You and I live in a globally competitive environment. Those who can get the most attention, maximise that moment of opportunity and then successfully SELL, are the winners. Today we look at persuasion and personal credibility. In the book “Influence: the Psychology of Persuasion”, renowned psychologist, Robert Cialdini, identifies key principles of building personal credibility. They provide a road-map for entrepreneurs seeking to convince stakeholders they are the real deal.
(below quick brief for busy people)
Reciprocity
People are more likely to do something if they feel like they are returning favours or repaying debts. So, as an entrepreneur, offer small giveaways to potential investors or other stakeholders. Email them an article they will find interesting, introduce them to a potential customer or make legitimate suggestions that might help their business. Over time, many will likely factor reciprocity into the decision to become a customer.
Consistency
People respect others who honour their commitments. So, meet your milestones. Arrive on time. Do what you say you will do, and gently remind people that you always come through. Deliver on small promises, and you will be in a better position when you start asking customers for larger commitments.
Likeability
There is a reason why the hostess at a restaurant is almost always an attractive young woman, and why car salespeople insist on calling you by name. The more that people personally like or are attracted to an influencer, the more likely they are to comply with a request. So be genuine and likeable. A true entrepreneur believes he or she is honoured to help customers solve their needs.
Scarcity
People want what they cannot have. You can force their hands a bit by offering products or services for a limited time only. Consider raising prices instead of discounting. The diamond industry has done this to great effect. Diamonds are not the scarcest gemstones, but massive marketing campaigns have convinced people they are rare and “forever.”
The absolute cornerstone of your ability to persuade rests largely upon the level of negotiation credibility that you achieve with your negotiating counterpart.
When you talk, do they really believe what you are telling them? Unless they do, there is simply no way that you can persuade them to do what you want them to do in a negotiation.
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PS: Rosh’s extracts come from books, articles and personal research and experiences