2. What is Persuasion?
The art of persuasion is the art
of finding the best available
means of moving a specific
audience in a specific
situation to a specific decision
4. Persuasion
in the Real World
Presenter
Audience
Your Needs &
Interests
Their Needs &
Interests
Subject
Your Program or Product or
Opinion’s Needs &
Accomplishments
5. Persuading is like
making a candle
Melt
Mold
Harden & Ignite!
Adapted from E.M. Griffin. The Mind Changers. Wheaton, Illinois: Tyndale Publishers, 1976.
6. Melting Resistance
To Melt Resistance
Be honest
Find common ground
Use humor carefully
Appreciate what they
are already doing
Give realistic pros
and cons
Ask them to make
your case
To Raise Resistance:
Be insincere
Shout “You’re
wrong!”
Use weak humor
Guilt trip them
Use improbable
threats
Lecture them
Try to melt resistance before meetings if possible, or
as soon as meeting your audience.
7. Molding Opinion:
Know your Audience
They are concerned about local issues
and local people
They make decisions with both their
minds and hearts
Make local arguments
Appeal to both
They may feel financially pressured
Show the financial benefits to your product
or program.
8. Molding Opinion: Know
what moves your Audience
What do they all commonly want?
They want to be healthy and happy
They want the respect of others
They want to be responsible leaders
They want to feel successful
They want to hear success stories
They want to avoid pain and failure
Show how your product or opinion meets
their needs
9. Molding Opinion:
Present Professionally
To trust you, your audience must believe
you are a competent person, a
professional
Present information accurately
The data and facts
The names
The spelling & grammar
10. Molding Opinion:
Present Personally
Never talk down to or over the heads of
your audience
Tell your story simply
Use short simple sentences
Show rather than tell
Illustrate with short stories of success
11. Molding Opinion:
Make your argument clear
Answer basic questions
Show the real, positive results achieved
by your opinion or product to meet real
needs
Show what your product or opinion has done
Show what your product or opinion will do
Show what your product or opinion cannot
do if not used and what the cost will be
12. In Closing, IGNITE!
People may feel for you and
agree with you, but if they do not
act on your behalf, your
presentation fails its purpose
13. Harden & Ignite!:
Believe in your cause
To ignite others to support your cause,
first YOU should be on fire
Why should others care if you do not?
You show your convictions by your
Passionate presentation
Confident presentation
Positive presentation
14. Harden & Ignite!:
Summarize & Seek a Decision
Summarize what you already agree on
Smile
Assume the best
Make a specific request
Be thorough but . . .
Be brief
15. Principles for
Powerful Persuasion
Melt Resistance
Mold Opinions
•
•
•
Know your audience well
Make your argument clear
Present personally & professionally
Harden & Ignite!
•
•
Believe in your cause
Summarize & make a specific request
16. Does it always work?
Of course not!
Some people come equipped with closed
minds (They’ve already decided)
Some people come with busy minds
(They aren’t really listening to you)
Some people will not agree with you (so if
you can’t convince them, at least help
them be sorry they can’t agree with you)
17. Remember….
Your audience expects you to be
accountable – to show the positive results
of your opinion or product
So inform the people about the difference
you are making with your product or
opinion.
Show the people that your opinion is vital
Ask the people for support without
apology
Corollary: You can’t expect to persuade the same people in the same way in different situations. New situations require new tactics.
Classical persuasion techniques are based on three primary elements:
Ethos – How trustworthy is the presenter (you) and does your audience like you?
Pathos – What are the values of the audience and what motivates them?
Logos – How reasonable, straightforward, and well-documented is your argument?
Each of the three elements is complicated by the constantly changing backgrounds in each unique situation.
Presenter – You come to the table with your own personal and professional needs and interests. You must focus on the specific decision that will be made on this occasion (the subject).
Audience – They come distracted by their own personal and professional needs and interests. Your job is to help them relate your subject to their needs and interests, to convince them that this decision will help meet their needs as well as yours.
Subject – Your program comes with its own history and needs to continue or grow. Here you want to put a set of human faces on your program: it is not what you do—it is who you affect that sells your program.
The “Forest Gump” principle of persuasion:
You must melt the natural resistance every person has to change.
You must mold opinion to move your audience toward the decision you desire.
You must harden that opinion into a firm decision and ignite them into acting on it.
You can quote national figures but make local applications.
Facts and figures for their minds/illustrations and stories for their hearts (pictures?)
Among many other things, they are motivated by obligation, common sense, and fear.
Obligation – they want to do what is right, to fulfill the commitments they have made
Common sense – they want to do what is possible
Fear – they do not want to fail or be rejected (= not elected)
If you cannot be trusted to get the small things (the details) right,
how can you be trusted to get the big things (the funded programs) right?
Treat your audience as people should be treated—with respect.
Who, what, where, when, why, and how and never forget the “So what?”
Mind, emotions, and will diagram
People will not care what you know until they know that you care.
Close the deal.
You can’t sell if you never ask people to buy.
Don’t leave your audience wondering what they should do next.
Know your audience well (pathos)
Make your argument clear (logos)
Present personally & professionally (ethos)
Remember there will be other times and other decisions.
Burn no bridges!
You don’t have to apologize for asking others to help you do what is right.
Thank you for listening;
Now put these principles to work in your programs.