Being a know-it-all is very persuasive, particularly if you don’t tell people you know it all. Social psychologists have performed many studies that demonstrate that people, especially in business settings, are more persuaded by proposals that come from credible and trustworthy sources.
There is also much evidence that demonstrates an individual’s pressure to comply when a request comes from those in authority. A good example of this is the Stanley Milgram experiments.
The above two concepts are strongly aligned to one of Dr Robert Cialdini’s Six Principals of Persuasion – Authority.
For those trying to influence customers to purchase products or services, being seen as an expert will go a long way to convincing your prospects. The same applies when delivering information, for example, a keynote address.
There is one problem here, how do you introduce that expertise without being accused of being a blow hard? A simple tactic I use for the latter is to always give the chair a brief bio to read before I begin my address.
How would you be perceived if you started your presentation explaining how much more knowledge and expertise you have over the people gathered? This would be a sure-fire way to kiss your audience goodbye. The best way to achieve expert status is to have someone else blow your trumpet for you. So, does it matter who that person is?
Some new research conducted at Stanford Business School has found that it doesn’t matter if the person has strong connections with you or will even gain from your success. This was recently tested in a number of real estate offices. Here’s how the research was set up.
Customers who telephoned the real estate offices would speak first with a receptionist. The receptionist would ask which department they required. She not only told them who she was putting them through to, but also mentioned the colleague’s credentials and expertise at the same time. This treatment was alternated – in other words, every alternative call was connected to an agent with no introduction.
Customers interested in renting a property were told, “Renting? I’ll connect you with Sandra, who has over 15 years experience renting properties in this particular area.”
Similarly, customers who wanted more information about selling their property were put through to Peter; “He is our head of sales and has 20 years of experience selling properties.”
The power of this simple expert introduction had a significant influence over customers who had received no introduction. The introduction of expertise increased rentals and listing by 20%.
I’d like to point out some interesting features of this result.
Firstly, techniques to influence and persuade others will have short-term results if they are only ethical – the receptionist was telling the truth. Had Sandra or Peter told their customers of their expertise they would have been seen as boastful and self promoting.
Secondly, it didn’t matter that the introductions came from an internal employee who would benefit from such an introduction.
Thirdly, it is exciting to note that the introductions were simple and cost nothing to implement.
The above research is clear proof that when it comes to persuading customers and colleagues to say “yes”, establishing authority and/or expert credentials can make some big differences in the success of your requests.
