When you try to persuade people, prepare for road bumps. They may not listen, behave courteously or even let you finish a sentence without interrupting. Don’t let their negativity defeat you.
Face it: Strong emotions can come into play when you negotiate. In 2011, the sale of a $3 million brownstone in New York’s Greenwich Village almost blew apart in a fight over a $300 washing machine. One of the buyers ripped up a seven-figure cashier’s check and stomped out to a bar. So what does this mean for you?
Identify your goal before you try to persuade others. What action do you want them to take as a result of your remarks? To stay on track and keep things simple, reduce your goal to 12 words or fewer.
Joseph Duveen, a prominent British art dealer in the early 20th century, wanted to win Andrew Mellon as a client. Rather than simply contact the American banker and invite him to buy art, Duveen preferred to proceed in carefully plotted steps.
When Yahoo co-founder Jerry Yang hired Terry Semel in 2001 to rescue his web portal, eyebrows arched. Semel had barely used a computer. What he had done was prove himself as a dealmaker and people person. Semel even claimed his lack of technical knowledge was good because it made him a “typical user.”
The most persuasive person that August Turak has ever met was a 19-year-old undergraduate at Duke University named Meredith Parker. Their conversation holds the secret to persuasively getting what you want:
As a federal prosecutor, DeMaurice Smith never backed off. That’s precisely how Smith, more lately as head of the NFL Players Association, secured a good contract for his members in 2011. His secrets? Three P’s:
The power of transparency is that it speeds trust and collaboration, says Dov Seidman, founder and CEO of compliance training firm LRN. And, surprisingly, it’s incredibly disarming.
Tuning in to body language is one of the most important things you can do in business situations. Unfortunately, most of us become so wrapped up in what we’re saying, we forget to pay attention to the person we’re talking with. The solution: Look out for basic cues.
Understanding the distinction between power and leadership—how leaders use power to accomplish things—is the work of historian Robert Caro. In his books on President Lyndon Johnson, Caro shows that power doesn’t corrupt so much as it reveals: When you amass enough power, it reveals what you’ve really wanted all along.