1. Persuasion Effective Strategies for Getting Others to Do What You Want Them to Do A Presentation for the Ohio Network of Physician Recruiters Kendall L. Stewart, M.D. October 27, 2004 Draft

2. Why is this important? All of us are constantly being persuaded. Most of us are continually trying to persuade others. Persuasive skills are critical to every leader’s success and most folks’ happiness and contentment. But the ability to resist persuaders is important too. With insight and effort, all of us could improve our persuasive skills and increase our resistance to distracting persuaders. This presentation will provide insight. The effort is up to you. After listening to this presentation, you will be able to –Give three reasons why the ability to persuade is critical to every leader’s success. –Cite three reasons why successful people are very discriminating about which persuaders they will permit to engage them. –Describe three practical strategies for persuading others more effectively

3. Why must successful leaders become effective persuaders? Organizational excellence is a team sport. Every leader is competing with an endless number of other persuaders. Every potential supporter already has a long list of priorities and these will not change unless the leader makes a compelling case. Most people—even the well- intentioned—do not know what to do next. The typical leader focuses on others’ failure to follow instead of their own failure to lead. This posture permits them to excuse their ineffectiveness as a persuader and dramatically limits their opportunities to make a difference.

4. Why do successful people ignore most persuaders? Most persuaders offer distractions, not strategies (fad diets). Most persuaders seek consumers, not producers (movie rental vendors). Most persuaders hawk illusions, not reality (diet pills). Most persuaders sell easy, not hard (battery-powered exercise belts). Most persuaders promise quick results, not gradual progress (day trading). Most persuaders promote gratification, not self-denial (large meal portions). Most persuaders promote longing, not acceptance (skinny models). Most persuaders foster dissatisfaction, not contentment (the latest styles). Most persuaders pursue their own best interests, not yours (brokers).

5. What are some effective strategies for persuading others effectively? Take persuasion seriously. Evaluate your need to persuade. Be persuaded yourself. Prepare to persuade. Choose the right moment. Ask permission to persuade.* Focus on the common ground. Make a compelling case. Persuade ethically. Address resistance directly.* Persuade tentatively. Utilize clarifying questions. Persuade repetitively. Use market forces to your advantage. Identify and address perceived needs. View persuasion as an investment.* Admit the weaknesses in your case. Be open to effective rebuttal. Give something in return. Take responsibility for your mistakes.

6. Ask permission to persuade. Why should you? –Conveys respect –Obtains informed consent –Focuses listener’s attention –Invites critical thinking –Holds the persuader accountable for making the case –Clarifies expectations –Sets a time limit –Encourages clarifying questions How can you? –“Is this a good time?” –“Can I set up a time to make my case?” –“Now, I’m doing my best to sell you on this.” –“May I make my best case?” –“I realize that it is unreasonable to expect you to embrace my position unless I make a compelling case.” –“I want to make sure that I address all of your questions or concerns.” –“Have I made my case?”

7. Address resistance directly. Why should you? –Resistance always exists. –Failure to address this up front is a major tactical mistake. –Those who will raise these issues openly are the leader’s friend, not her enemy. –Identifying barriers to successful persuasion early in the persuasion cascade is critical. –This approach enhances the leader’s credibility. –Openness disarms those who are inclined to be disruptive. How can you? –Realize that resistance will occur. –Identify it early. –Admit the weaknesses in your argument early. –Make critics comfortable with voicing their concerns. –Thank critics for voicing their concerns appropriately. –Thank them for voicing their concerns inappropriately— just not as enthusiastically. –Ask the critics how their resistances could be overcome.

8. View persuasion as an investment. Why should you? –Encourages careful preparation –Demands thoughtful deployment –Calls for a respectful approach –Permits episodes of irreconcilable differences –Minimizes win-lose mentality –Decreases the emotional stakes around a given issue –Permits partial commitment –In most organizations, the relationship—not a given issue—is what matters. How can you? –Remind yourself of this reality every time you begin the persuasion process. –State this priority publicly. –Make it clear whether you are Informing Consulting, or Seeking consent. –If you don’t, they will assume you are seeking consent. –Never pretend to persuade if the decision is already made. –Ask them to give it a chance as a personal favor to you. –Remind them that change is expected as a part of continuous improvement.

9. What can you conclude? The ability to persuade others is a critical coping skill. The ability to resist persuaders’ wiles is also a critical coping skill. While not everyone is a natural persuader, a little improvement goes a long way with this skill. Because there are so many inept persuaders in the world, standing out from the crowd is not all that hard. The practical strategies we’ve discussed can really make a difference in your work and your life. But thinking about these approaches in not enough. You must actually try these things!

10. Where can you learn more? Cialdini, Robert B. Influence: The Psychology of Persuasion, Quill, 1984. Gardner, Howard. Changing Minds: The Art and Science of Changing Our Own and Other People’s Minds. Harvard Business School Press, 2004. Packard, Vance. The Hidden Persuaders. Pocket, 1984. Stewart, Kendall L., et. al. A Portable Mentor for Organizational Leaders. SOMCPress, 2003.

11. How can you contact me? Kendall L. Stewart, M.D. Medical Director Southern Ohio Medical Center President & CEO The SOMC Medical Care Foundation, Inc. 1805 27th Street Portsmouth, Ohio 45662 740.356.8153 stewartk@somc.org Webmaster@KendallLStewartMD.com www.somc.org www.KendallLStewartMD.com

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