Tips for Mastering Persuasion and Influence

"I'll just wing it. I'm good on my feet." A Managing Director said this before walking into a $50M budget approval meeting. He walked out empty-handed. After 25+ years watching high potential executives crash and burn in "the room where it happens," I've learned something most people miss: 𝗧𝗵𝗲 𝗿𝗲𝗮𝗹 𝘄𝗼𝗿𝗸 𝗵𝗮𝗽𝗽𝗲𝗻𝘀 𝗯𝗲𝗳𝗼𝗿𝗲 𝘆𝗼𝘂 𝘄𝗮𝗹𝗸 𝗶𝗻 𝘁𝗵𝗮𝘁 𝗿𝗼𝗼𝗺. Influence isn't about charm. It's about preparation. Here's an approach you can put into practice today to immediately up your influencing impact. 𝗧𝗵𝗲 𝗔𝗱𝘃𝗮𝗻𝗰𝗲 𝗪𝗼𝗿𝗸 𝗙𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸: 𝟭. 𝗠𝗮𝗽 𝘁𝗵𝗲 𝗣𝗼𝘄𝗲𝗿 (𝗡𝗼𝘁 𝗝𝘂𝘀𝘁 𝘁𝗵𝗲 𝗢𝗿𝗴 𝗖𝗵𝗮𝗿𝘁) • Who really makes the decision? (Hint: Not always who you think) • What keeps them up at night? • Who do they trust for input? One client discovered the "junior" person in the room was the CEO's former chief of staff. Guess whose opinion mattered most? 𝟮. 𝗕𝘂𝗶𝗹𝗱 𝗬𝗼𝘂𝗿 𝗖𝗼𝗮𝗹𝗶𝘁𝗶𝗼𝗻 𝗕𝗲𝗳𝗼𝗿𝗲 𝗬𝗼𝘂 𝗡𝗲𝗲𝗱 𝗜𝘁 The worst time to make allies? When you need them. Smart executives plant seeds months before the harvest: • Coffee with the skeptics • Informal temperature checks • Strategic information sharing By the time you're pitching, you already know who's with you. 𝟯. 𝗞𝗻𝗼𝘄 𝗧𝗵𝗲𝗶𝗿 𝗟𝗮𝗻𝗴𝘂𝗮𝗴𝗲, 𝗡𝗼𝘁 𝗝𝘂𝘀𝘁 𝗬𝗼𝘂𝗿 𝗠𝗲𝘀𝘀𝗮𝗴𝗲 Match your message to their metrics: • Revenue-focused? Show growth • Cost-conscious? Show savings • Risk-averse? Show mitigation Same idea. Different frame. Completely different outcome. 𝟰. 𝗣𝗿𝗲-𝗦𝗲𝗹𝗹 𝗘𝘃𝗲𝗿𝘆𝘁𝗵𝗶𝗻𝗴 𝗧𝗵𝗮𝘁 𝗠𝗮𝘁𝘁𝗲𝗿𝘀 The meeting isn't where you sell. It's where you confirm. If you're introducing new information in the room, you've already lost. The best executives I know follow this rule: 𝗡𝗼 𝘀𝘂𝗿𝗽𝗿𝗶𝘀𝗲𝘀 𝗶𝗻 𝗯𝗶𝗴 𝗺𝗲𝗲𝘁𝗶𝗻𝗴𝘀. 𝗘𝘃𝗲𝗿. That person who always seems to "get lucky" with approvals? They're not lucky. They're doing 10x the advance work you are. While you're perfecting your slides, they're having strategic hallway conversations. While you're rehearsing your pitch, they're addressing objections before they're raised. 𝗧𝗵𝗲 𝗕𝗼𝘁𝘁𝗼𝗺 𝗟𝗶𝗻𝗲: Your ability to influence has very little to do with your charisma in the moment. It has everything to do with the relationships you've built, the intelligence you've gathered, and the groundwork you've laid. Stop counting on spontaneous charm. Start investing in strategic preparation. Because in the C-suite, there are no successful surprise attacks. 🎯 When was the last time you walked into a crucial conversation truly prepared—not just with data, but with deep insight into every person in that room? Be honest. Your next promotion might depend on it. ------------ ♻️ Share with someone who needs to stop winging it and start winning it ➕ Follow Courtney Intersimone for more truth about what really drives executive success

I was Wrong about Influence. Early in my career, I believed influence in a decision-making meeting was the direct outcome of a strong artifact presented and the ensuing discussion. However, with more leadership experience, I have come to realize that while these are important, there is something far more important at play. Influence, for a given decision, largely happens outside of and before decision-making meetings. Here's my 3 step approach you can follow to maximize your influence: (#3 is often missed yet most important) 1. Obsess over Knowing your Audience Why: Understanding your audience in-depth allows you to tailor your communication, approach and positioning. How: ↳ Research their backgrounds, how they think, what their goals are etc. ↳ Attend other meetings where they are present to learn about their priorities, how they think and what questions they ask. Take note of the topics that energize them or cause concern. ↳ Engage with others who frequently interact with them to gain additional insights. Ask about their preferences, hot buttons, and any subtle cues that could be useful in understanding their perspective. 2. Tailor your Communication Why: This ensures that your message is not just heard but also understood and valued. How: ↳ Seek inspiration from existing artifacts and pickup queues on terminologies, context and background on the give topic. ↳ Reflect on their goals and priorities, and integrate these elements into your communication. For instance, if they prioritize efficiency, highlight how your proposal enhances productivity. ↳Ask yourself "So what?" or "Why should they care" as a litmus test for relatability of your proposal. 