Last week I wrote that to be as persuasive as you can be, you should stop pushing and start pulling. I took Robert Cialdini’s six principles of persuasion, reworded and rearranged them a tad and then put them in a hierarchical order of persuasiveness.
I once ran a chemical plant for what was then ICI. I was a shift supervisor at Rhodes in Sydney, a zone now redeveloped as a major shopping and residential apartment area. The world changes, and so have I. When you run a continuous process chemical plant, the money is in keeping it online 24/7
To influence you must build trust. Here are some ideas on how you can assess the level of trust perceived by those you wish to influence. My thanks to Didier Verstichel from Belgium for his reply to a recent blog of mine, where he gave me the trust formula he uses (he doesn’t remember the
Recently I ran my Risk Leadership training for a client and I had a room of participants that arrived with an extremely poor perception of risk. My role was to convince them of the value of risk and to have them leave the room with definitive actions agreed as to how they will derive that
Everyone is an adviser. Even if you are the CEO or the Chair of the Board, you are an adviser. As an adviser you seek to influence key decisions. The people we take advice from most readily are those we most trust. To be clear, trust is contextual. I trust my mum, but I don’t