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In this video,

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we'll discuss the power of persuasion.

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This will include a discussion on

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different strategies you can use to be

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more persuasive in the way you deliver

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arguments and communicate generally,

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the use of fear and how others process

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and perceive what you're saying.

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There's so many times in life where we

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want people to do something, but we

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aren't in position to simply order them

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around,

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even when we're in a leadership position

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constantly ordering.

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Subordinates around can create

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resentment and disloyalty.

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It's very helpful and often necessary to

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get people to do what you want

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through persuasion rather than power.

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Persuasion has been studied for

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thousands of years going back to the

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ancient

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Greeks and refined in multi-million

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dollar ad campaigns.

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It's an essential tool of corporations

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looking to sell products.

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Politicians looking to convince citizens

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to vote for them.

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Attorneys trying to get jurors to render

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verdicts in their favor.

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Parents trying to get their kids to eat

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well. And in countless other situations,

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it's very helpful for leaders to develop

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skills that enable them to establish

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useful partnerships with others

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and maintain positive relationships with

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employees.

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Robert Cialdini, a psychologist and one

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of the leading experts in the world on

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persuasion,

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recommends a number of approaches for

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getting others to do what you want.

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The first strategy is reciprocity,

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followed by commitment and consistency,

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social proof likability, and finally

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authority.

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First, reciprocity can be a highly useful

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strategy.

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If you do a small unsolicited favor for

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someone, they'll be more likely to do

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what you want.

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For many years, Hari Krishnas and Eastern

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religious sect

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would raise money by approaching

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strangers in a public place to give them

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a gift, like a book or a flower.

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If a person initially refused, they would

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insist it was a gift.

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Only after the gift was accepted would

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they ask for a financial donation which

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they often received.

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People felt like they owed something to

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the Krishnas and they resolved this debt

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with money. Second, if you can get an

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initial commitment from people,

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they'll often behave in ways that are

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highly consistent with that commitment.

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Thus, commitment and consistency are

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helpful persuasion strategies.

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Small behaviors get followed by more

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committed behaviors.

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People are much more likely to vote for

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candidates on election day

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if you can get them to put a sign in

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their yard supporting that candidate,

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get people to make an initial commitment,

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and they will often behave

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in very consistent ways. Psychologist

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Thomas Moriarty

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did a compelling study on this related

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to bystander intervention, where he

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staged thefts on a public beach

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and measured whether bystanders would

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get involved in his experiment.

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A person who was lying in a blanket near

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others and listening to the radio

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got up and went for a stroll on the

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beach. Minutes later,

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another person came by and stole the

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radio. In 20 trials,

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only four people who were lying next to

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the blanket and radio got involved and

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stopped the thief. However,

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in another condition the person

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listening to the radio

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asked the person next to them to watch

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my things before walking away.

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In that case, in 19 out of 20 times,

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people intervened with a thief

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confronting him and chasing him down the

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beach. People are more likely to do what

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you want

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if you make a small request first.

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Third, we look to others for social proof.

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That means that if you want someone to

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do something,

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put peer pressure on them show them what

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the norm is.

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That is what other people are doing, what

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other businesses are doing,

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and what other communities are doing.

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People want to belong

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and they often have considerable

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difficulty violating social norms. Fourth,

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it matters a lot who asks us to do

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things.

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For example, we're much more persuaded by

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people we like.

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There are two big components of

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likability: physical appeal

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and similarity. Typically, we like people

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who are attractive.

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It's a cliche. It's superficial, but it's

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true.

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Sex sells. That's true in advertising and

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it's also true in interpersonal

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interactions.

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We tend to be more persuaded by

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good-looking people.

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Of course, not everyone is blessed with

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six-pack abs, luscious hair and a

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stunning face.

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However, all's not lost because we also

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tend to like people who are similar to

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us.

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Our friends and romantic partners are

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often people we share key interests or

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values with.

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In commercials on tv, if an actor isn't

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attractive, they're often trying to

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portray someone who is hopefully

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similar to you on some level. Cialdini

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also focuses on the importance of

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authority.

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Certainly being in a position of

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authority can make others have to do

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what you want,

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but it can also make them want to do

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what you want.

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People have a tendency to be deferential

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to those in power, even if the power

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isn't directly over them.

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Similarly, we tend to be highly

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influenced by credibility factors.

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Credibility is made up of two factors:

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trustworthiness and expertise.

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Let's start with trustworthiness. If a

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person seems trustworthy because of

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their personality or because of their

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role like a priest.

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well they're often more persuasive. In

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addition,

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we tend to trust experts and individuals

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who seem more like

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experts, thus making them more persuasive.

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Having formalized credentials such as a

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PhD can be helpful on this front.

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Also bringing in others who have

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credentials to support your position

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can be very effective.

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Interestingly, the way you communicate

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and deliver messages can make you seem

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like more of an expert and make you more

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credible.

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And persuasive people who talk faster

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are judged to be more knowledgeable

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about a topic than people

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who deliver the same message but talk

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slower.

