With dynamic changes in the business world, people are recognizing persuasion as a critical and must-have skill. Clearly, formal authority and issuing orders no longer gets managers as far as it used to. So how can managers become talented persuaders?
Six months ago, Quincy, was promoted as the finance manager in a leading IT organization. A few weeks back, Quincy read an article about a new accounting system that many organizations like hers were implementing. Quincy believed that by implementing this new system, her organization will not only save money but could also expand its business. She was aware this switch may not be easy, especially since her organization has had a long history with its current accounting system and some managers may resist her proposal. Nevertheless, Quincy wanted to convince her boss and other key players in the company of the new accounting system’s value. And though she had some influence over the organization’s decision makers, they all outranked her and shared different dispositions about her idea. What should Quincy do?
Simple, one may say – Quincy must employ ‘persuasion’ to achieve her goal. Indeed, I’d say too.
But is there an effective way to persuade an audience that differs in inclinations and receptivity?
Let’s begin this exploration by first understanding ‘persuasion’ and its mechanics. Persuasion is the primary means of affecting decisions; an act or process of ethically winning the mind and heart of others to adopt a belief or behavior or one’s way of thinking (provided it’s appropriate). The applications of persuasion are virtually infinite — a consultant pitching the benefits of a new framework, a salesperson assuring a customer of a product as the best buy, a purchase manager convincing the supplier to expedite shipment of an order or a manager urging an employee to perform better. Whatever be the situation, we all draw upon our persuasive skills every day and quite often without realizing it.
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