There are two essential elements at play in the ability to influence: one is credibility and the other is connection. The message needs to have substance and the delivery needs to enable the message to be heard.
One of the leading researchers in the area of Influence and Persuasion is Dr. Robert Cialdini. In his highly acclaimed book ‘Influence’,he explains the psychology of why people say "yes"—and how to apply these understandings. He has identified six principles, which underpin influencing behaviour change in others.
1. Reciprocity:
We generally like to return favours, pay back debts and treat others as they have treated us.
2. Commitment:
We have a desire to be consistent, once we’ve committed to something, we are more inclined to go through with it.
3. Social Proof:
We are more likely to do something if others are doing the same - if others are doing it, it must be okay.
4. Liking:
We are more likely to be influenced by people we like. We might like people because they might be similar to us, or because we admire or trust them.
5. Authority:
We feel a sense of duty or obligation to people in positions of authority and often see them as experts.
6. Scarcity:
Things are more attractive when their availability is limited, or when we stand to lose the opportunity to acquire them on favourable terms.
Many of the above principles can be created or contrived, but how can one be seen as authoritative if you are not perceived to be an expert? In her book ‘Stand Out’, Dorie Clark says “too many people believe that if they keep their heads down and work hard, they’ll be lauded as experts on the merits of their work. But that’s simply not true anymore. To make a name for yourself, you have to capitalize on your unique perspective and knowledge and inspire others to listen and take action. But becoming a recognized expert is a mysterious and opaque process”.
Here are Dorie’s four strategies for overcoming perceived lack of expertise and making sure your voice is heard:
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Borrow the expertise of others. Malcolm Gladwell and Daniel Goleman are cited as examples of Thought Leaders who translated the original research of other people into practical applications.
- Find commonality with your audience. Understand where they are coming from and form genuine networks.
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Be strategic in how you apply your persuasion techniques. Dorie talks about creating an ‘echo chamber effect’ in which, even if you can’t reach your target directly, you make sure you know who they are connected to, and engage with those connections. This way you ensure your target will hear about your position from a variety of sources.
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Create original content as a means of developing an expert reputation. Create a blog to demonstrate how you think about the issues facing your field and share your unique point of view.
Cialdini and Clark’s work both focus on the process of influencing... but what about awareness of your personal style? Are you aware of your dominant influencing style? Do you negotiate, inspire, convince, assert? Do you always apply the same style regardless of the situation? Understanding the science and process of influencing is a key starting point, but developing a flexible and authentic style is critical to achieving consistent successful outcomes. It is in this space that coaching adds real value, as it facilitates understanding of the current status, desired goals and provides support during the development journey which is never linear!
