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Six Ways to Strengthen Your Pitch

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Not every persuasion attempt you make will be successful. But here are six ways to strengthen your chances by adding muscle to your pitch:

1. Drop your “er.”

Watch out for the language tic that uses the comparative “er” when referring to new products, services or ideas – as in “better,” “nicer” or “sleeker” than another product or service you sell, or an “easier,” “stronger” or “sexier” idea than someone else’s.

2. Work your way though unreasonable demands.

Sometimes (although, thankfully, not as often as most salespeople fear), buyers’ positions will become intractable: “If you don’t give me a 50 percent price reduction, I’m going to your competitor!” One of my favorite phrases to use in these situations is “unreasonable demands” – as in, “I’m sorry, but you are really making unreasonable demands.” Most people don’t want to have their motives or actions characterized in that manner, so when you have to, do so.

3. Ask for help.

When you’re looking for clarification, don’t be afraid to ask. For example, when you’re trying to isolate an objection, say something like, “Help me understand why you feel that way.” It’s a great step toward easily transitioning to the next part of the persuasion process.

4. Be careful about how you acknowledge the point.

I chuckle when a salesperson responds to an objection with an honest “Actually, you make a good point” – as if the customer was able to somehow come up with something smart and relevant to say. Avoid it, and acknowledge the point without faux flattery.

5. Don’t settle for little solutions.

No one wants a “little” solution. They want a powerful solution, a unique solution, a significant solution. Don’t belittle your own contribution.

6. Don’t accept “no” for an answer.

When someone delivers a flat-out “no,” ask very politely if, were you to tell him something he has yet to consider, he would be willing to change his mind. If the answer is “yes,” that “no” just got upgraded to a “maybe.” And then …

Talk More, Persuade More

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In a previous post, I wrote about ways you can use the written word to persuade others. 

Another method of sharing your ideas, boosting your credibility and helping others see that your way is best is to get up and talk to groups of people. This follows the same approach as writing, just using different communication skills.

Who should you talk to?

  • Local business clubs and associations
  • Better Business Bureaus
  • Area trade associations
  • Internal groups within your company
  • Audiences at specific industry events
  • Attendees of off-site business functions
  • Listeners to call-in radio talk shows

Anyplace you can position yourself as an expert will work. Remember, the message needs to be as non-promotional as possible. If you sell computer consulting services, provide advance information on computing solutions that will be available in the coming year, or ways to protect against identity theft. If you sell cars, explain the lasting impact of hybrid vehicles. If you sell real estate, expound on the “new normal” and how it relates to property values. Do this enough, and you’re talking real sales torque.

Most people aren’t professional public speakers, so it’s wise to learn how to create an engaging “open” – an interesting way to start your talk. My favorite involves asking a rhetorical question. For example, “Have you ever wanted an automated solution that could make your job easier and your commissions higher?”

Then make three to five brief points about your topic – each supported by a fact, statistic, or anecdote.

Finally, summarize what you talked about, and what you’d like your audience to do or feel as a result of spending time with you.

Whether you’re leading a talk at a local business association, writing op-ed pieces for newspapers on relevant topics, or starting meaningful discussions among your colleagues on LinkedIn, you mustn’t be afraid to put yourself out there by engaging in activities that will attract more people willing to sing your praises — I like to call them “personal evangelists.”

Write Stuff, Persuade More

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Thanks to technology, there are numerous ways for you to use the written word to persuade people and build credibility – from posting on your LinkedIn page to writing a commercially published book.

I know one motorcycle dealer who, on his own initiative, keeps a running list of all his customers and prospects, and regularly sends them a meaningful “how-to” paragraph every month. Another client is a local small-business owner who publishes books on home repair maintenance to feed his primary business, which is home inspection. Talk about credibility boosts!

Why should you engage in these activities, too? First, when people see your name in print, it positions you as an authority on the subject. People often defer to the advice and guidance of experts. Second, you can reach many people with a meaningful yet non-promotional message, enabling your readers to become more familiar with you to the point they feel they know you.

