Effective persuasion is a difficult and time-consuming proposition, but it may also be more powerful than the command-and-control managerial model it succeeds. As AlliedSignal’s CEO Lawrence Bossidy said recently, “The day when you could yell and scream and beat people into good performance is over. Today you have to appeal to them by helping them see how they can get from here to there, by establishing some credibility, and by giving them some reason and help to get there. Do all those things, and they’ll knock down doors.” In essence, he is describing persuasion—now more than ever, the language of business leadership.
Think for a moment of your definition of persuasion. If you are like most businesspeople I have encountered (see the insert “Twelve Years of Watching and Listening”), you see persuasion as a relatively straightforward process. First, you strongly state your position. Second, you outline the supporting arguments, followed by a highly assertive, data-based exposition. Finally, you enter the deal-making stage and work toward a “close.” In other words, you use logic, persistence, and personal enthusiasm to get others to buy a good idea. The reality is that following this process is one surefire way to fail at persuasion. (See the insert “Four Ways Not to Persuade.”) Full Essay