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Suggest You - Understanding The Different Influencing Styles
It is often tempting to jump into the first opportunity for a commercial loan that you may come across. While your tendency may be to focus on how additional funds may support or expand your business or commercial real estate portfolio, you have to take the time to make two important considerations - choosing the right commercial lender as well as the right loan for your business. You should evaluate potential lenders as well as their commercial financing options to see which are best suited for your needs.Is the lender trustworthy?You need a lender who will act as a partner for your business. There are reliable and respectable lenders who are willing to guide you through the difficulties of acquiring the right financing package. On the other hand, there are less-than-reputable lenders who prey on and take advantage of companies in need of quick funding. While the top lenders have solid reputations, you should check for references f
Assertive influence carries little or no risk.
The Passive Approach
You win the day by being submissive, by not overtly influencing.
Remain passive when:
• You want to influence others through personal demonstration
• You want to avoid unhelpful confrontation
• You have tried all the other approaches
As you quietly demonstrate desired behaviours, others can see for themselves the value in following your lead. Many potential confrontations with power or authority demand submissive influence, which can pay positive dividends.
The downside is that your submissiveness may leave you with feelings of low-esteem. Can you live with this?
The Sales Approach
You use good old-fashioned salesmanship.
Use salesmanship when:
• You know that the other person expects to be sold to
• You need to show the benefits your suggestion will produce
• You e
Sometimes the need for a career change is obvious. Your health breaks down. The industry dissipates. Your job is undeniably miserable.Sometimes the need for a change is not so obvious, which is why so many people stuck in the wrong jobs stay in them for years and years, sometimes until retirement.I have a friend named Lisa who has worked as a bank teller for the past five years. She enjoys the work, but admits that during the past couple of years, she’s felt restless and bored. At first she thought it was a phase. But this feeling of disenchantment hasn’t gone away, and in fact, it’s getting worse.When I suggested that it might be time for a change, she brushed off the suggestion. For one thing, Lisa wasn’t particularly skilled at anything else. She was good at her job, and didn’t want to go off and be mediocre at something else. Besides, nothing else she could do would pay any better. And finally, waltzing off the
Having a range of approaches and styles of behaviour gives you more flexibility. It increases your options – and your chances of success.
Natural Styles
Most managers have a natural style of influence which they prefer to use whenever possible. More flexible managers also keep in reserve a fall back style, used when the preferred style doesn’t achieve the desired results.
However, there are at least eight identifiable styles of influence – not including aggression, manipulation or force!
Because you are influencing a wide range of people, proficiency in a wider range of styles will ensure more success. Step outside the comfort zone of your natural style and enjoy greater success by practising new ways of influencing.
However, do think carefully which influencing style has the greatest chance of succeeding. Varying your styles too much may give you a reputation for being unpredictable
The Autocratic Approach
You tell them, they agree
Use the push style when:
• You are looking for a quick response
• You seek only short-term commitment
• You are happy to check up and follow through
This approach works best when supported by power, authority, age, knowledge or wisdom. Resistance or objections are minimised. You tell others what you want them to do and they do it.
Do remember though, that autocracy can be a high-risk strategy. It may result in a feeling of ‘You won, I lost’. They’ll get you next time.
The Collaborative Approach
You include others in the decision-making process.
Use the push style when:
• You want to maintain long-term influence with others
• You seek a high level of commitment
• You have no time to enforce the outcome
This approach works successfully without you having any power or authority.
A word of caution, democracy takes time and can result in watered down solutions. Remain consistently collaborative. Don’t give up too early. Avoid imposing too many parameters or conditions – these will create frustration in others.
The Logical Approach
You use clear logical, unassailable arguments, supported by proof.
Use logic when:
• The other person demands evidence and lots of detail
• You are prepared to do your homework
• You are prepared to wait for a reaction
This approach works best when the other person is a logical, linear thinker. Avoid exaggeration and unnecessary emotion. Offer instead facts and figures.
But, you may find this style long-winded and frustrating. You may even be forced to put it in writing. Allow time to prepare your argument, time to explain it, time to wait for a reaction.
The Emotional Approach
You use your natural charm, charisma or enthusiasm.
Use emotion when:
• You want others to feel part of an exciting project
• You want to fire up someone’s motivation
• You are truly enthusiastic about an idea
This approach works when your influence becomes a genuine extension of your own feelings and beliefs. Appealing to the long-term effects of your ideas, you will reinforce their continuing value.
