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Be More Persuasive By Asking More Meaningful Questions

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Obtaining meaningful background information is critical when in the process of making a sale — and it will make you appear more persuasive in the eyes of everyone from your buyer to your boss.

In order to do that, try asking questions like these:

  • “If I may inquire, how long have you been thinking about this?”
  • “What prompted your research for this [car, computer, consultant]?”
  • “You sound informed; where have you done your research?”
  • “What do you know about [some feature, product, or approach]?”
  • “Have you determined a reasonable budget for this purchase?”
  • “Are you hopeful to have this done by [this quarter, the end of the year, after the snow melts]?”

These questions will give you a fairly solid idea of where your buyer is in his or her purchase cycle. Don’t be afraid to ask for specifics. If the buyer says, “I’ve looked online.” You can come back with, “Where, specifically?” The idea is for you to augment the prospect’s online research with your own knowledge, company information, and other services, and to obtain enough background information to help move you to the head of the pack in terms of being able to help this prospect.

A jumbled, incomplete account of a prospect’s history – “The company is thinking about maybe hiring a consultant to help with employee stuff; not sure what made them call us; sounds like they’ve talked to some other firms; they think they have budget and are planning to do something sometime next year” – does no one any good.

The prospect’s history, as obtained by a high-performance salesperson, should read something like this:

“Mack & Howe are looking for a consultant to help reduce employee turnover; they came to us because they read about our company in Forbes; they have already talked with two other firms: Deloitte and Stevens & Associates; are looking to spend between $50,000 and $75,000; and they want to have an initiative in place by the first quarter of next year.”

Or this:

“Prospective buyer is named Kurt Samson and is currently driving a 2007 Lexus; has heard great things about the new Lincolns and wanted to check them out; he’s considering a Cadillac, too, and has visited both local stores; customer is working at the medical center as an anesthesiologist and is expecting a nice end-of-year bonus to put toward this purchase, which he doesn’t want to cost more than $500 per month; open to leasing.”

In both of these sample profiles, the salesperson has gathered the prospects’ names and interests, as well as key details about employment, what prompted them to consider the salesperson’s organization, where else they’re looking to buy, their purchase time frame and a good deal of info about financials. All of these details should be recorded in the organization’s customer relationship management system, on a spreadsheet or even in a notebook. They will likely be referred to time and again before the deal closes.

As a salesperson armed with this information, I know with whom I’m potentially competing. Combine this knowledge with other information I’ve acquired about the prospective buyer, and I now possess very specific details that will help me best serve the customer. And when my sales manager inquires about the crucial information I’ve obtained from a prospect, I can emphatically answer in the affirmative and show the information.

This is performance-based selling — and it makes you more professional, more credible and more persuasive.

 

How to Create Your Own Halo Effect

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One idea critical to increasing a person’s persuasiveness is the so-called “halo effect” — which doesn’t receive as much attention as it should. When we judge others positively in one aspect of their lives, we often judge them positively in other unrelated aspects. This is known scientifically as exaggerated emotional coherence, and more commonly referred to simply as the halo effect.

Edward Thorndike first observed the halo effect in 1920 via a paper called “The Constant Error in Psychological Ratings,” which analyzed military officer rankings of subordinates. If a soldier boasted a strong physical appearance, he also was considered to have impressive leadership abilities. If he were loyal, he also was rated as highly intelligent. The correlations proved way too consistent for Thorndike, who determined that officers’ impressions in one area of a soldier’s experience too often colored their impressions in another.

That practice holds true today. If someone is attractive, he also usually is considered smart.  If a person appears enthusiastic, she often also is perceived as hard working. Friendly? Must be a good leader, too. We draw generalized conclusions based on a specific data point.

Priming the Halo Pump

First is foremost. People’s impressions are colored by the first piece of data they receive, and their subsequent impressions are shaped by that data. One of the earliest and most enduring studies of first impressions and the halo effect was completed by psychologist Solomon Asch, who asked people to evaluate the personalities of two individuals named Alan and Ben.

