How to get the outcome you want by choosing the right convincer channels

When getting the outcome you want  is important, choosing the convincer channel that works for your audience is critical.

There are the four ways we take in information to make a decision:

1.   Seeing: Some people must be able to see something to get convinced – picture, diagram, whiteboard.
2.   Hearing: Others want to hear about something in order to be convinced. They may ask their colleagues, or request that you ‘talk them through’ the plan.
3.   Reading: Some people must read information or instructions in order to decide with confidence. They might prefer email for communication because they can read the flow.
4.   Doing: Some folks want to actually do it in order to be convinced. They want to try it and ‘get a feel for’ how things will operate after we make this decision.
Consider your decision-making process at work. Do you need to see, hear, read, or do something to be totally convinced? How about your manager?
Of course taking in information is only part of the story. To effectively influence others, we also need to recognise their internal process for making a decision:
1.   Number of Examples: Some people must have the data a particular number of times to be convinced.
2.   Automatically: Others need only partial information and they quickly extrapolate the rest of the informationand decide based on their projections.
3.   Consistency: There is a group of people who are never quite convinced, and need to get information every single time to remain somewhat convinced.
4.   Period of Time: Some people need to have the data remain consistent for period of time, or need a period of time to reflect before they are ready to decide.

Rosemary’s team were frustrated. Regardless of how much information they gave her, she would never make a decision that day. Her reluctance to read decision papers and habit of delaying decisions was causing tension between Rosemary and the CEO.

Rosemary has a strong ‘Period of Time’ convincer – she needs to reflect on things ‘overnight’ to decide, regardless of the context. So outlining a decision this morning and expecting an answer this afternoon isn’t going to work with Rosemary. She also prefers to see and hear, rather than read to decide. Once her colleagues knew this, decision-making was much smoother.

When it comes to getting outcomes, ‘do unto others as they would be done unto’. How can you use these insights to facilitate decisions from those around you?

Have an Extraordinary day
Corrinne