Do remember though that emotional appeal carries risks. It can leave a nasty taste in the mouth. Painful memories linger longer.
The Assertive Approach
You ask directly, clearly and confidently for what you want, or don’t want.
Be assertive when:
• You want to influence autocratic people, bullies, stick-in-the-muds
• You want to influence behaviours
• You need to act and initiate, rather than react
Assertiveness can have a lasting effect, especially on those who least expect it from you. Any resistance is met by your persistence.
Assertive influence carries little or no risk.
The Passive Approach
You win the day by being submissive, by not overtly influencing.
Remain passive when:
• You want to influence others through personal demonstration
• You want to avoid unhelpful confrontation
• You have tried all the other approaches
As you quietly demonstrate desired behaviours, others can see for themselves the value in following your lead. Many potential confrontations with power or authority demand submissive influence, which can pay positive dividends.
The downside is that your submissiveness may leave you with feelings of low-esteem. Can you live with this?
The Sales Approach
You use good old-fashioned salesmanship.
Use salesmanship when:
• You know that the other person expects to be sold to
• You need to show the benefits your suggestion will produce
• You en
Call center services are thriving in most developed and developing countries, around the world. As a result of the growing competition, call center services require some aid to carry on their profitable business. This is where call center consulting services are required and effectively step in.Call center consulting services provide the call centers with result-oriented solutions for the various challenges they face. The consulting services focus on presenting the clients with the information and resources necessary to get better results. They provide future returns on the consulting investment made. They guarantee the services provided and successfully transferred to the call center management team.Call center services help the center in achieving maximum performance. They help to optimize forecasting, staffing and scheduling processes. They guarantee reliable and steady service results and the most efficient of staff resources. T
The Autocratic Approach
You tell them, they agree
Use the push style when:
• You are looking for a quick response
• You seek only short-term commitment
• You are happy to check up and follow through
This approach works best when supported by power, authority, age, knowledge or wisdom. Resistance or objections are minimised. You tell others what you want them to do and they do it.
Do remember though, that autocracy can be a high-risk strategy. It may result in a feeling of ‘You won, I lost’. They’ll get you next time.
The Collaborative Approach
You include others in the decision-making process.
Use the push style when:
• You want to maintain long-term influence with others
• You seek a high level of commitment
• You have no time to enforce the outcome
This approach works successfully without you having any power or authority.
A word of caution, democracy takes time and can result in watered down solutions. Remain consistently collaborative. Don’t give up too early. Avoid imposing too many parameters or conditions – these will create frustration in others.
The Logical Approach
You use clear logical, unassailable arguments, supported by proof.
Use logic when:
• The other person demands evidence and lots of detail
• You are prepared to do your homework
• You are prepared to wait for a reaction
This approach works best when the other person is a logical, linear thinker. Avoid exaggeration and unnecessary emotion. Offer instead facts and figures.
But, you may find this style long-winded and frustrating. You may even be forced to put it in writing. Allow time to prepare your argument, time to explain it, time to wait for a reaction.
The Emotional Approach
You use your natural charm, charisma or enthusiasm.
Use emotion when:
• You want others to feel part of an exciting project
• You want to fire up someone’s motivation
• You are truly enthusiastic about an idea
This approach works when your influence becomes a genuine extension of your own feelings and beliefs. Appealing to the long-term effects of your ideas, you will reinforce their continuing value.
Do remember though that emotional appeal carries risks. It can leave a nasty taste in the mouth. Painful memories linger longer.
The Assertive Approach
You ask directly, clearly and confidently for what you want, or don’t want.
Be assertive when:
• You want to influence autocratic people, bullies, stick-in-the-muds
• You want to influence behaviours
• You need to act and initiate, rather than react
Assertiveness can have a lasting effect, especially on those who least expect it from you. Any resistance is met by your persistence.
Assertive influence carries little or no risk.
The Passive Approach
You win the day by being submissive, by not overtly influencing.
Remain passive when:
• You want to influence others through personal demonstration
• You want to avoid unhelpful confrontation
• You have tried all the other approaches
As you quietly demonstrate desired behaviours, others can see for themselves the value in following your lead. Many potential confrontations with power or authority demand submissive influence, which can pay positive dividends.