You can take a variety of approaches with your writing strategies:

  • An article for an industry trade publication
  • A piece for your local newspaper’s op-ed section
  • A guest blog post on a relevant website
  • Social-media networks, via your own pages and those of your business

Keep in mind — and this is crucial — that you’re not writing promotional copy. If you sell tires, you don’t want to proclaim, “You won’t believe the price we can get you on new tires!” Rather, these should be informative pieces that help readers do, think or feel differently about something: “Three reasons why spring is the best time of year to inspect your tires.” That way, you’re persuading readers to check their tires; if they need new ones, who do you think they’re going to call?

Include your name, with a current photo and contact information, and watch people seek you out for more information. Do this with some regularity, and you’ll become a known entity.

Additionally, use social media platforms to burnish your image and reputation by posting a comment about something you heard in a keynote presentation at a cool seminar. This will start a conversation. Or simply post a question in one of the forums you frequent, such as, “What was the best marketing idea you saw this year?”

On the other hand, photographs of you passed out after Friday night’s revelry might not be the best thing to post on your Facebook page if you’re actually trying to boost your credibility. And that profane rant about Donald Trump? Stop.

Risk and Persuasion: What You Need to Know

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While you may not be familiar with the term “chiasmus” [kahy-az-muhs], chances are you’ve encountered it. One of the most famous came from John F. Kennedy: “Ask not what your country can do for you; ask what you can do for your country.”

Chiasmus is a verbal pattern in which the second half of a phrase is balanced against the first, with key elements being reversed. Other renowned chiasmi? “I am stuck on Band Aid® brand ’cause Band Aid’s stuck on me!” and “Live to ride / Ride to live.”

Think about these types of reversals to make your points:

  • Do you want your money in the bank or the bank in your money?
  • It’s one thing to have the insurance and not need it, but quite another to need insurance and not have it.
  • Do we want to face the competition now or have the competition in our face later?

Even “The Golden Rule” is based on a chiasmus: Treat others as you would like them to treat you.

One powerful persuasion tool is to heighten the sense of risk with your target, then leverage something known as anticipated regret and provide your recommendation about how to proceed.

My favorite way of raising risk is with a chiasmus: “It’s one thing to have the insurance and not need it. It’s a completely different situation to need it and not have it.” That’s an interesting notion.

Attach that with something called “anticipated regret,” and now you’re getting somewhere. This is when you ask your target to consider the angst he would feel if he didn’t follow your advice and made a bad decision as a result. Researchers have proven that people are much more inclined to take your advice if they first considered what might happen if they didn’t: “How badly would you feel if, after we had this conversation, you found yourself in a situation where you were exposed.”

Then take your flashlight and lead that person through the darkness by offering an expert recommendation: “So here’s what I’m going to suggest: Get the insurance. Then if you need it, you’re covered.”

This week, try using a chaismus to get your way. Share your experience in the comments section below.

What Do Mirrors Have to Do with Effective Persuasion?

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I still remember a classic cartoon in The New Yorker that depicted a hiring manager and a job candidate sitting across a desk from each other, looking like mirror images. The hiring manager said, “I don’t know what it is about you, but I really like you!”

You look like me, and I like that about you.

Behavioral reflection can create more agreement, faster. It’s imperative to mirror your target’s body language, but the key is subtlety. If your target knows he or she is being mimicked, your persuasion prospects are greatly diminished.

It’s dangerous to hire, befriend, or support only those people who resemble us, and that’s not the point here. But making others feel comfortable by your actions is strong persuasion. That can be accomplished by “mimicking” (and I mean that in the best possible sense of the term; mimicking is not “mocking”) others’ own comfort zones.

