60 Scientifically Proven Ways To Be Persuasive - Influencers

Master The 60 Hidden Skills of the Most Persuasive People Without Manipulation In 40 Minutes

What you'll learn

1. Inconvenience the audience by creating an impression of product scarcity

2. Introduce herd effect in highly personalized form

3. Ads quoting negative behavior en masse reinforces negative behavior

4. Avoiding magnetic middle

5. Too many options necessitate selection, and hence frustration, when brain decides it’s unnecessary work

6. Giving away the product makes it less desirable

7. A more expensive product makes the old version look like a value buy

8. If a call to action is motivated by fear, people will block it, unless call to action has specific steps

9. A small gift makes people want to reciprocate

10. Hand-written Post-It note improves response rate on inter-office letters

11. How restaurant mints are a personalized affair

12. Attaching no strings increases response to the message

13. As time goes by, the value of a favor increases in the eyes of the favor-giver, and decreases in the eyes of the favor-receiver

14. Asking for small favors changes self-perception, introducing ways for big favors

15. Labeling people into a social group tends to increase their participation ratio

16. Asking people to substantiate their decision will lead to higher commitment rate on that decision

17. Writing things down improves commitment

18. The fact that circumstances changed allows people to change their viewpoints without being viewed as inconsistent

19. Sometimes asking people for help makes them more open

20. Asking for little goes a long way

21. Lower starting prices attract higher bids

22. How to impress a potential customer with credentials without being labeled as a show-off

23. The danger of being the smartest person in the room

24. Devil’s advocate example works with large organizations

25. Negative examples are memorized better than positive examples

26. Admitting negatives up-front might lead to better communication

And More …

Requirements

You must be willing to try new methods and techniques

You need to promise yourself you’ll use what you learn. If you have any questions about the course

Description

 It’s happened to you before. You call a meeting to try to convince your boss and peers that your company needs to make an important move—for instance, funding a risky but promising venture. Your argument is impassioned, your logic unassailable, your data bulletproof. Two weeks later, though, you learn that your brilliant proposal has been tabled. What went wrong?All too often, people make the mistake of focusing too much on the content of their argument and not enough on how they deliver that message. Indeed, far too many decisions go the wrong way because information is presented ineffectively. In our experience, people can vastly improve their chances of having their proposals succeed by determining who the chief decision maker is among the executives they are trying to persuade and then tailoring their arguments to that business leader’s decision-making style.Specifically, we have found that executives typically fall into one of five decision-making categories: Charismatics can be initially exuberant about a new idea or proposal but will yield a final decision based on a balanced set of information. Thinkers can exhibit contradictory points of view within a single meeting and need to cautiously work through all the options before coming to a decision. Skeptics remain highly suspicious of data that don’t fit with their worldview and make decisions based on their gut feelings. Followers make decisions based on how other trusted executives, or they themselves, have made similar decisions in the past. And controllers focus on the pure facts and analytics of a decision because of their own fears and uncertainties.The five styles span a wide range of behaviors and characteristics. Controllers, for instance, have a strong aversion to risk; charismatics tend to seek it out. Despite such differences, people frequently use a one-size-fits-all approach when trying to convince their bosses, peers, and staff. They argue their case to a thinker the same way they would to a skeptic. Instead, managers should tailor their presentations to the executives they are trying to persuade, using the right buzzwords to deliver the appropriate information in the most effective sequence and format. After all, Bill Gates does not make decisions in the same way that Larry Ellison does. And knowing that can make a huge difference.

Overview

Section 1: Introduction

Lecture 1 Introduction

Section 2: 1. Inconvenience the audience by creating an impression of product scarcity

Lecture 2 Containt

Section 3: 2. Introduce herd effect in highly personalized form

Lecture 3 Containt

Section 4: 3. Ads quoting negative behavior en masse reinforces negative behavior

Lecture 4 Containt

Section 5: 4. Avoiding magnetic middle

Lecture 5 Containt

Section 6: 5. Too many options necessitate selection, and hence frustration

Lecture 6 Containt

Section 7: 6. Giving away the product makes it less desirable

Lecture 7 Containt

Section 8: 7. A more expensive product makes the old version look like a value buy

Lecture 8 Containt

Section 9: 8. If a call to action is motivated by fear, people will block it, unless call