3. Pre-socialize for support Why: It allows you to refine your approach, address potential objections, and build a coalition of support (ahead of and during the meeting). How: ↳ Schedule informal discussions or small group meetings with key stakeholders or their team members to discuss your idea(s). A casual coffee or a brief virtual call can be effective. Lead with curiosity vs. an intent to respond. ↳ Ask targeted questions to gather feedback and gauge reactions to your ideas. Examples: What are your initial thoughts on this draft proposal? What challenges do you foresee with this approach? How does this align with our current priorities? ↳ Acknowledge, incorporate and highlight the insights from these pre-meetings into the main meeting, treating them as an integral part of the decision-making process. What would you add? PS: BONUS - Following these steps also expands your understanding of the business and your internal network - both of which make you more effective. --- Follow me, tap the (🔔) Omar Halabieh for daily Leadership and Career posts.

After 3,000 hours of partnering leaders from nearly 40 countries to lead change… one truth stands out. In influence and persuasion, it isn't what you said but what they heard. I see these all the time. ✔️ From: “I think I nailed that townhall.” ❌ To: “…Wait... how did half my team misunderstand the same thing?” This post is about the hard truths of communication and influence. I’ve seen leaders—brilliant, capable ones—make these mistakes far too often. If you are leading people through disruption, I hope you’ll read this through. 1.⁠ ⁠Talking more doesn’t mean you’re being effective. Yes, there’s research that says people who talk more are perceived as more “leader-like.” But appearing like a leader isn’t the same as being one. 🔴 People don’t need a flood of words. 🟢 They need actionable clarity. 2.⁠ ⁠Poorly delivered feedback crushes spirits. “You always…” “I can never rely on you…” 🔴 Stop labelling and making mistakes sound permanent. 🟢 Show people what to improve and how. 3.⁠ ⁠Be audience-centric The purpose of communication is to connect. 🔴 Stop your monologue aka what you wanna tell them. 🟢 Tailor your message aka what they need to hear. P.S. You need to hone your observation skills. 4.⁠ ⁠Articulate your empathy. Most people are empathetic. The way they speak doesn't sound empathetic at all. 🔴 Not: “I understand… but…” That “but” cancels everything before it. 🟢 "I understand, and... (put yourself in their shoes)... Stop "but-kicking" people with your 'buts." 5.⁠ ⁠Name the elephant (it's huge, by the way) People don't care about the faraway vision when they're in pain every day. 🔴 Stop ignoring the real challenges on the ground. 🟢 Win trust when you have the guts to name the reality. 6.⁠ ⁠Vulnerability builds trust. Especially when leading change, all the more you gotta show you're human, like everybody else! 🔴 Don't be a superhero and a know-it-all. 🟢 Normalise learning and figuring things out together. P.S. But you don't need to have a meltdown on stage. 7.⁠ ⁠Vital info delivered too late kills trust. 🔴 Don't let people find bad news through the grapevine or pantry gossip. 🟢 Timely communication is respect. If they can’t trust you to share news that concerns them, what can they trust you for? *** Leaders ask me all the time why, as trustworthy people, they struggle to influence. Being a trustworthy person isn't the same as building trust. Poor communication is often the culprit. It's vital that you elevate your communication – especially when pressure is high, the audience is diverse, and change is the only constant. That’s why I created my Executive Presence for Trust and Influence program... ... so you can communicate with clarity, earn trust faster, and lead with less resistance. (Be sure to join the waitlist!) Now I’m curious— Which one resonated with you most? And what would you add as number 8? Let’s talk.

