How to Influence to Win!

There’s a widespread belief that the business world is run by powerful people. There’s some truth to that, sure. But I think it might be more accurate to say that influence, rather than power, is one of the main paths to success. 

 

Power is telling people what you want them to do—and having the rank (or muscle) to make them do it. Influence, on the other hand, is persuading people to take a certain course of action by showing them its benefits (to themselves, to the organization, to others) and then stepping aside as they choose to do it. 

 

Power often gets results, but because those results aren’t built on a foundation of trust, respect, and shared interests, they might not last—and they certainly won’t provide a solid foundation for future successful teamwork. To achieve results that not only endure but also have far-reaching impacts, you need to use your influence to persuade people that your proposal is the best course of action—and that they should work hard to make it happen.

 

Influence can’t happen without clear communication, and in this blog I’ve written many posts about various aspects of communication. I’ve discussed specific types of communication (for example, “Giving Difficult Feedback,” “How to Get More Feedback from Your Boss,” and “Best Practices for Video Meetings”), as well as communication more generally (such as “Promoting Respect and Collaboration in the Office” and “Communicating Up, Down, and Across the Organization”). Today, though, I want to focus on a new communication topic: how to prepare a well-thought-out argument if you’re trying to influence to win. 

 

Do Your Homework

 

When you’re hoping to persuade people to take a particular course of action, the most important thing you must do is be fully prepared to interact with them. 

 

Step 1: Analyze your audience

 

Define who they are

Influence doesn’t take place in a vacuum; rather, it’s a function of the relationship between two (or more) parties. If you want to influence someone, you need to know who that someone is.

• What is your target’s name and specific role in the organization?
• Are they technical or managerial in their function and knowledge?
• What is their level of experience?
• What do they already know about the subject?
• What are their interests?
• How will what you say affect them?

 

Identify their communication style

When it comes to communication, one size most definitely does not fit all. (This holds true both in our personal lives and in our professional lives. After all, someone who communicates with their boss the same way they communicate with their best friend or their teenage kids isn’t likely to keep their job for long!) For example, different generations have different preferences for—and comfort levels with—different communication modes, as I’ve discussed here in my blog and in my book Clash of the Generations: Managing the New Workplace Reality. Communication styles aren’t just age-based, though, but can also reflect a person’s personality, long-term goals, and a host of other factors.

• Do they prefer a statistics- or data-oriented approach?  
• Do they respond best to information that is presented graphically (in graphs, for example, or pie charts, flowcharts, or other diagrams)?  
• What values are important to them?  
• Do they have a sense of humor? (And can you leverage that to establish rapport with them?)  
• Do they like to chit chat—or do they prefer to get right to the point? 

 

Assess your communication context

Whether you’re making your pitch during a one-on-one conversation or during a group meeting will shape the form of your presentation. Keep in mind, too, that an in-person meeting and a virtual meeting each have very different requirements (e.g., technology involved, scheduling limitations) as well as different contextual factors (e.g., nonverbal cues, expectations).

 

• How will you need to modify your presentation style for in-person or virtual settings?
• Will you need to present your pitch differently depending on whether you’re running the meeting or you’re a participant in someone else’s meeting?
• What can you do to engage your audience if you sense their attention is flagging? (This is of particular concern in virtual meetings, where it’s easy for attention to wander and “Zoom fatigue” makes it more challenging for participants to maintain focus.)  

Step 2: Prepare your proposal

 

Link your argument to the bigger picture

Here’s the heart of the matter: why should people do what you want them to do? 

• How does your ask support the mission, values, or goals of your team, department, or organization?
• Does your proposal fulfill any regulatory requirements?
• How does your proposal create more benefit than other options or than what has been done in the past? (Don’t just say, “This is better!” Be sure to use data to support this claim.) 
• What are the consequences if this proposal isn’t enacted?

 

Connect your argument to your target’s goals

Don’t underestimate the power of the “what’s in it for you” angle. Even when someone sincerely wants to help their team or organization, they aren’t doing their job purely out of the goodness in their heart: they have career-related goals, too. Your ability to influence someone is strengthened by your ability to show them that if they do what you’re asking them to do, they themselves will benefit.

• What are the goals and values of the person you’re trying to influence?
• Do they have a visionary mindset that would respond well to a description of what could result from agreeing with your proposals? 
• What are your target’s pain points—and how can your proposal help alleviate them?
• How can you help your target address their challenges and achieve their goals?

 

Map out the conversation

No matter how skilled you are (or think you are) at extemporaneous speaking, this is definitely not the time to wing it. If you want people to give your proposal serious consideration—and agree to it—then you need to respect their time and attention by treating this conversation seriously.

• What are your opening lines? Start with a powerful hook to grab their attention and get them interested in hearing more.
• Of all the data that you have pulled together for this proposal, what are the five reasons that will matter most to the person you are trying to influence?
• How do you translate “what’s in it for you” and those top five reasons into a compelling story?
• Once you’ve outlined your entire argument, streamline it as much as possible. You know how travel experts say that when packing for a trip you should lay out everything you think you might need and then put half of it away? The same advice works when you’re trying to influence someone: if you focus on your best arguments and present them as succinctly as possible, you’ll eliminate the superfluous stuff and strengthen your presentation.

 

Step 3: Consider the counterarguments

 

Just because you believe that your presentation is brilliant, that doesn’t mean that others will automatically embrace your proposal. Thinking about the possible challenges to your plan and being prepared to address them not only make your proposal stronger but also demonstrate to your audience that you have given serious consideration to their point of view as well. 

• What objections might your audience have to your proposal?
• How can you counter those objections? (Be careful not to do so in a snarky manner, though. You do not want your audience to feel like you’re dismissing their concerns.)
• If compromise is needed between your initial proposal and what your audience wants, what would you be prepared to accept? What is your fallback position?
• What objective criteria exist for deciding between two (or more) competing ideas?
• What is your closing line to conclude the discussion if your audience does not agree with your proposal? (How do you acknowledge any interesting arguments they made and keep the door open for future productive interactions?)

 

Step 4: Don’t forget logistics

 

You’ve identified your audience and both the “how” and the “what” of presenting your proposal to them. A few more factors can shape the success of this interaction.

• When is the best time to try to influence your audience? If you have zero say in when you meet with them, there’s not much you can do here. But if you’re able to suggest meeting times, try to pick one that isn’t likely to get bumped or interrupted by other commitments. (If possible, take a look at their online calendar to see what else they have going on.) And if you know whether they’re a morning person or an afternoon person, try to catch them when their energy level and their mood are at their best.
• Where is the best place to try to influence your target? If they usually have an “open door” policy, for example, a meeting in their office might be frequently interrupted (even if you have a scheduled appointment). In that case, reserving a meeting room or inviting them out to coffee or lunch offsite, for example, can give you a dedicated space for your conversation.
• Who can help you influence this person? When should you get them involved?
• Is this the right time to present this proposal? Do your best to avoid making big asks when the relevant parties already have a lot on their plates. You’re more likely to persuade someone to say “yes” if they don’t feel like that means taking on more than they can handle.

 

Put Your Plan into Action!

 

Few individuals in the world have such stratospherically high charisma and competence that they can instantly persuade others to do anything they want. Most of us are regular people without such godlike powers—but that doesn’t mean we can’t achieve the same results! If you know your audience, put together a thorough proposal, and structure your presentation well, you can increase your influence—and achieve your win!

 

Do you have any tried-and-true strategies for improving influence? Any tales of persuasion success? Please share them in the comments!