Lecture 9 Containt

Section 10: 9. A small gift makes people want to reciprocate

Lecture 10 Containt

Section 11: 10. Hand-written Post-It note improves response rate on inter-office letters

Lecture 11 Containt

Section 12: 11. How restaurant mints are a personalized affair

Lecture 12 Containt

Section 13: 12. Attaching no strings increases response to the message

Lecture 13 Containt

Section 14: 13. As time goes by, the value of a favor increases in the eyes of the favor-giv

Lecture 14 Containt

Section 15: 14. Asking for small favors changes self-perception, introducing ways for big fa

Lecture 15 Containt

Section 16: 15. Labeling people into a social group tends to increase their participation

Lecture 16 Containt

Section 17: 16. Asking people to substantiate their decision will lead to higher commitment

Lecture 17 Containt

Section 18: 17. Writing things down improves commitment

Lecture 18 Containt

Section 19: 18. The fact that circumstances changed allows people to change their viewpoints

Lecture 19 Containt

Section 20: 19. Sometimes asking people for help makes them more open

Lecture 20 Containt

Section 21: 20. Asking for little goes a long way

Lecture 21 Containt

Section 22: 21. Lower starting prices attract higher bids

Lecture 22 Containt

Section 23: 22. How to impress a potential customer with credentials without being labeled a

Lecture 23 Containt

Section 24: 23. The danger of being the smartest person in the room

Lecture 24 Containt

Section 25: 24. Devil’s advocate example works with large organizations

Lecture 25 Containt

Section 26: 25. Negative examples are memorized better than positive examples

Lecture 26 Containt

Section 27: 26. Admitting negatives up-front might lead to better communication

Lecture 27 Containt

Section 28: 27. Spinning negative facts as positive allows customers to make a mental link

Lecture 28 Containt

Section 29: 28. Admitting you’re wrong makes people trust you more

Lecture 29 Containt

Section 30: 29. Similarities raise the response rate

Lecture 30 Containt

Section 31: 30. People like the sound of their name, and that defines their vocation

Lecture 31 Containt

Section 32: 31. Verbalization helps interaction

Lecture 32 Containt

Section 33: 32. Just smiling makes for a poorer customer service

Lecture 33 Containt

Section 34: 33. People pay more for the stuff that’s about to disappear

Lecture 34 Containt

Section 35: 34. When people feel something is about to go away, they will stick to perceptio

Lecture 35 Containt

Section 36: Because” makes any explanation rational

Lecture 36 Containt

Section 37: 36. Asking people to choose reasons themselves might backfire

Lecture 37 Containt

Section 38: 37. People like stocks with more pronounceable names

Lecture 38 Containt

Section 39: 38. Rhyming makes the phrases more convincing

Lecture 39 Containt

Section 40: 39. Amount of information is context-dependent

Lecture 40 Containt

Section 41: 40. Incentive programs need a good start

Lecture 41 Containt

Section 42: 41. Abstract names allow the customers to come up with reasoning

Lecture 42 Containt

Section 43: 42. Ad campaigns that do not incorporate brands tend to not be remembered

Lecture 43 Containt

Section 44: 43. Mirrors make people more self-conscious

Lecture 44 Containt

Section 45: 44. Negative emotions make people pay more

Lecture 45 Containt

Section 46: 45. Tired people tend to be more receptive to arguments

Lecture 46 Containt

Section 47: 46. Caffeine increases the argumentativeness of a strong argument

Lecture 47 Containt

Section 48: 47. Face time still beats e-mail time

Lecture 48 Containt

Section 49: 48. Individualism is perceived differently in many countries

Lecture 49 Containt

Section 50: 49. Notion of commitment among various cultures differ

Lecture 50 Containt

Section 51: 50. Response to voice mail differs among Americans and Japanese

Lecture 51 Containt

Section 52: How To Be Persuasive - 15 Secrets of Persuasive People

Lecture 52 Let's go !

Section 53: Conclusion

Lecture 53 6 ways to persuade anyone of anything

You're not interested in manipulating people, but moving them to action on what's best for them,Ideal for people who feel tired of others not listening to what they have to say,Anyone who dreams of having a more powerful impact on people,This course is for you if you want to learn the hidden strategies of the most influential people