The most obvious behavioral reflections include examples you probably already feature in your repertoire: Don’t remain seated if someone who is standing begins speaking with you. Smile if the other person smiles in greeting. Show proper facial expressions as the conversations develops. Don’t begin eating until everyone at the table has been served and your host begins to eat.

Those should be fairly obvious (though in today’s educational environment and lax society, you can never be sure). But what about more subtle forms?
Look at the person speaking, but don’t reveal any indication that you might be skeptical or feel exasperated. Don’t shift nervously, and attempt to match the speaker’s own level of energy and excitement, or his low-key minimalist nature. This is not manipulative body language; rather it comforts, enhances communication, and strengthens your persuasion power.

Reflect on situations you expect to be in and the people you expect to join you. Rather than constantly interrupt someone who needs to “think out loud,” exhibit patience and make that person feel at ease with his own cognitive processes. Similarly, don’t demand that someone who doesn’t get excited join in your excitement. Moderate your tone, and never insist on your own comfort. If people prefer to stand and converse, or chat over a meal, or sit in casual furniture, or walk about the property, join them. The more comfortable they are, the more likely they will be to listen to your case.

In new situations, take time to observe and evaluate the other person’s preferences. Mirror what you see. In ongoing situations, prepare accordingly for what you’ve experienced in the past. The key to the artistry of persuasion is flexibility — not some perfect style or behavioral predisposition.

All of this is simple to understand but may require time and practice in perfecting. Amazing things can happen when you adjust to environmental conditions in order to make your point.

How Savvy Words Can Increase Your Persuasion Success

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I’ve said this before, but it bears repeating — especially in discussions about persuasion: Logic makes you think, emotion makes you act.

Some words are more compelling than others because of their emotional heft. They create powerful mental images to which listeners can readily relate.

That’s why some of the best word choices are aspirational (terms that compliment and inspire), emotional (ones that prompt an immediate response) and involve loss language (which spells out the potential consequences or risks):

  • Our savviest customers; the company’s diverse suite of products; your compelling presentation
  • A sensitive situation; an urgent response; a feel-good solution
  • If we don’t act now, we might have to forfeit this opportunity; are you really willing to surrender to the competition?

    Unpack your trunk of adjectives and punch up the power quotient.

    Instead of just saying the team has to make a decision, try describing it as a crucial decision, or perhaps a far-reaching decision or a key decision.

    Be descriptive of your perception of another person’s perspective as enlightened, critical or well- informed.

    You’ll often see these words repeatedly used in advertising copy, because they repeatedly work: fast, easy, guaranteed, powerful, quick, inexpensive.

    Remember that a strength overdone is a weakness. Judiciously used, well-chosen adjectives can work tremendously; overuse, on the other hand, leads to hyperbole.

    Choose your words wisely.

    • Use These 6 Words to Hear ‘Yes’ More Often

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    When you are in the process of persuading, remember six powerful words that will force you to link a meaningful target benefit to your request: What this means to you is … 

    You can’t say it without saying something after it.

    When you start to focus on your justification points for why someone should take you up on your offer, liberally use this phrase as part of your rhetoric.

    Say, for example, you sell Harley-Davidson Motorcycles and are trying to explain to customers why the new Dark Custom™ series rivals the brand’s traditional bikes. Here’s a good line: “The Iron 883™ positions the Evolution engine in the nimble Sportster frame. What this means to you is you’ll be riding an iconic bike that’s dripping with power and character.”

    And what this means to you is … you’ll hear “yes” more often.

    If you don’t include these six words in your pitch, here’s another six words you might want to get accustomed to saying: Would you like fries with that? 

    How to Argue Effectively

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    I remember a long-ago staff meeting in which I was asked to share my thoughts on a proposal I didn’t much care for.  I knew, though, if I blurted out something like, “I think this is a horrible idea that could potentially debilitate our market share,” I wouldn’t have done myself any favors.

    So I kept my emotions in check and learned a valuable lesson about how to make a valid point in a staff meeting that can potentially change the future direction of a particular initiative.