The downside is that your submissiveness may leave you with feelings of low-esteem. Can you live with this?
The Sales Approach
You use good old-fashioned salesmanship.
Use salesmanship when:
• You know that the other person expects to be sold to
• You need to show the benefits your suggestion will produce
• You e
I grumpily survey my Monster resume stats. Despite my diligent efforts (like updating resume every day to ensure high circulation), only 12 people have looked at my resume since I posted it six weeks ago. For a moment I’m afraid that I’m just not qualified, that my resume sucks, that I’ll never find another decent job again. As usual, my friends come to my rescue. It turns out I’m not alone. Several friends who are also using major job search engines have the same complaints, and my friend Celeste, who recently found a high paying job working in marketing, has a solution. “Potential employers get lost sifting through resumes on the bigger sites. It’s a better idea to find a job board that plays up to your individual skills. The employers who go to that site obviously value your skill above all, and are probably willing to pay for it.”Apparently more and more people have the same idea as Celeste. Specialized, or ‘boutique’, job boards are
A word of caution, democracy takes time and can result in watered down solutions. Remain consistently collaborative. Don’t give up too early. Avoid imposing too many parameters or conditions – these will create frustration in others.
The Logical Approach
You use clear logical, unassailable arguments, supported by proof.
Use logic when:
• The other person demands evidence and lots of detail
• You are prepared to do your homework
• You are prepared to wait for a reaction
This approach works best when the other person is a logical, linear thinker. Avoid exaggeration and unnecessary emotion. Offer instead facts and figures.
But, you may find this style long-winded and frustrating. You may even be forced to put it in writing. Allow time to prepare your argument, time to explain it, time to wait for a reaction.
The Emotional Approach
You use your natural charm, charisma or enthusiasm.
Use emotion when:
• You want others to feel part of an exciting project
• You want to fire up someone’s motivation
• You are truly enthusiastic about an idea
This approach works when your influence becomes a genuine extension of your own feelings and beliefs. Appealing to the long-term effects of your ideas, you will reinforce their continuing value.
Do remember though that emotional appeal carries risks. It can leave a nasty taste in the mouth. Painful memories linger longer.
The Assertive Approach
You ask directly, clearly and confidently for what you want, or don’t want.
Be assertive when:
• You want to influence autocratic people, bullies, stick-in-the-muds
• You want to influence behaviours
• You need to act and initiate, rather than react
Assertiveness can have a lasting effect, especially on those who least expect it from you. Any resistance is met by your persistence.
Assertive influence carries little or no risk.
The Passive Approach
You win the day by being submissive, by not overtly influencing.
Remain passive when:
• You want to influence others through personal demonstration
• You want to avoid unhelpful confrontation
• You have tried all the other approaches
As you quietly demonstrate desired behaviours, others can see for themselves the value in following your lead. Many potential confrontations with power or authority demand submissive influence, which can pay positive dividends.
The downside is that your submissiveness may leave you with feelings of low-esteem. Can you live with this?
The Sales Approach
You use good old-fashioned salesmanship.
Use salesmanship when:
• You know that the other person expects to be sold to
• You need to show the benefits your suggestion will produce
• You e
When it is apparent a company needs fresh ideas and new ways of looking at their operation, a cost reduction consultant or "specialist" can help to offer innovative business cost reduction solutions. Sometimes, it is possible to get too close to a situation and lose objectivity. Companies can also experience inertia and find it difficult to make necessary expense reductions.A cost reduction specialist can assist a company with analysis of operations in order to improve operating efficiencies and achieve cost reductions in areas which require expertise such as equipment & IT lease reviews, commercial lease reviews, maintenance & service contract reviews, negotiating capital equipment purchases, and many other expense reviews.COST REDUCTION SERVICES PROVIDES: Experienced professionals New ideas gathered from working with a variety of businesses Current information on industry trends Knowl
Use emotion when:
• You want others to feel part of an exciting project
• You want to fire up someone’s motivation
• You are truly enthusiastic about an idea
This approach works when your influence becomes a genuine extension of your own feelings and beliefs. Appealing to the long-term effects of your ideas, you will reinforce their continuing value.
Do remember though that emotional appeal carries risks. It can leave a nasty taste in the mouth. Painful memories linger longer.
The Assertive Approach
You ask directly, clearly and confidently for what you want, or don’t want.