Alan: intelligent – industrious – impulsive – critical – stubborn – envious

Ben: envious – stubborn – critical – impulsive – industrious – intelligent

Obviously, the series of adjectives used to describe Alan is simply reversed for Ben. Here’s the catch: Although the same words appeared in a different sequence, test subjects always viewed Alan significantly more favorably than Ben. Even Alan’s negative characteristics were seen more positively, because of the positivity applied to the initial descriptors. If someone you view positively possesses a stubbornness streak, you consider him a person who takes a principled stand. On the other hand, if you already have a negative impression of that person, the stubbornness can be seen as a sign of inflexibility and unwillingness to consider new ideas.

Creating Your Halo

The clear takeaway here is to attempt everything you can to make your entry point with a target positive in some way. As a general rule and in the earliest stages of a relationship with a target, you should dress well, be friendly and approachable, and be well read, well traveled and conversational. Be able to articulate your value and add important contributions to discussions. Make a favorable impression early, and you’ll dramatically improve the likelihood of hearing “yes” later.

Meeting an important target with whom you want to cultivate a positive and persuasive relationship? The savvy professional puts thought into not only how to make a positive impression, but also how to shape conversations. For example, consider the context of the meeting. Will it be a formalized business setting, such as a boardroom? Or will it be a more casual one-on-one exchange in an office? Conduct some research and explore similarities, interests and unusual aspects of the target’s background. Be prepared to speak intelligently about the issue at hand, ask intelligent questions and add a thought-provoking perspective.

Your halo will be showing soon.

How Your Face Can Betray Your Words

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A biotech marketing director once asked me, “Mark, how do I get my team onboard with a program I don’t believe in?”

My immediate, slightly sarcastic mental response: There’s no magical approach.

My actual response: “You can’t.”

Your external actions and internal thoughts must be aligned. I call this “congruency.”

A Harley-Davidson dealer wanted my help increasing sales of new motorcycles at his store. So I did what consultants do: I evaluated the market, employee skills, dealership processes and the like. Improvements could be made, but something else was wrong. When I casually asked the motorcycle sales manager what kind of motorcycle he rode, he replied, “Oh, I don’t ride motorcycles. They’re overpriced and dangerous.”

Mystery solved.

If that sales manager didn’t support what he was selling, how in the world could he convince his customers? If you are promoting a product, an idea or an initiative, ethically you need to believe in it. And even if we were to put the ethical issue aside for a moment, if you don’t believe in what you’re talking about, your facial expressions and body language will give you away.

In 1966, two social scientists by the last names of Haggard and Isaacs filmed husbands and wives engaging in difficult conversations. Who manages the money? How should we raise the kids? All sorts of emotionally charged issues were discussed during these therapy sessions. During the exchanges, Haggard and Isaacs took notes on even the briefest facial expressions made by the couples and discovered what they called “micromomentary facial expressions” — commonly referred to today as microexpressions.

Microexpressions last between 1/5 and 1/25 of a second and typically occur during high-stakes conversations when someone has something to lose or gain, and at least one person is attempting to suppress his or her true feelings about something. Subsequently, the other person almost always senses this disconnect.

Is your mouth saying something different than your face?

What Is Enlightened Self-Interest — And Why Should You Care?

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Although technology, society, demographics, and economies have changed greatly, some persuasive patterns remain remarkably unaltered by time.

The oldest method of getting someone to do something is to reward or punish, typically known as a “carrot” or a “stick.” Common business incentives include an increase in compensation, recognition or responsibility.  That’s the “carrot” side of this equation; the “stick” side involves punishing someone for either doing or not doing something. Pay is docked, participation in a project is cancelled or the highly anticipated business trip is withheld.

Rewards and punishments are largely considered coercive actions. The moment you remove the coercion (the carrot or the stick), the coerced individual regresses to previous behavior. Long-lasting career success requires real agreement, not a momentary nod.