    The first step is to remain calm — unemotional, even. Don’t change your facial expression or display body language that shows you disagree with something being said. Simply and politely interject and casually reframe the issue under discussion: “If I may interject here, I think the real question we should be asking ourselves is … ”

    Then provide three points supporting your position, and reinforce each one with a fact, statistic, or anecdote: “Why would we want to enter an already overcrowded marketplace with a new product that strays from what we do best? First, we’ll be behind all of the existing manufacturers in the market, and that’s not a place we’re accustomed to being. The latest user surveys suggest we are the go-to brand in all of our product categories; we won’t be with this new one. Do consumers really need or even want another choice? Research shows they already think the market is saturated. Also, some of our current customers might question why we’re moving away from our niche. We’ll be like Coors deciding to sell bottled water in the Nineties.”

    Finally, make a recommendation: “I’m in favor of pouring our resources and talent into a new product that will strengthen our current market share and not erode our credibility with consumers.”

    If your persuasive tactics are met with skepticism or downright ignored, bring in the heavy artillery: “Do we have data and examples that prove there is a need for the type of product you want to develop?”

    If your targets are unable to come up with satisfactory answers, great. Your work here is done. But if they engage your artillery with their own, inquire about the source of that information. Perhaps the firm used to gather market research has been the target of other companies regarding its questionable data gathering.

    This process works in non-meeting situations, too. Consider the people who work at a Kia dealership and need to convince BMW loyalists that Kia’s K900 luxury model (with a base price of $50,000) is an overall better value than that 528i sedan they’re driving now. Those salespeople don’t want to waste their time and energy talking about Kia’s lengthy and successful tradition of making mainstream, economy-friendly cars; they must focus on the fact that Kia is a luxury automobile maker, too, and emphasize that from visual, drivability and technological perspectives, the K900 compares favorably to the 528i. But add in options, and you’ll be paying a lot more to outfit that Bimmer with what comes standard on the K900.

    How to Make a Positive (and Provocative) First Impression

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    We all know that feeling of walking into a room in which we know absolutely nobody. You might think everyone is staring at you, and that could be true. In fact, they’re already forming opinions about you based on your posture, demeanor, attire, and overall appearance. That can be a harsh reality to face, especially if you’re looking back at a conference room full of expressionless members of the board of directors.

    The same thing happens in networking situations, which is why you should enter a room of strangers with a minimum/maximum mindset. Develop a range of goals, which will help you survive in uncomfortable situations. For example, during a social function at an industry trade show, don’t set expectations so high (drumming up new business with everyone you meet) that you’re bound to wind up disappointed. Instead, determine that your minimum objective will be, say, to leave with at least one solid lead for a new client, while your maximum objective could be to set up a personal meeting or teleconference to hammer out details of the new business you just acquired.

    To get to that point, though, you must exude confidence. So be prepared by researching your targets, developing three intriguing questions for any new person you meet  — Where are you from? How did you land in your current position? What’s your take on the new industry regulations? — and then be genuinely interested in what they say. In turn, your targets will take an interest in you and your business. Think of this counterintuitively: When they are talking, you are making a good impression.

    While what you have to say and how you say it can trump the fact that you might have a pumpernickel seed stuck between your front teeth after that morning bagel, it still pays to practice sartorial persuasion. In other words, dress well. In most business situations, that means your attire when visiting an organization’s headquarters should be 10 percent more professional than what employees typically wear there to work every day. If the men dress in polo shirts and button-downs, you should wear a sport coat without a tie. If the women wear skirts and blouses, you do the same and add a blazer with a bit of jewelry. If you don’t know what the office attire is, better to err on the side of caution. Same goes for trade shows and industry gatherings.

    Would you rather be overdressed or underdressed? Do you want people to think that you give your appearance thoughtful consideration? You better, because if you’re reliable in your attire, people will presume you’re also a likeable and trustworthy person to whom they can (and should) say “yes.” Remember the halo effect?

