The Negotiator Magazine

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Four crucial variables in the persuasion equation

Establish credibility

When confronted with a new or contrary position an audience's first response is to determine whether the perspectives and opinions of the persuader can be trusted. The risk in terms of possible resources and time that may need to be committed, creates a reluctance to open themselves to persuasion.

Most managers unfortunately over-estimate their credibility, not understanding that credibility primarily derives from their perceived expertise and the relationships they are able to establish.

Managers, who have a history of sound judgement or have proven that they are knowledgeable knowledgeable and well informed about their products and proposals, receive high expertise ratings. High credibility ratings are reserved for those who have over time demonstrated that they can be trusted to listen, to act in the best interests of others and to share credit for good ideas. Their behaviour is characterised by integrity, consistency and a resistance to extreme mood swings.

Where an expertise gap exists the following remedies can be highly beneficial:

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December 2004