Whether you’re promoting yourself in an interview, pitching a product, or asking for a raise, here’s how to persuade the person without being manipulative: At our Science of People lab, I’ve found that the most persuasive communicators master what I call the Two C’s: 1. Clarity Confusion kills persuasion. People can’t say yes to what they don’t understand. So before anything else, get crystal clear about what you do, who you help, and why it matters. 2. Curiosity Humans are drawn to questions, not monologues. If you can make someone genuinely curious, you’ve already earned their attention. Now let’s put those into practice. Step 1: Forget the elevator pitch Instead, think in terms of value propositions, statements that clearly show what you do and spark curiosity about how you do it. For example: “Meeting planners and association executives hire me to make them look like superstars.” That’s from Don Levine Jr. Every time he says it, people respond with: “Really? How do you do that?” And that “how” is the golden question, the one that opens real conversations instead of shutting them down. Step 2: Invite dialogue Your goal isn’t to “pitch.” It’s to start a discussion. When you state your value clearly, people naturally ask follow-up questions, and that’s when your expertise shines. Compare these two: • “I’m an engineer for a software company. We specialize in cybersecurity” • “I’m an engineer trying to solve the three biggest challenges in cybersecurity today” The second version invites curiosity and sets you up as an authority. Step 3: Be ready for “how” and “why” A great value proposition always leads to deeper questions: “How do you do that?” or “Why do you do that?” That’s your chance to explain your mission. Those “how” and “why” conversations create trust and credibility faster than any sales script ever could. Step 4: Add the third C (Courage) Yes, I’m sneaking in one more C. Because clarity and curiosity alone aren’t enough. You also need courage. • Courage to sound different • Courage to be memorable It takes confidence to say something like: • “I’m a human behavior hacker” • Or Jim McConnell’s favorite: “I keep my clients off the front page, keep executives alive and out of jail, and make suppliers accountable” • Or even a wedding planner who says: “Brides hire me so they can sleep better at night.” Each of those lines makes people lean in. Step 5: Create your own Here’s a simple fill-in-the-blank template to build your value proposition: I help [target audience] in [category] by [benefit/outcome] so they can [result]. Examples: • “For store owners in retail, our micro camera system provides fail-safe, worry-free security 24/7” • “I help startup entrepreneurs in tech hire the right people so they can focus on growth.” Now, I’m curious: what’s your value proposition? Fill in the blanks and share it below. I’d love to see what you come up with.

