The Ultimate Book of Influence: 10 Tools of Persuasion to Connect, Communicate, and Win in Business
By Chris Helder
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About this ebook
Master the power of influence and persuasion to achieve more in work and life
For business leaders and managers, as well as those who work in sales, the power of influence can be a potent advantage. The ability to persuade others based on what you know about them is the first step to convincing someone to buy your product or buy into your business vision. In The Ultimate Book of Influence, author Chris Helder—a master of communication and one of Australia’s most sought after speakers on influence—shares ten essential tools that will enable you to influence others so you win the sale or seal the deal.
The tools in this book will show you how to read body language, uncover what’s most important to a client, convince others to take action, understand the four essential types of people at your workplace, and much more.
- Written by one of Australia’s most successful speakers on the art of influence
- Includes ten powerful tools that allow you to understand what matters most to a client or colleague and use that knowledge to influence their actions and behaviors
- Ideal for salespeople, business leaders, corporate executives, and anyone who must regularly convince others to take action
Before you can truly influence people, you need to learn how to communicate effectively. The Ultimate Book of Influence teaches you how to choose the right kind of communication technique for any situation, so when you speak, you know people are listening.
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The Ultimate Book of Influence - Chris Helder
The first part of this book is about influencing yourself. When I say that, it is about creating a new level of action to go achieve what it is you are after. The problem, of course, is many people do not have any idea what it is that they are after. So, this part of the book will address these two main concepts — action and clarity
Three tools will be presented in this section of the book:
Tool number 1: breaking down the e-wall
• How to avoid a game of e-pong, where the customer hides behind the e-wall.
• Strategies for creating leverage and moving that customer to taking action.
• How to create a face-to-face environment to influence the customer directly.
Tool number 2: the butterfly
• How to recognise that the number one thing that holds people back is fear.
• How to change anxiety into an action signal.
• How to use that action signal to create successful habits and new results in business and life.
Tool number 3: the sunset
• How to gain clarity about what area of your life you want greatest results in.
• Using the sunset as a tool to uncover the clarity of others.
• How to use that understanding of others to influence them.
Chapter 1: Tool number 1: breaking down the e-wallCustomers are busier than they have ever been before. The easiest way for them to decipher and consider your proposal is when it has been in writing and sent via email. In this way, they are the ones who are in the box seat, able to read and consider the proposal in their time. They are able to compare your proposal to other written proposals, shift around the priority of the proposal depending on their workload, and all of this without your being able to exert your power of influence.
This is because the digital age has created a virtual electronic wall, the e-wall, which our clients can now hide behind. The pattern of communication has become less about face-to-face interaction, and it is acceptable to do business via email.
The e-pong timeline
This is a typical interaction for a proposal that is emailed in the new reality. It is a game that I call e-pong! You have researched, found your decision maker and sharpened your angle to win the business.
• You make a call. The decision maker is pleased to hear from you, but he or she is busy. They ask you to put your proposal in writing and send it to them for review, via email (one week).
• You send your proposal via email.
• The decision maker responds that he or she has received your proposal and will review in due course and respond via email (two weeks).
• You follow up via email in a couple of weeks after hearing nothing back (four weeks).
• Your decision maker is busy and distracted by the day-to-day running of a business. They take four days to respond to your email and say that they are apologetic but will get back to you shortly with a decision after they chat to the relevant people via email (five weeks).
• Based on the reply, you are inclined to give the decision maker another week before hassling them again via email for an answer.
• You send another email to your decision maker asking if a decision has been made (six weeks).
• Nothing is heard back, and doubts creep in about the priority your proposal is being given.
• You write via email one last time stating that you are just wrapping up the quarter or ticking things off your task list and asking once more whether any decision has been made (seven weeks).
• You receive an answer via email four days later from your decision maker, thanking you for the hard work you put into the proposal, but unfortunately other priorities have arisen in the company and they are unable to proceed with the business at this time (eight weeks).
Eight weeks of e-pong, with no result. This has all happened because you let the decision maker hide behind their e-wall. In fact, this happened because you also hid behind the e-wall! It takes courage to break down the wall and be in a position to influence that customer face to face.
It is simply easier to have an email relationship with someone. It is easier to send your client a monthly update or a quarterly newsletter and consider that the job is done. Most of all, it is certainly easier to try to win a sale by sending the client a proposal and play e-pong. It is much harder to pick up the phone and get face to face with our clients to cut through all of the procrastination and time wasting.
Don’t get me wrong. There are times that email is the only option. I realise that. All I am trying to do is challenge you to think about how you can create more face-to-face interactions. What can you do to break down the