Another age-old approach to attaining buy-in is through normative means, or via the “norms” of a group. As in, “all the kids are doing it.”

This is a very difficult way to reliably achieve agreement because people are so mercurial. Today, you must be savvier than ever in your approaches to persuasiveness. And the savviest approach of all involves appealing to your target’s enlightened self-interest.

The concept of enlightened self-interest is largely attributed to 19th century French economist and social observer Alexis de Tocqueville and his landmark work, Democracy in America.

de Tocqueville’s idea involves doing things that are positive and right (profitable and ethical, in other words). If it’s positive for you (your increased income, your professional status, strengthening your organization), positive for other parties involved (your target and your target’s organization) and positive for the larger whole in which you operate (your industry or your community), then why not do it?

Self-interest can be good; enlightened self-interest is tremendous.

Appeal to the enlightened self-interest of others and prepare to hear “yes” again and again.

Do You Possess These Five Essential Persuasion Behaviors?

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A behavior is how you conduct yourself in a given situation. In professional settings, wildly persuasive people are:

  1. Assertive: Inclined to be bold and self-assured
  2. Empathetic: Possessing the ability to see the world from another person’s perspective
  3. Communicative: Adept at applying verbal and nonverbal communication
  4. Tenacious: Extremely persistent in adhering to or accomplishing something
  5. Resilient: Possessing the ability to recover quickly after hearing “no”

How many of these persuasion traits do you possess?

How a Little ‘Yes’ Leads to a Bigger ‘Yes’

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The scientific psychological evidence is clear: People are more willing to take you up on larger requests later if they’ve said “yes” to smaller ones first.

Consider how many times your buyer has said “yes” in one form or another, even in the earliest stages of your sales process:

  • “Yes, I’ll tell you my name.”
  • “Yes, I’ll tell you when I’m thinking of buying.”
  • “Yes, I’ll tell you what aspects of your offer interest me.”
  • “Yes, I’ll tell you where else I’ve gotten information.”
  • “Yes, I’ll tell you my phone number.”
  • “Yes, I’ll tell you my e-mail address.”

This is powerful sales psychology. Ignore it at your peril, because a much bigger “yes” could be in your future.

How to Make Yourself A More Interesting Sales Professional

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As a salesperson, you want to – nay, you need to – engage with prospects. The problem is that many go about this process in completely the wrong way. Most salespeople, in an attempt to quickly establish rapport, will ask innocuous personal questions: “Do you play golf?” “Do you like fishing?”

At some point, you may have conversations with your buyer that include those exact questions. But if you’re looking to boost sales results, that kind of banter should be saved for later. So should talking endlessly (and usually aimlessly) about yourself. Instead, ask provocative questions about your buyer’s opinion regarding the business at hand. Here are some B2B examples:

  • “How will the recent drought in the Southwest affect your expansion plans?”
  • “Will the bankruptcy filing of your competitor’s transportation unit have any consequences for your organization?”
  • “How might the new financial regulatory reform impact your business?”
  • “Will the continued elimination of land-line phones in favor of mobile phones alter your marketing campaigns?”
  • “How will the closing of the London office impact your division?”
  • “What do you like about what’s going on right now in your industry (or your organization)?”
  • “What would you change if you could?”

Note that these questions can be categorized as either current events or related to competition, government regulation, social trends, organizational issues or experience. With a little intellectual effort, you can apply the same model to retail sales. As you might suspect, I’ll provide examples about selling motorcycles.

  • “Do you think we’ll ever see ‘green’ motorcycles? You know, environmentally friendly bikes? (Not ones that are actually green.)”
  • “Have you seen the new model the other guys just introduced?”
  • “Would you endorse hands-free mobile devices for motorcyclists?”
  • “Have you been to our newest location on the north side of town?”
  • “What do you like about our dealership?”
  • “What do you wish we would do differently?”

These questions will do more to accsellerate your sales than any personal questions about golf, or fishing or family vacations.