    How to Win Back Credibility

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    As chairman and CEO at General Electric for 20 years between 1981 and 2001, Jack Welch was known as “Neutron Jack,” because his often-draconian decisions left buildings standing but removed all the people. When GE suffered a variety of public bruisings — scandals within the multinational corporation’s credit department, price-fixing with diamonds in South Africa, money-laundering and fraud in Israel — Walsh unilaterally announced that henceforward managers not only were required to meet performance goals, but had to do so within the company’s value system. Doing one without the other would be insufficient. And, in short order, a conglomerate that manufactured everything from light bulbs to locomotives became a model company because Jack Welch had regained his, and his company’s, credibility.

    “I think you know in life what’s a good thing to do and what’s a bad thing, and I did a bad thing. And there you have it,” Hugh Grant told Jay Leno in 1995 after the actor was caught with a prostitute in Los Angeles. Grant went on to become a successful leading man in Hollywood — in part, I’ll argue, because he admitted his mistake and blamed no one but himself. That’s one way to mend a credibility gap.

    President Bill Clinton, another man whose moral temptations got the best of him, was impeached for inappropriate actions with an intern and then lied to Congress about his behavior. He emerged as a consensus builder and a brilliant politician.

    If those guys can regain their credibility, so can you. Here are 10 steps to put you back in good graces with colleagues and associates:

    1. Assess the damage.

    Try to understand what really occurred, factually and perceptively, that caused you to lose credibility. Ask others if you need objective help, because you can’t afford to underestimate the damage or assume it will pass with time. The damage O.J. Simpson did to his credibility did not pass with time.

    2. Start rebuilding credibility with small steps.

    Engage a few people or groups at a time, focusing on low-key topics and non-controversial issues. Make sure you deliver what you promise when you promise.

    3. Admit your error.

    Honesty counts for a whole lot in business. Lies have no place in running an ethical operation. Lying about a mistake or passing the blame will only undo whatever credibility you’ve managed to hold onto.

    4. Learn the language of apology.

    Sharing information about pending and completed decisions, apologizing for mistakes, and listening to and responding to concerns, questions and comments are at the core of leadership credibility. Simply understanding the power of apologetic language is a huge recovery step.

    5. Channel your inner Johnny Carson.

    Johnny Carson is one of my all-time favorite American entertainers. When a guest would mention a current event or piece of knowledge outside of Johnny’s realm, the host didn’t feign understanding, try to take over the conversation, or “one up” the guest. He simply said, “I did not know that.” That’s what I say now, and so should you.

    6. Understand selective memory.

    Allow some events to fade. Don’t keep reminding people of previous transgressions. You may have been tipsy at an office party, but someone else probably drank a lot more than you.

    7. Realize that credibility is a volume knob, not an “on/off” switch.

    It’s impossible to be “mostly pregnant,” but you can be “mostly credible.” Seek success, not perfection. Think of the needle registering on a gauge: You want it to keep rising, which represents strong and steady progress. It’s doesn’t need to be revving on the red line in order to be working properly.

    8. Remember that all things are relative.

    Nobody is asking you to be “the most credible” person ever at your job. You simply need to be credible. It doesn’t matter if you’re the most popular guy in the office or the best-liked gal in your department, so why strive to be the most credible? Such distinctions carry little weight in most cases.

    9. Conduct conversations about your lapse.

    This will allow you to prove you’re in a much better place now. Just don’t raise the issue incessantly. If you’re comfortable conversing about it, you’re going to make it a topic of conversation and not a cause célèbre.

    10. Shake it off.

    Don’t let mistakes undermine everything you do. Ignore the “doom loop” mentality of struggling with a credibility issue or an incident that serves only to further undermine your confidence and credibility.  Let it go the way an athlete overcomes a minor injury. Don’t go running to the training room or, worse, admit yourself to the hospital.

    Follow these tips, and get ready to watch your credibility climb.