Learning to influence others is not an exercise designed to force people into pedagogical decision-making frameworks. Instead, the objective is to help you think harder about the communication styles of people you encounter in the real world so that you can get agreement from others and arrive at a mutually-favorable outcome.
The Scholar and Loyalists are the most predictable types of decision-makers.
The Scholar likes to think deeply and analyze your ideas, so it may take a bit longer to convince them. They may not share their thoughts, but they will reveal their position on the issue through the questions they ask. You want to provide them with lots of details and information that is backed up with sufficient evidence to ensure that you get closest to the outcome you want.
Loyalists do not like to sway outcomes and are likely to side with the decision of their leader. Understanding the decision-making style of who they look up to is key to making an impact.
The Doubter and the Manager make less predictable decisions, and it becomes a bit more challenging to persuade them.
The Doubter tries to make balanced decisions, but they are skeptical because they may have made prejudgements before talking to you. Therefore, most Doubters end up relying on their instincts to make a decision. You want to give them ample opportunity to challenge your points and at the same time, you must adequately address each of their concerns. Besides, it is best to establish your reputation and credibility so that they can trust you.
The Manager likes to know that they are in power and wants to make the final call. To influence them, show your loyalty and respect their level of authority. They don’t like hidden agendas or uncertainty, so make sure your ideas come across as being rational. If you must get them to change their decision to align more closely with yours, you may have to find a way to discuss your point of view while nudging them to arrive at your desired outcome on their own.
Finally, if you observe confident yet humble leaders around you, you will start to recognize the balanced decision-maker. They tend to be more people-oriented and experienced in working with teams. They may unintentionally say all the right things to make you believe you have secured your desired outcome, so don’t assume that charisma equates to an agreement. Always stay balanced in your recommendations by appealing to both logic and emotions while ensuring you are meeting most, if not all, of their needs.
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