Harnessing the science of persuasion

If leadership, at its most basic, consists of getting things done through o thers, then persuasion is one of the leader's essential tools. Many executi ves have assumed that this tool is beyond their grasp, available only to th e charismatic and the eloquent Over the past several decades, though, exper imental psychologists have learned which methods reliably lead people to co ncede, comply, or change. Their research shows that persuasion is governed by several principles that can be taught and applied. The first principle is that people are more likely to follow someone who is similar to them than someone who is not Wise managers, then, enlist peers to help make their cases. Second, people are more willing to cooperate with those who are not only like them but who like them, as well. So it's worth the time to uncover real similarities and offer genuine praise. Third, experiments confirm the intuitive truth that people tend to treat yo u the way you treat them. It's sound policy to do a favor before seeking on e. Fourth, individuals are more likely to keep promises they make voluntari ly and explicitly. The message for managers here is to get commitments in w riting. Fifth, studies show that people really do defer to experts. So befo re they attempt to exert influence, executives should take pains to establi sh their own expertise and not assume that it's self-evident. Finally, peop le want more of a commodity when it's scarce; it follows, then, that exclus ive information is more persuasive than widely available data. By mastering these principles-and, the author stresses, using them judiciou sly and ethically-executives can learn the elusive art of capturing an audi ence, swaying the undecided, and converting the opposition.