2. RECIPROCITY
People are more inclined to do you a favour if you have already
done one for them, especially if you haven’t asked for anything in
return.
If they accept, their perceived sense of obligation will cause them to
look for opportunities to return the favour over time.
This has the added bonus of elevating your status in their mind from
”colleague” to “valued colleague” or even “friend”.
This is based on the principle of “reciprocal altruism” in which one
takes action on behalf of another at cost to oneself, with the hope of
earning favour at some point in the future.
3. RECIPROCITY
The trick is to keep the favours small, thoughtful and
independent of any other business or negotiation.
A few days before you table a controversial idea, take your
stakeholder out to lunch and don’t talk about work at all.
Focus instead on family or common outside interests.
Before you leave, arrange for the next lunch so they see
you’re serious about staying in touch. Wait and see how well
your investment paid off.
4. THE “YES-YES” TECHNIQUE
People are more inclined to say “yes” to something if they’ve
already said “yes” to something else. This is based on the
principle of “affect congruence” in which we tend to behave in
ways congruent with our current mood.
Once someone has said “yes” to one thing, their own sense of
responsibility will keep them on the hook.
If you think your stakeholder will reject an idea you’ve
invested time developing, preface its introduction with
smaller ideas your stakeholder will likely agree with. Then
build up from there.
5. THE “YES-YES” TECHNIQUE
“Do you think we have too many accruals on our
financial statements?”
“Do you think these accruals could cause us
problems in our annual report this year?”
“Did you enjoy meeting Tom from accounting at
the fundraiser last week?”
“Would you be open to hearing Tom pitch an
idea about a new piece of software he’s been
reviewing?”CHALLENGE
LEVEL
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HEY!