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In terms of delivering a message, one

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consideration is whether you should only

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give your position or whether you should

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start by explaining both sides of the

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matter,

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and then explain why your side is better.

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That's known as delivering a one-sided

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versus a two-sided appeal.

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In a one-sided appeal, you give all the

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benefits of your side,

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and you don't acknowledge any

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alternative positions.

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In a two-sided appeal, you acknowledge

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both sides of the issue,

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but then you explain why your side is

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better. So which should you go with?

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In general, a two-sided appeal works best

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if the person or group you're talking to

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is either mixed in their opinion,

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or is likely to oppose what you're

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trying to persuade them to do.

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When you use the two-sided appeal, you'll

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appear less biased.

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One-sided appeals work best only when

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the person or people you're trying to

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convince are already inclined to agree

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with you,

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or if there's overwhelming support, you

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can offer for your position.

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Sometimes, a two-sided approach is known

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as using an inoculation strategy

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inoculation works just like a shot where

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you give people a weak dose of a virus,

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so they're protected when they get hit

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with a full-blown case of it.

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From a persuasion standpoint, you give a

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weak dose of what the alternative

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position

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that is. You give weak arguments for why

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the opposite position is true

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by hearing what your opponent will say.

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In a weak form, people develop counter

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arguments to resist the message,

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and are more inclined to reject it and

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accept what you're saying.

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Another consideration within persuasion

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is fear.

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It's common for people to use fear

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within their persuasive attempts

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that is. They'll talk about all the bad

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things that will happen to you,

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if you don't do what they want you to do.

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Is fear effective

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or does it turn people off? A better

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question is does it get them to tune out.

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The answer to that is: it can.

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When fear is used, it's important to not

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be too extreme.

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A campaign against drunk drivers can

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effectively show mangled vehicles that

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have been in a DUI accident,

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but showing mangled victims could be too

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much for most people,

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causing them to disengage quickly. An

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attorney can show a bloody knife that

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was used as a murder weapon,

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but large gruesome color photographs of

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the victim after they had been brutally

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stabbed

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might be too much. You want to arouse

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some fear,

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but not too much. An emergency manager

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wants to motivate people to take action.

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If they don't evacuate before a

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hurricane,

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but it's likely ineffective to show

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photos of people who

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drowned in tidal surges or their bodies.

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After trees fell

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and crushed them. In addition, you need to

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give people direction for fear-based

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messages to be successful.

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Telling someone a hurricane is coming or

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you could be injured, killed, or cut off

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from rescuers

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isn't a good message. People need to know

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how to act.

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They need to know when and how to

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evacuate where shelters are,

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or the supplies they should stock up on.

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An example of this

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is one of the early public service

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campaigns designed to reduce the spread

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of AIDS.

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Early messaging was simple. It was AIDS

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kills.

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It was simple and it was ineffective. The

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rate of transmission wasn't slowed into

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the messages and formed the public to

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wear

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condoms to reduce the spread of the

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virus. If you want to persuade people

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with fear,

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tell them what to do with their fear.

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Fear is aroused. People may pay close

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attention to the message because they're

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worried about something harmful

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happening to them.

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However, not all attempts at persuasion

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will be things that people are heavily

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involved in or care about.

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So if someone isn't heavily invested in

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what you're trying to persuade them of.

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Does that mean that you won't be able to

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convince them? Not necessarily.

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You just need to think about the

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approach that you use researchers.

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Richard Petty and John Cassiopo,

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along with Shelly Chaikin, have

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identified two routes to persuasion.

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These are called the peripheral and

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central route when people are not

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invested in an issue,

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or when they are. But they're tired,

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distracted, overworked or they can't

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focus on what you're saying for whatever

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reason.

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They aren't able to think about the

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strength of your arguments. So

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strong arguments won't always win out,

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but they'll look for other information

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to help them decide if they should

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accept a persuasive message.

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As a result, they'll look for what are

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called heuristic cues.

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That's a fancy way of saying mental

0:09:35.920,0:09:38.160
shortcuts. Our beliefs about people, like

0:09:38.160,0:09:40.240
stereotypes, can be heuristic cues.

0:09:40.240,0:09:42.080
For example, thinking certain types of

0:09:42.080,0:09:43.600
people are more or less trustworthy,

0:09:43.600,0:09:44.720
because of who they are,

0:09:44.720,0:09:46.640
or looking at things like credentials,

0:09:46.640,0:09:47.760
educational background,

0:09:47.760,0:09:49.760
even their appearance. Remember,

0:09:49.760,0:09:51.760
attractiveness and similarity matter.

0:09:51.760,0:09:53.519
Are you good looking? Do you look the way

0:09:53.519,0:09:56.399
people expect an expert to look?

0:09:56.399,0:09:58.480
These cues which are sometimes fairly

0:09:58.480,0:09:59.519
superficial,

0:09:59.519,0:10:01.600
can be very powerful for an uninvolved

0:10:01.600,0:10:03.360
or distracted person.

0:10:03.360,0:10:04.880
So when people are using the peripheral

0:10:04.880,0:10:06.480
route to evaluate what you're saying.

