Six More Things That Really Effective Leaders Understand & Consistently Take Account Of (Part Two)

“Six More Things That Really Effective Leaders Understand &

Consistently Take Account Of- Part Two!”

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PRESENTS

© 2013 The Mudd Partnership | www.themuddpartnership.com | @muddpartnership | www.fb.com/muddpartnership

The Mudd Partnership in this 2nd of a series of three Blogs on the subject invites you to ‘Lock & Load’ your Influence for really effective Leadership!

Our first blog [slideshow] in this series looked at the ’10 Things That Really Effective Leaders Consistently Do’, &, we are now going to take a further look at how in your Leadership practice you can Influence others more effectively and in particular focus on Robert Cialdini’s, ‘Six Principles of Influence”.

Also known as the ‘Six Weapons of Influence’ these first saw daylight in Cialdini’s 1984 publication, “Influence: The Psychology of Persuasion” and were based upon in-depth studies he undertook with a range of Compliance Professionals i.e. Sales People, Fund raisers, Recruiters, Advertisers and Marketers.

Cialdini observed that the behaviours and actions of these people who were all skilled in arts of convincing and influencing others could be distilled into six fundamental principles.

Today, we will take a look at what each of these are in turn and then in a follow-up Blog/Slideshow we’ll examine how you might most effectively apply each in the workplace, or indeed any place!

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1. Reciprocity

Firstly we have Reciprocity: Do you feel uncomfortable being indebted to another person? As part of the human condition as a general rule we like to return favours, pay back our debts and treat others as we would like to be treated and mirror how they treat us. According to the notion of Reciprocity this can lead us to feel obliged to offer concessions or discounts to others in any reciprocating transaction. For example, if a colleague helps you when you’re busy with a project, you might feel obliged to support his or hers idea for improving team processes, or, you might decide to buy more from a supplier if they have offered you a really excellent deal.

2. Commitment (& Consistency)

Secondly, Commitment (& Consistency): Cialdini recognised that there is a deep desire to be consistent which is characteristic of most human behaviour, &, once we’ve committed to something we are usually more inclined to go through with it. Do you think that you might be more inclined to support a colleagues proposal if you had shown an initial interest in it?

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3. Social Proof

Third we have Social Proof: Or, ‘Safety in Numbers’! Would you be more likely to work late if others in your team were also doing likewise? You might of course also think of this as an example of Peer Group Pressure. But would you be more likely to put a tip in a jar if it already contained money? Or eat in an already crowded restaurant? This herd behaviour can also take place at a unconscious level, but the drift towards assuming that it’s OK because a lot of people are doing it and then doing it yourself, is once again a very normal response and we are particularly susceptible to this when we are feeling unsure or uncertain. We seem to want some implicit reassurance or some kind of vindication and in fact, we are even more likely to be influenced if the people we see appear to be similar to us, which is why TV Adverts often use a ‘regular mum’ type rather than celebrities to advertise household products, unless they are deliberately trying to subvert that with a ‘Daz Soap Opera’ pastiche of course.

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4. Liking

Fourth, Liking: We are sure here at The Mudd Partnership that it will come as no surprise to anyone reading this that we are more likely to be influenced by people we like, & likeability comes in many forms which we also looked at in one of our recent Blogs on Business Likeability . Research has also found that using Sales People for instance from within the Community/area where they are selling will enjoy far higher sales levels; people are unfailingly more likely to buy from people like themselves, as well as from friends and from other people they know and respect.

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http://themuddpartnershiponline.com/2013/07/04/is-your-business-likeable/

5. Authority

Fifth, Authority: Don’t underestimate the powerful fact that at a basic level we commonly feel a sense of duty or obligation to people in positions of authority. If you think about it this is why Advertisers pushing for instance pharmaceutical products will use a real Doctor to front the campaign. It is also why many of us will do most of the things our manager requests, even if we question ourselves afterwards! The bottom line though as Cialdini’s research confirmed, is that Job Titles, Uniforms and even the use of cars and gadgets as status symbols, can lend an air of authority and persuade us to accept what these people are saying; &

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6. Scarcity

Finally, Scarcity: Putting the Velben Principle aside which simply states that something is more desired the more expensive it gets, things can become far more attractive when their availability is limited or when we stand to loose the opportunity to acquire them on favourable terms. For example, if you are told that something you might like to buy is actually the last one, or that the great offer that has caught your eye will shortly expire, then you are more likely to buy and do so immediately.

In our next Blog/Slideshow, we will look at how you might apply these principles to effectively influence and sharpen your leadership skills. We would however introduce a note of caution, remembering that a good reputation takes a long time to build, but little or no time to lose – So, always be Authentic, Honest & Transparent in how you Influence and Persuade, &, as a Leader always act with the utmost integrity and humility!

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Six More Things That Really Effective Leaders Understand & Consistently Take Account Of (Part Two)

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Transcript of Six More Things That Really Effective Leaders Understand & Consistently Take Account Of (Part Two)