Presentation on theme: "Use communication skills to influence others.. Persuasion is an important part of communication Want others to understand your message and agree with."— Presentation transcript:
Persuasion is an important part of communication Want others to understand your message and agree with you Try to influence people to change their attitudes or behavior Trying to communicate in a persuasive way so they will say “yes” rather than “no”
To purchase/buy a product To be patient To have confidence in product To choose project to finance
Tell the truth If you always tell it, others will get into the habit of believing you because they can trust you Know what you’re talking about Make sure your information is correct If you don’t know, say so! Don’t exaggerate You don’t want to make something look better than it is Ex: Say something is offering a discount to attract customers vs. it is the cheapest in town (especially if YOU DON’T KNOW THAT AS A FACT!)
Understand your audience Different audiences have different needs/concerns Be reasonable Almost impossible to do something unrealistic Get your audience’s attention Does it affect them? If they can’t make that connection, may not listen State your case Explain your ideas Promote benefits Create a desire for others to agree with your ideas.
Use appropriate body language Face people and look them in the eye when you speak to them Smiles encourage people to listen to you Use persuasive words Use words that appeal to your audience “you”, “save”, “easy”, “fun”, “new”, and “money” are very persuasive People respond well when message is directed to them Use your voice Speak in a normal tone Vary the volume of your voice Put energy into your voice Speak with confidence Use stories Reinforce your message with examples
The process of reaching agreement with another party or persuading someone to take a certain course of action
When you approach your manager to request a specific assignment You are in charge of hiring a graphic-design firm to create your company’s product catalog When you approach your supervisor about vacation time When you approach your manager about a different sales territory assignment
Combative You’re ready to fight for what you want at any cost! Example: When you are shopping for a high-ticket item, such as a car, you are interested only in getting the best price, not necessarily in establishing a relationship with the salesperson. Competitive Embraces the “I must win, so you must lose” mentality. Often creates suspicion and distrust in future dealings, if there are any. Avoidant When you avoid a situation, you do what you can to steer clear of an uncomfortable or unpleasant experience. This strategy is often used when: The relationships and outcomes are not important. The negotiator has an alternative plan to get what s/he wants.
Accommodating People who accommodate others might find themselves doing or agreeing to something they don’t really like. One person might “give in,” hoping to gain something else during another negotiation. Collaborative When people collaborate, they work together. They are more likely to create an outcome that benefits both parties. Collaboration builds lasting relationships by embracing an “everybody wins” attitude.
Bargaining Each person proposes solutions and uses “give-and-take” tactics to reach an agreement. You may have to give up something, but you get something in return. Know exactly what you are willing to give before you begin negotiating. Don’t make concessions until you know all the other person’s demands. The number of concessions you make should decrease as the negotiation process continues Good cop/Bad cop If you are part of a group that is negotiating, set up one person as reasonable and agreeable and the other person as unreasonable. This allows you to present two positions, making the “reasonable” one that much more attractive to the other side. If you’re faced with this strategy, you can combat it by directing your attention toward the good cop.
Limited authority This works the same way as good cop/bad cop, although the bad cop is not present. The good cop claims that s/he does not have the authority to meet your requests. You can avoid this by arranging to talk to both people at the same time (the good cop and the decision maker), still focusing your attention toward the good cop. Deadline driven Giving others specific deadlines to meet your requests is a good way to make sure they are met. It’s a way of making the negotiation real and specific. An advantage to this strategy is that it introduces a deadline as a negotiable point. If you set a deadline earlier than is necessary, you can build in negotiating room.
A focus on needs/wants Depending on the relationship you have with the other person, it might be helpful to present exactly what you want and why. This works well when the relationship is important to you and to the other person. On the other hand, there are times when you don’t want to divulge all your information. Example: If you are negotiating a price for something, you don’t want to reveal how much you are actually willing to pay for it up front. Silence Silence is a good tactic to use when: The discussion becomes emotionally heated. The other person does not like what you say. Nod your head to signal you are listening, but don’t talk. People are often uncomfortable with silence. The other person might try to revise his/her statement to sound more reasonable. In this moment, the power shifts to you.
Research and prepare anticipate the other person’s negotiation style gather information ahead of time Set up a time and place to meet with the other person timing is crucial consider the meeting place Negotiate for a win-win outcome meet with the other person be aware of body language use appropriate language Actively listen Resolve issues, reach an agreement, and establish terms You’ve stated your needs, expressed your interests, communicated benefits, discussed options, and reached a compromise or an agreement. The next step is to make sure that each person understands the other’s expectations and responsibilities and to set deadlines or set up another meeting if needed.