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Buyer Psychology: Change the Way You
Persuade
Description:
You call a meeting to try to
convince your boss that your company needs to make an important move.
Your argument is impassioned, your logic unassailable, your data
bulletproof. Two weeks later, though, you learn that your brilliant
proposal has been tabled. What went wrong?
It's
likely the proposal wasn't appropriately geared toward your boss's
decision-making style, say consultants Gary Williams and Robert Miller.
Over the course of several years' research, the authors have found that
executives have a default style of decision making developed early in
their careers. That style is reinforced through repeated successes or
changed after several failures.
Typically, the authors say, executives fall into one of five categories
of decision-making styles:
(1)
Charismatics are intrigued by new ideas,
but experience has taught them to make decisions based on balanced
information, not just on emotions.
(2)
Thinkers are risk-averse and need as much
data as possible before coming to decisions.
(3)
Skeptics are suspicious of data that
don't fit their worldview and, thus, make decisions based on their gut
feelings.
(4)
Followers make decisions based on how
other trusted executives, or they themselves, have made similar
decisions in the past.
(5)
And controllers focus on the facts
and analytics of decisions because of their own fears and uncertainties.
But most business presentations aren't designed to acknowledge these
different styles--to their detriment. In this article, the authors
describe the various subtleties of the five decision-making styles and
how best to persuade executives from each group. Knowing executives'
preferences for hearing or seeing certain types of information at
specific stages in their decision-making process can substantially
improve your ability to tip the outcome in your favor, the authors
conclude.
Subjects
Covered:
Communication,
Communication strategy, Decision making, General management, Leadership,
Management communication, Managerial skills, Managers, Negotiations,
Organizational behavior, Personal strategy & style, Presentations,
Public relations, Sales & marketing.
This article appears in the May 2002 issue of
the Harvard Business Review. Cornerstone Business Solutions will
be pleased to furnish you a reprint that we purchase if you kindly
notify us by telephone at (505) 325-4900.
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