"I have a bone to pick with you." That's how I opened a recent conversation with an executive. Spoiler: It didn't land well. 🫠 (𝘐’𝘮 𝘴𝘸𝘦𝘢𝘵𝘪𝘯𝘨 𝘴𝘩𝘢𝘳𝘪𝘯𝘨 𝘵𝘩𝘪𝘴 𝘰𝘯 𝘓𝘪𝘯𝘬𝘦𝘥𝘐𝘯, 𝘣𝘶𝘵 𝘐 𝘣𝘦𝘭𝘪𝘦𝘷𝘦 𝘪𝘯 𝘯𝘰𝘳𝘮𝘢𝘭𝘪𝘻𝘪𝘯𝘨 𝘮𝘪𝘴𝘵𝘢𝘬𝘦𝘴, 𝘴𝘰 𝘩𝘦𝘳𝘦 𝘪𝘵 𝘨𝘰𝘦𝘴.) I came in with a strong point of view, ready to advocate for my position. It was in opposition to a decision she made but that could still be changed. "She'll appreciate that I have conviction!" I thought confidently. But instead of sparking a productive debate, I miscalculated. The executive gently stopped me. She offered advice I'll never forget and have been thinking about days since: "Consider the context around how I made this decision." In that moment, I realized I'd skipped a crucial step: curiosity before challenge. Here's what I learned about challenging up, why my approach was all wrong, and what you can learn from my mistake. This advice is great if you're a current or aspiring #chiefofstaff but also applicable to anyone working to improve their persuasion skills. 1️⃣ 𝗟𝗲𝗮𝗱 𝘄𝗶𝘁𝗵 𝗰𝘂𝗿𝗶𝗼𝘀𝗶𝘁𝘆 𝗯𝗲𝗳𝗼𝗿𝗲 𝗰𝗼𝗻𝘃𝗶𝗰𝘁𝗶𝗼𝗻. Instead of jumping in with a firm stance, start with, "I'm curious how you landed on this decision." This simple shift creates space for dialogue. It might even change your perspective before you voice your challenge. (In my case, as soon as I had more context, I changed my tune. If only I had led with curiosity...) 2️⃣ 𝗞𝗻𝗼𝘄 𝘄𝗵𝗲𝗻 𝘁𝗼 𝗯𝗿𝗶𝗻𝗴 𝗮𝗻 𝗶𝗻𝗳𝗼𝗿𝗺𝗲𝗱 𝗼𝗽𝗶𝗻𝗶𝗼𝗻 𝘃𝘀. 𝗮 𝘀𝘁𝗿𝗼𝗻𝗴 𝗣𝗢𝗩. Here's how I think about the difference: An informed opinion means you've thought critically but remain open to learning; a strong point of view (POV) usually means you've already decided the best course of action and are looking for buy-in. Generally, if the decision is in your domain/area of expertise, it's good to have your recommendation (POV) ready. For broader strategic decisions, almost always seek to understand first. 3️⃣ 𝗙𝗿𝗮𝗺𝗶𝗻𝗴 𝗺𝗮𝘁𝘁𝗲𝗿𝘀 — 𝗮 𝗹𝗼𝘁. Compare "I disagree with this approach" to "Here's something I've been thinking about. Could I share my perspective?" Both convey your conviction, but one does it WAY more effectively. The former shuts down dialogue; the latter invites discussion. This experience taught me an important truth: The most effective persuaders aren't just those with strong convictions. They're the ones who master the dance between inquiry and advocacy. 💃 And even in an AI-driven world, persuading other humans will continue to be an in-demand skill. Whether you're early in your career or sitting at the executive table, understanding this balance can transform how your points are received. It might even change some strong opinions you thought you had. It did for me. (𝘛𝘩𝘪𝘴 𝘱𝘰𝘴𝘵 𝘸𝘢𝘴 𝘸𝘳𝘪𝘵𝘵𝘦𝘯 𝘣𝘺 𝘢𝘯 𝘰𝘷𝘦𝘳𝘵𝘩𝘪𝘯𝘬𝘪𝘯𝘨 𝘩𝘶𝘮𝘢𝘯, 𝘯𝘰𝘵 𝘈𝘐.)