0:10:06.480,0:10:08.000
Because they aren't heavily focused on

0:10:08.000,0:10:09.600
the message. They'll be convinced by

0:10:09.600,0:10:10.959
well-educated experts

0:10:10.959,0:10:12.800
and attractive or similar people. And

0:10:12.800,0:10:14.640
consequently discount the message from

0:10:14.640,0:10:16.480
people who aren't experts or who don't

0:10:16.480,0:10:18.560
have these appealing qualities.

0:10:18.560,0:10:20.079
On the other hand, when people are

0:10:20.079,0:10:21.600
directly affected by an issue,

0:10:21.600,0:10:22.959
like if it's something that may cost

0:10:22.959,0:10:24.720
them a lot of money or they're very

0:10:24.720,0:10:26.000
interested in something

0:10:26.000,0:10:28.240
and can focus on what you're saying. Then,

0:10:28.240,0:10:29.839
they'll set aside heuristic cues and

0:10:29.839,0:10:30.399
instead

0:10:30.399,0:10:32.880
focus on message strength. but you'll

0:10:32.880,0:10:34.640
need strong arguments to convince them

0:10:34.640,0:10:35.519
because they're not going to be

0:10:35.519,0:10:37.360
influenced by weak messages or go along

0:10:37.360,0:10:38.480
with someone just because they're good

0:10:38.480,0:10:39.440
looking/

0:10:39.440,0:10:41.120
Those factors are secondary for people

0:10:41.120,0:10:43.200
processing in a central route.

0:10:43.200,0:10:45.040
Because the central route of persuasion

0:10:45.040,0:10:46.560
is based on solid arguments.

0:10:46.560,0:10:47.839
People tend to be convinced of the

0:10:47.839,0:10:50.800
message for a long time, even permanently.

0:10:50.800,0:10:52.320
On the other hand, peripheral rap

0:10:52.320,0:10:54.320
persuasion tends to be more fleeting.

0:10:54.320,0:10:55.920
You can persuade someone for a short

0:10:55.920,0:10:57.519
period of time, but

0:10:57.519,0:10:58.880
it won't be difficult to change their

0:10:58.880,0:11:00.560
mind on the issue.

0:11:00.560,0:11:02.640
Ultimately, persuasion is a very useful

0:11:02.640,0:11:03.839
skill to have.

0:11:03.839,0:11:05.519
If you're persuasive, you can get others

0:11:05.519,0:11:07.839
to do what you want without using power,

0:11:07.839,0:11:10.320
which a lot of time you won't even have.

0:11:10.320,0:11:12.079
Persuasion can allow you or your

0:11:12.079,0:11:13.760
organization to be someone or something

0:11:13.760,0:11:15.279
that others like and want to follow or

0:11:15.279,0:11:16.000
connect to,

0:11:16.000,0:11:17.760
which is very valuable to leaders,

0:11:17.760,0:11:20.240
corporations and everyday people.

0:11:20.240,0:11:22.000
In summary, there are a number of

0:11:22.000,0:11:23.600
strategies to make your messaging and

0:11:23.600,0:11:25.279
communication more persuasive.

0:11:25.279,0:11:26.640
Remember the approaches Cialdini

0:11:26.640,0:11:28.399
described: reciprocity,

0:11:28.399,0:11:30.640
commitment, and consistency, social proof,

0:11:30.640,0:11:32.480
likability, and authority.

0:11:32.480,0:11:33.839
It's also important to consider

0:11:33.839,0:11:35.040
credibility factors, such as

0:11:35.040,0:11:36.800
trustworthiness and expertise,

0:11:36.800,0:11:38.320
as well as how you communicate your

0:11:38.320,0:11:40.320
position with one-sided or two-sided

0:11:40.320,0:11:41.519
appeals.

0:11:41.519,0:11:43.279
Leaders can use fear as a persuasion

0:11:43.279,0:11:45.519
strategy, but it's important to use

0:11:45.519,0:11:47.600
appropriate levels of fear and provide a

0:11:47.600,0:11:48.880
sense of direction in fear-based

0:11:48.880,0:11:50.000
messages.

0:11:50.000,0:11:51.839
Finally, keep in mind that in some

0:11:51.839,0:11:54.000
situations individuals will be more

0:11:54.000,0:11:55.839
persuaded by heuristic cues, such as

0:11:55.839,0:11:57.600
credentials. educational background.

0:11:57.600,0:11:59.360
attractiveness. and similarities.

0:11:59.360,0:12:00.959
rather than the content and reasons

0:12:00.959,0:12:02.800
you're giving to explain your argument

0:12:02.800,0:12:05.200
and position. Using persuasion to

0:12:05.200,0:12:06.800
carefully craft your arguments and your

0:12:06.800,0:12:08.079
communication overall

0:12:08.079,0:12:10.160
will be an invaluable tool for you as a

0:12:10.160,0:12:11.760
leader as well as

0:12:11.760,0:12:20.160
in other areas of your life.