pointers from an HBR article:
1. Establish credibility. Your credibility grows out of two sources: expertise and relationships.
If you have a history of well-informed, sound judgment, your colleagues
will trust your expertise. If you’ve demonstrated that you can work in
the best interest of others, your colleagues will have confidence in
your relationships.
If you are weak on the expertise side, bolster your position by
• learning more through formal and informal education—for example, conversations with in-house experts
• hiring recognized outside experts
• launching pilot projects.
To fill in the relationship gap, try
• meeting one-on-one with key people
• involving like-minded coworkers who have good support with your audience.
Example: Two developers at Microsoft envisioned a controversial new software
product, but both were technology novices. By working closely with
technical experts and market testing a prototype, they persuaded
management that the new product was ideally suited to the average
computer user. It sold half a million units.
2. Frame goals on common ground. Tangibly
describe the benefits of your position. The fastest way to get a child
to the grocery store is to point out the lollipops by the cash
register. That is not deception—it’s persuasion. When no shared
advantages are apparent, adjust your position.
Example: An ad agency executive persuaded skeptical fast-food franchisees to
support headquarters’ new price discounts. She cited reliable research
showing how the pricing scheme improved franchisees’ profits. They
supported the new plan unanimously.
3. Vividly reinforce your position.
Ordinary evidence won’t do. Make numerical data more compelling with
examples, stories, and metaphors that have an emotional impact.
Example: The founder of Mary Kay Cosmetics made a speech comparing sales people’s
weekly meetings to gatherings among Christians resisting Roman
rule.This drove home the importance of a mutually supportive sales
force and imbued the work with a sense of heroic mission.
4. Connect emotionally. Adjust your own
emotional tone to match each audience’s ability to receive your
message. Learn how your colleagues have interpreted past events in the
organization and sense how they will probably interpret your proposal.
Test key individuals’ possible reactions.
Example: A Chrysler team leader raised the morale of employees demoralized by
foreign competition and persuaded management to bring a new car design
in-house. He showed both audiences slides of his hometown, which had
been devastated by foreign mining competition. His patriotic appeal
reinvigorated his team, and the chairman approved the plan.