“Don’t lead with your title. Lead with your influence.” An early mentor said that to me years ago, and I’ve never forgotten it. Not long after that conversation, I stepped into a new project with a completely new team. New personalities. New dynamics. No history with me. On paper, I was the lead. But that didn’t mean anyone trusted my judgment yet. And it definitely didn’t mean they were automatically bought in. If I wanted alignment, trust, and momentum, I had to earn it. So I stopped thinking about authority, and I started thinking about influence. Robert Cialdini literally wrote the book on Influence and he spent decades studying what actually earns it. Here are his Six Principles of Persuasion: 1. Reciprocity ↳ When you invest in others first, they naturally want to reciprocate. Try this: Ask “What can I give my team this week?” Time, feedback, support, or visibility all count. 2. Social Proof ↳ People take cues from what others around them are doing. Try this: Publicly recognize the behaviors you want more of. 3. Commitment ↳ People are more likely to support what they help build. Try this: Ask stakeholders to help define what success looks like. People are more likely to support what they helped shape. 4. Scarcity ↳ People place more value on things that feel rare, exclusive, or time sensitive. Try this: Be intentional about creating rare opportunities for your team. Think development opportunities, leadership exposure, or stretch projects. 5. Authority ↳ Expertise carries more weight than position. Try this: Explain the reasoning behind your decisions. When people understand how you think, they trust your judgment even when they can't see the full picture.   6. Liking ↳ People are more easily influenced by those they trust and like. Try this: Make more time for conversations that aren’t just about work. These principles of influence are less about persuasion tactics and more about what makes leadership credible in the first place. ✔ How you show up. ✔ How you involve people. ✔ How you earn their trust over time. -- Hi, I’m an executive coach helping leaders get results, lead strategically, and excel in their careers.  🔹 Follow me (LK Pryzant) for more. 📌 Get my free AI Toolkit for Leaders: https://lnkd.in/gXCk8ACv

Persuasive communication isn't about being the loudest voice in the room. It's about excelling at the art of influence through genuine connection. I've spent years observing workplace dynamics, and here's what actually works: 1️⃣ Start with active listening - Focus completely on the speaker - Ask thoughtful follow-up questions - Take notes during meetings 2️⃣ Frame your message strategically - Keep it concise and clear - Lead with benefits, not features - Use data to support your points 3️⃣ Build credibility consistently - Acknowledge when you're wrong - Deliver on your promises - Share success stories 4️⃣ Master non-verbal cues - Maintain eye contact - Mirror body language - Use confident posture The most powerful thing I've learned? People don't resist change. They resist being changed without their input. That's why I always: - Ask for feedback - Include others in the discussion - Show appreciation for different viewpoints Remember: Persuasion isn't manipulation. It's about creating mutual understanding. What's your biggest challenge when trying to persuade others at work? Share below 👇 #Workplace #Communication #Leadership #ProfessionalGrowth