First of all, these probing, thought-provoking inquiries provide you with important details about what your prospective buyer is thinking and how you might be able to help him make up his mind. But even more importantly, they make the buyer think more highly of you, because you’ve asked questions that were out of the ordinary, questions that prove you know what’s going on in the industry and the world.

They probably will boost your credibility, too, because you’re asking for buyers’ opinions – a strategy that suggests their opinion is most important, not yours. After all, if you’ve got the good sense to ask for my opinion, I can’t help but like you. It’s as immutable as the law of gravity.

Five Ways to Influence Your Peers at Work

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Now that we’ve addressed persuading superiors and subordinates, there remains one last group of targets to address: your peers. This is known as “influencing sideways.” Peer pressure is among the strongest of all propulsions in the workplace (and elsewhere). How can you leverage it? Here are five ideas:

1. Cultivate favors by doing favors.

You can make people “offers they can’t refuse,” because they are obligated to you. But this requires you to do well by others first, creating — say it with me —reciprocity. A quid pro quo. Whose quid and whose quo can be worked out later. People respond to obligations.

2. Link agendas.

Strive to forge common goals in an attempt to initiate persuasion. Employees at a tech startup, for example, might think they serve two very different customers: the hardware providers and the end users. But there clearly exist areas of overlap, such as eye-popping graphics and the goal of seamless integration. Find the common areas of fulfillment with peers to then share ideas and resources. These may involve people, money, information or facilities. The cost to you is minimal; the effect potentially substantial.

3. Leverage loss aversion.

This may sound harsh, but leveraging the aversion to loss is a key factor in navigating peer pressure. Helping peers feel protected from loss of status, talent, income and market opportunities can significantly impact your desired outcome. Allow people to see that your intentions are comforting, not threatening, and they’ll remember.

4. Covet your credibility.

The fastest path to “yes” is your credibility. The more your peers can rely on your past behavior, track record, honesty and commitment, the more likely they will be to accept your claims, offers and pitches. Reliable inertia takes over when your peers have experienced positive outcomes with you in the past.

5. Be fair.

Ensure that, in reality and in perception, the support you seek is not unilateral. Make it clear and obvious that no one (most importantly, you!) is taking advantage of anyone else. Insist on establishing a win/win dynamic.

Influencing Down: 7 Ways to Convince People Who Answer to You

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Your ability to influence multiple people can take many different forms, requiring you to “influence up” (your boss, shareholders, a client’s president) and “influence down” (your department colleagues, a new hire, a contracted employee).

In a previous post, I presented seven ways to influence up. Now, let’s look at the opposite of influencing up, which is influencing down the hierarchical ladder. You don’t want people merely following orders or feeling coerced, because you’re likely to attain compliance but not commitment. Instead, you want enthusiastic supporters who demonstrate innovation and passion for their work and the outcomes.

Here are seven ways to influence down (which, like influencing up,  also work well in individual persuasion situations):

1. Use your “home field advantage.”

Your office is the perfect place to persuade, especially if you and your targets are surrounded by your honors, awards and diplomas — which subtly show the power of your position. Showcase your authority and remain more comfortable than anyone else in your own surroundings. (Obviously, if you work in a cubicle or you’re pitching a large group, you’ll need to find an alternate location. In that case, a neutral space such as a conference room or an offsite location might work best.)

2. Avoid condescension at all costs.

Treat everyone as a rational adult by never implying a concept or topic is above someone else’s “pay grade.” Keep your voice confident, low-pitched, and professional, and avoid “up talk” at the end of sentences (ending the sentence on a higher pitch than you began, making declarative statements sound like interrogatives).

3. Be brief but not abrupt.

Make and take time to entertain questions. Pay as much attention and invest as much time as you would if you were influencing up. Don’t expend less energy simply because people have lesser positions.

