This book is about how to influence people in the workplace. It talks about an important concept called compliance, which is the science of getting people to say yes. They are six universal principles of compliance:
The three classes of influence agents (people who influence other people) are:
Bunglers - Fumble from benefiting from influence. You must avoid being a bungalow. This book will show you how.
Smugglers - are familiar with the principles of compliance. They trick people into complying. For example, a computer salesman pretends to be an expert on computers, and the customer is led to buy a computer, but the salesman was not actually an authority on computers. Smugglers do not care about their self-image, their integrity, or their honour.
Sleuths - are knowledgeable and ethical. They approach a situation as a detective. The more of the six principles of influence they use, the better. In this situation both parties benefit. It is a mutually rewarding relationship. A win-win situation.
The rule of reciprocity is that you treat others the way you want them to treat you. If someone gives you a gift, you should give them a gift too. For example, Hare Krishna devotees give flowers to people and then people give them donations. People bought themselves out of the rule you don't take without giving.
When you go to a store and they serve you well, you want to spend money there. This is a sleuth approach. If you're a manager, it's important that you have a positive attitude. If you want information you must give information first.
Whatever you want from others, you must first give it first. For example, you’re a manager and you need a ride to the office. You get a lift. 10 days later, the employee’s job evaluation comes up. There’s a promotion and he is in line. The challenge is to be obligated to give him a promotion to him over someone more qualified. You must repay a personal favour with a personal favour, not a business favour. Business favours only for business favours.
Bunglers strategy - when you do a favour for someone, and you refuse when they want to do you a favour. Accept what you deserve gracefully. Say, “You’d do the same for me,’” when someone thanks you for a favour you did for them. When you need a big favour they should say yes to you.
Something becomes more valuable because of scarcity. 2 cookies in a jar are more valuable than 10 cookies in the Jar.
In 1989, Coke made new Coke, but people wanted old Coke back because they liked the taste. Old Coke was preferred because of scarcity. New Coke was preferred in blind testing because new Coke was scarce.
When people know what they can't have, the desire shoots up. This is why you should highlight unique features of your product. For example, if a customer procrastinates, tell him what he will lose if he doesn't get the product. People value scarce resources especially when these resources are in competition with a rival.
Scarcity also applies to all information. If information is scarce, you value it. A product can be scarce if the information about the product is scarce. If someone imports beef from Australia, and you tell people there's a scarcity of beef from Australia because of weather conditions, this information is scarce and the products sold could increase.
If you buy toothpaste, and it is endorsed by the dental authority, you will buy it. If an error is made by a flight captain, and it's not corrected by others, this can lead to a disaster.
How do you avoid the authority trap? If you are in charge of making decisions, you must establish that you welcome the knowledge of those under you. You are human, and you make mistakes.
What does it take to be credible in the eyes of others? 1) Expertise 2) Trustworthiness.
For example, a physiotherapist shows certificates on the wall to show patients their expertise. You develop trustworthiness overtime. If you meet someone for the first time, you can develop trustworthiness by telling them about a draw back about your product.
Say something contrary to your own needs. For example, L'Oreal is expensive, but it's worth it. A waiter in a restaurant leans over and says to the diner, “Don't get that.” He suggests to them that they buy something less expensive. He’s acting against his own interest. Now that he has their trust, he can influence them to get expensive wine and desserts. He smuggled it in. He lied.
But, if he asked the chef if it was good, and the food was not good, he would be a sleuth. This would be a win- win situation, and this makes you want to go to the restaurant again.
Very frequently people decide for themselves what to think, feel and do in any situation by examining what other people are thinking, feeling, and doing. This is why people follow a crowd.
People in a Singapore bank withdrew all the money. There was a line of people waiting for a bus nearby. They saw what was happening, and they withdrew their money as well. The people in the line followed the crowd.
Sitcoms have laugh tracks, and people laugh along with these laugh tracks. They follow the crowd.
There are three conditions that make people follow others:
If you want a donation, and you show people a list of other people in the neighborhood who have donated, people want to donate. This is why testimonial letters are good. When you see people give a positive testimonial about a product, you will be more likely to buy.
Consistency is admirable. A high degree of consistency is associated with mental strength. If I can get you to make a commitment, you will, think, feel, and act consistently.
For example, if you place a pin on a person, that person is more likely to donate money. You got them to commit by wearing a pin. Only psychological commitment can cement lasting change.
In order to get lasting change it must be 1) Active 2) Public and 3) Voluntary.
In order to get someone to commit, they must be active. For instance, writing a written statement is active. Writing a testimonial is active.
Also, people must comply voluntarily. When people make an active, public and voluntary commitment on the quality of your product, they will stay with your company. This is a powerful influence.
When tupperware parties are hosted by your friends, you feel obligated to attend these parties because the host is your friend, and you like the host. This means a successful business.
You must get your influence target to like you. What you do first critically influences what you do later. How do you get people to like you? 1) Similarity 2) Praise 3) Cooperation.
Similarity - we like people that like us. You have to be truthful about your similarity. Don't Lie. Have informal chats to uncover any similarities between you and a customer. You can trigger a liking bond. For example both of you support the same sports team. Do this at the beginning.
Praise - we like people who say they like us. For example, a car salesman sends holiday greeting cards to former customers. The card says, “I like you.” He sent these cards to 13000 customers. He said he thought this worked to sell cars.
People like praise even if it's not true. Praise can be sincere or insincere. The smuggler is dishonest and will bungle the chance to like the person they are complimenting. When you genuinely compliment someone they lower their defenses. Be a sleuth. Notice similarity, and genuinely compliment them.
Cooperation means working towards a common goal. People can see each other as friends. Make departments co-operate, to achieve a common goal, so people will like each other.
The six universal principles of getting someone to say, “Yes” are reciprocity, scarcity, authority, consent, commitment and consistency, and friendship and liking.
-Denershan Naidoo
--------------------------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------------------------
Twitter: https://twitter.com/denershannaidoo
Instagram: https://www.instagram.com/denershannaidoo/
YouTube: https://www.youtube.com/user/denershan