𝐈𝐟 𝐲𝐨𝐮 𝐥𝐞𝐚𝐝 𝐚 𝐭𝐞𝐚𝐦, 𝐰𝐨𝐫𝐤 𝐰𝐢𝐭𝐡 𝐠𝐥𝐨𝐛𝐚𝐥 𝐬𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫𝐬, 𝐨𝐩𝐞𝐫𝐚𝐭𝐞 𝐢𝐧 𝐚 𝐡𝐲𝐛𝐫𝐢𝐝 𝐦𝐨𝐝𝐞, 𝐚𝐧𝐝 𝐰𝐨𝐫𝐤 𝐢𝐧 𝐚 𝐦𝐚𝐭𝐫𝐢𝐱𝐞𝐝 𝐨𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧 𝐬𝐭𝐫𝐮𝐜𝐭𝐮𝐫𝐞, 𝐲𝐨𝐮𝐫 𝐚𝐛𝐢𝐥𝐢𝐭𝐲 𝐭𝐨 𝐩𝐞𝐫𝐬𝐮𝐚𝐝𝐞, 𝐢𝐧𝐬𝐩𝐢𝐫𝐞, 𝐚𝐧𝐝 𝐬𝐭𝐞𝐞𝐫 𝐜𝐨𝐧𝐯𝐞𝐫𝐬𝐚𝐭𝐢𝐨𝐧𝐬 𝐢𝐬 𝐦𝐨𝐬𝐭 𝐬𝐢𝐠𝐧𝐢𝐟𝐢𝐜𝐚𝐧𝐭 𝐩𝐨𝐰𝐞𝐫 𝐭𝐡𝐚𝐭 𝐝𝐫𝐢𝐯𝐞𝐬 𝐲𝐨𝐮𝐫 𝐬𝐮𝐜𝐜𝐞𝐬𝐬. This ability is '𝐢𝐧𝐟𝐥𝐮𝐞𝐧𝐜𝐞', i.e., the power to have an effect on people or things. Often, clients who work with me to enhance their influence aspire to develop the magical power that gets everything they say accepted as is by their colleagues. However, influence is the ability to open the door for conversation, understand perspectives, and co-create solutions to attain common goals. It enables you to bring people together, build consensus, and move the agenda forward. You are more likely to build influence by connecting and appealing to the hearts as well as the minds. Here are a few factors to help you make a connection and enhance your influence – 𝐀𝐜𝐭𝐢𝐯𝐞 𝐥𝐢𝐬𝐭𝐞𝐧𝐢𝐧𝐠. When you give your attention to someone, they feel valued. You benefit from their viewpoints, find common ground, and encourage open and transparent dialogue. 𝐀𝐩𝐩𝐫𝐞𝐜𝐢𝐚𝐭𝐞 𝐨𝐭𝐡𝐞𝐫𝐬. Simple everyday acts show appreciation to colleagues, e.g., recognizing their contributions, offering help, and being interested in their well-being. 𝐄𝐬𝐭𝐚𝐛𝐥𝐢𝐬𝐡 𝐚𝐮𝐭𝐡𝐨𝐫𝐢𝐭𝐲. Be an expert in your area of work. Know the latest developments, have a 'point of view' on things, and share it with others. Your colleagues will respect your knowledge and collaborate with you for the value you add. 𝐊𝐧𝐨𝐰 𝐲𝐨𝐮𝐫 𝐜𝐨𝐥𝐥𝐞𝐚𝐠𝐮𝐞𝐬. People like to work with people they know, like, and trust. Building connections means showing interest in colleagues and being transparent and empathetic towards them. Making the time to get to know people you work with and letting them know you builds trust and expands your influence. 𝐁𝐞 𝐫𝐞𝐥𝐢𝐚𝐛𝐥𝐞. Building influence requires consistency. Keep your promises, set high standards of behavior for yourself, and establish clear expectations. People will trust you and reciprocate by being consistent in their commitments to you. 𝐌𝐚𝐤𝐞 𝐢𝐭 𝐚𝐛𝐨𝐮𝐭 𝐭𝐡𝐞𝐦. Invest time to understand what they are looking forward to from the discussion/project, and lead with that to gain support. Invite inputs and make them a part of the solution. 𝐁𝐞 𝐚𝐝𝐚𝐩𝐭𝐢𝐯𝐞. Stay open to ideas from others. Being open also means not being attached to your image or role and easily wearing different hats, such as team player, problem solver, mediator, innovator, etc. This adaptability builds your aura and influence at the workplace. What is your experience of connection powering your influence? Do share in comments.

They call it "soft skills" to make you ignore it. But EQ is your hardest competitive edge. For years, I wondered why my input wasn't valued the same way others' was. Same credentials. Same experience. Different results. Then I realized: I was focused on being impressive instead of being influential. Here's what (actually) builds influence at work 💡 1) Ask what they need before offering what you know ↳ "What's your biggest concern about this?" then tailor your response 2) Create psychological safety before delivering tough news ↳ "I'm bringing this up because I respect our partnership" 3) Use silence as your secret weapon ↳ After making your point, stop talking. Let it land. 4) Address the unspoken concern first ↳ "I know some might think this is too aggressive, but here's why..." 5) Frame feedback as curiosity, not criticism ↳ "I'm curious about your experience with..." 6) Make your boundaries feel like respect, not rejection ↳ "To give this the attention it deserves, I'll need until Friday" 7) End difficult conversations with clarity, not comfort ↳ "Here's what I heard... here's what happens next" Your expertise gets you invited to conversations. Your emotional intelligence makes people listen. Which shift will you try today? -- ♻️ Repost to help your network build influence that lasts 🔔 Follow Dr. Carolyn Frost for EQ strategies that create real impact