4. Leverage honest ingratiation.

In other words, sweet-talk your targets: “Your team has an exceptional track record with this marketing campaign, and I’d like your support in taking the initiative to the next level, because I know you guys can handle the added responsibilities.” If you’re honest and sincere, this is a fine tactic. If you’re neither, then it’s merely manipulative and will be unethical, ineffective and perhaps even counterproductive.

5. Request input.

Don’t just ask for positive feedback, but invite negative comments, too, about what weaknesses your targets can detect in your pitch: “What do you see as the main vulnerabilities of this marketing plan?” It’s far more effective to elicit views regarding both sides of the issue rather than blindly believing your idea is perfect (or at least the only option).

6. Give targets an opportunity to contribute.

Explore how latitude of action and independence could help sway opinion: “We need someone to organize the database, work with the agency on calendar issues and write the sales force communication. Which of these tasks would you most prefer?” In fact, application of talents and recognition for accomplishment are two of the primary motivators in the workplace. Why? Because people love autonomy. Incorporate that need into your plans whenever possible as another way of appealing to others’ self-interests.

7. Don’t micromanage.

I call this approach allowing “freedom with fences.” You delegate to subordinates all the time with the intent of reducing your own labor intensity, and the same dynamic applies here. Set aside some time to provide feedback, of course, as well monitor results and fine-tune, while still remembering that autonomy often drives employees. (Feedback isn’t necessarily something all employees want, but it’s something you should know they need.)

Moving Up: 7 Ways to Influence Important People

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Your ability to influence multiple people can take many different forms, requiring you to “influence up” (your boss, shareholders, a client’s president) and “influence down” (your department colleagues, a new hire, a contracted employee).

In this post, I present to you seven ways to influence up — which, incidentally, work well in individual persuasion situations, too:

1. Speak the language.

How do your targets view their work and their environment? Do they talk about market share, return on investment, return on equity, risk mitigation, competitive advantage, market intelligence, shareholder value, stakeholder opinion, media response, or global presence? Try casting your arguments in your targets’ language. In other words, interpret your goals for acquiring increased development funds in terms of higher market share and make a case for achieving a strong ROI in a brief timespan.

2. Deal in evidence, not opinions.

Assemble the facts and remember that we’re talking about rules, not exceptions. The phrase “the exception proves the rule” means the hare beats the tortoise 999 out of 1,000 times. Frequency of occurrence helps support facts and separate anomalies. Make sure your points are evidence-based and unassailable.

3. Focus on solutions.

Don’t threaten people with an inquisition. Seek ways to rectify and reconcile so that everyone finds the solution satisfying. 

4. Concision.

Don’t tell people everything you know; tell them only what they need to know. You need your targets’ attention, not their captivity. So ensure that you can succinctly state your case in a minimum number of words and allocated amount of time. Which brings us to…

5. Manage the clock.

If you end a meeting 10 minutes early, nobody is going to complain. But if you’re running over the allocated time by two minutes, people will rapidly lose interest — even if you held their undivided attention three minutes ago. To avoid that, work backwards, allowing the final 10 minutes of a designated timeframe to be used to develop consensus, determine next steps, set times and dates, and allocate accountabilities. These are busy people, and they have other places to be and people to see.

6. Stand your ground.

Maintain the courage of your position, meaning that while you should remain open to other views and even criticism, don’t back down in the face of strong opposition or peer pressure. People are most prone to follow both formal and informal leaders who can take the heat and lead the way through ambiguity and resistance.

7. Relish the contrarian position.

“Yes men” are abundant in organizations, and they usually attempt to side with the status quo to remain in the boss’s good graces. If you want to truly succeed at persuasion, be willing to stand out and be identified as someone with ideas that don’t adhere to the overused slogan, “That’s how we’ve always done things.”

These best practices to “influence up” are based on boldness and brevity, which strong senior people tend to appreciate and respond to positively. Remember, the people with whom you are dealing in group persuasion environments are paid to achieve results, and the quickest, most obvious roads to that success will strike harmonious chords. So make your case in their language with an outcome-based focus in as brief a time as possible.