Be assertive when:
• You want to influence autocratic people, bullies, stick-in-the-muds
• You want to influence behaviours
• You need to act and initiate, rather than react
Assertiveness can have a lasting effect, especially on those who least expect it from you. Any resistance is met by your persistence.
Assertive influence carries little or no risk.
The Passive Approach
You win the day by being submissive, by not overtly influencing.
Remain passive when:
• You want to influence others through personal demonstration
• You want to avoid unhelpful confrontation
• You have tried all the other approaches
As you quietly demonstrate desired behaviours, others can see for themselves the value in following your lead. Many potential confrontations with power or authority demand submissive influence, which can pay positive dividends.
The downside is that your submissiveness may leave you with feelings of low-esteem. Can you live with this?
The Sales Approach
You use good old-fashioned salesmanship.
Use salesmanship when:
• You know that the other person expects to be sold to
• You need to show the benefits your suggestion will produce
• You e
Sandboxes fascinate me. You can live in a concrete jungle yet right there in the middle of city smog, metal swing sets and wooden benches is a box containing sand imported from well, who knows where?Watching children at play in those sandboxes is especially delightful. The sound of their giggles, the way they work so intently to build their castles or other castle-like architecture with such great focus they don’t see or hear what’s going on around them. Adorable. Not so adorable when you consider that as we mature into entrepreneurs, many of us treat our business as though we were still playing in the sandbox.The sandbox feels safe. The boundaries or safe zones are clearly identified by the four corners that make up the box itself. You can bring tools with you when you enter the sandbox but once you’re in, you pretty much stick to playing with what you’ve got. There is no question that you can have a successful business in t
Assertive influence carries little or no risk.
The Passive Approach
You win the day by being submissive, by not overtly influencing.
Remain passive when:
• You want to influence others through personal demonstration
• You want to avoid unhelpful confrontation
• You have tried all the other approaches
As you quietly demonstrate desired behaviours, others can see for themselves the value in following your lead. Many potential confrontations with power or authority demand submissive influence, which can pay positive dividends.
The downside is that your submissiveness may leave you with feelings of low-esteem. Can you live with this?
The Sales Approach
You use good old-fashioned salesmanship.
Use salesmanship when:
• You know that the other person expects to be sold to
• You need to show the benefits your suggestion will produce
• You enjoy selling ideas
Draw out their point of view, understand their needs, demonstrate that you empathise; minimise resistance by showing how their ideas dovetail with your own; show how they will benefit.
Do realise though that logical or submissive people often hate an overt sales approach and may work hard to wreck your plans.
The Bargaining Approach
You trade concessions in order to reach a mutually acceptable conclusion.
Bargain or negotiate when:
• You are both equally keen to go ahead with the idea
• You are happy and able to offer a few concessions
• You want to reach a win-win conclusion
Don’t just share the cake – make it a bigger one. Your success as a fair negotiator will help cement the relationship.
Aim too low and you’ll end up even lower. Over collaborate and you may regret giving too much away. Always trade concessions.
The Power Of Positive Behaviour
Who has been a big influence in your life? A parent, relative, employer, friend or neighbour? Chances are that they often did nothing specific to influence you – they just behaved in ways that you took note of and decided to copy.
The behaviour of others can be influenced greatly when they observe the ways in which you:
• Deal with aggression
• Handle awkward customers
• Control group behaviour
• Field tricky questions
• Overcome resistance
• Live by your values and beliefs
• Walk the talk
Behaviours that help the influencing process:
• Continuous maintenance of rapport
• Maintaining good eye contact
• Congruent body language which supports your messages
• Appropriate voice tone which underpins what you say
• Flexibility – being prepared to change your approach, when necessary
• Awareness and acceptance of the needs of others
• Lack of conditional words, which dilute your messages
In Summary: Modelling Behaviour
Ok, suppose you don’t have sufficient flexibility of style. With practice, it’s easy to observe, analyse and reproduce the effective behaviours of other people. If you’ve ever studied any skill under a master, you will already have done this.
Suppose you know a person who uses an influencing style in a particularly elegant or effective manner. You have identified this as something you would like to improve for yourself. By closely observing what works for that person and noticing the effect it has on others, you can begin to experiment by adopting these behaviours and strategies and making them work for you, too.
Behaviour is only behaviour – it can usually be replicated
Copyright © 2006 Jonathan Farrington. All rights reserved
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