Published 7/2023
MP4 | Video: h264, 1280x720 | Audio: AAC, 44.1 KHz
Language: English | Size: 246.00 MB | Duration: 0h 36m
Master The 60 Hidden Skills of the Most Persuasive People Without Manipulation In 40 Minutes
Free Download What you'll learn
1. Inconvenience the audience by creating an impression of product scarcity
2. Introduce herd effect in highly personalized form
3. Ads quoting negative behavior en masse reinforces negative behavior
4. Avoiding magnetic middle
5. Too many options necessitate selection, and hence frustration, when brain decides it's unnecessary work
6. Giving away the product makes it less desirable
7. A more expensive product makes the old version look like a value buy
8. If a call to action is motivated by fear, people will block it, unless call to action has specific steps
9. A small gift makes people want to reciprocate
10. Hand-written Post-It note improves response rate on inter-office letters
11. How restaurant mints are a personalized affair
12. Attaching no strings increases response to the message
13. As time goes by, the value of a favor increases in the eyes of the favor-giver, and decreases in the eyes of the favor-receiver
14. Asking for small favors changes self-perception, introducing ways for big favors
15. Labeling people into a social group tends to increase their participation ratio
16. Asking people to substantiate their decision will lead to higher commitment rate on that decision
17. Writing things down improves commitment
18. The fact that circumstances changed allows people to change their viewpoints without being viewed as inconsistent
19. Sometimes asking people for help makes them more open
20. Asking for little goes a long way
21. Lower starting prices attract higher bids
22. How to impress a potential customer with credentials without being labeled as a show-off
23. The danger of being the smartest person in the room
24. Devil's advocate example works with large organizations
25. Negative examples are memorized better than positive examples
26. Admitting negatives up-front might lead to better communication
And More ...
Requirements
You must be willing to try new methods and techniques
You need to promise yourself you'll use what you learn. If you have any questions about the course
Description
It's happened to you before. You call a meeting to try to convince your boss and peers that your company needs to make an important move—for instance, funding a risky but promising venture. 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?All too often, people make the mistake of focusing too much on the content of their argument and not enough on how they deliver that message. Indeed, far too many decisions go the wrong way because information is presented ineffectively. In our experience, people can vastly improve their chances of having their proposals succeed by determining who the chief decision maker is among the executives they are trying to persuade and then tailoring their arguments to that business leader's decision-making style.Specifically, we have found that executives typically fall into one of five decision-making categories: Charismatics can be initially exuberant about a new idea or proposal but will yield a final decision based on a balanced set of information. Thinkers can exhibit contradictory points of view within a single meeting and need to cautiously work through all the options before coming to a decision. Skeptics remain highly suspicious of data that don't fit with their worldview and make decisions based on their gut feelings. Followers make decisions based on how other trusted executives, or they themselves, have made similar decisions in the past. And controllers focus on the pure facts and analytics of a decision because of their own fears and uncertainties.The five styles span a wide range of behaviors and characteristics. Controllers, for instance, have a strong aversion to risk; charismatics tend to seek it out. Despite such differences, people frequently use a one-size-fits-all approach when trying to convince their bosses, peers, and staff. They argue their case to a thinker the same way they would to a skeptic. Instead, managers should tailor their presentations to the executives they are trying to persuade, using the right buzzwords to deliver the appropriate information in the most effective sequence and format. After all, Bill Gates does not make decisions in the same way that Larry Ellison does. And knowing that can make a huge difference.
Overview
Section 1: Introduction
Lecture 1 Introduction
Section 2: 1. Inconvenience the audience by creating an impression of product scarcity
Lecture 2 Containt
Section 3: 2. Introduce herd effect in highly personalized form
Lecture 3 Containt
Section 4: 3. Ads quoting negative behavior en masse reinforces negative behavior
Lecture 4 Containt
Section 5: 4. Avoiding magnetic middle
Lecture 5 Containt
Section 6: 5. Too many options necessitate selection, and hence frustration
Lecture 6 Containt
Section 7: 6. Giving away the product makes it less desirable
Lecture 7 Containt
Section 8: 7. A more expensive product makes the old version look like a value buy
Lecture 8 Containt
Section 9: 8. If a call to action is motivated by fear, people will block it, unless call
Lecture 9 Containt
Section 10: 9. A small gift makes people want to reciprocate
Lecture 10 Containt
Section 11: 10. Hand-written Post-It note improves response rate on inter-office letters
Lecture 11 Containt
Section 12: 11. How restaurant mints are a personalized affair
Lecture 12 Containt
Section 13: 12. Attaching no strings increases response to the message
Lecture 13 Containt
Section 14: 13. As time goes by, the value of a favor increases in the eyes of the favor-giv
Lecture 14 Containt
Section 15: 14. Asking for small favors changes self-perception, introducing ways for big fa
Lecture 15 Containt
Section 16: 15. Labeling people into a social group tends to increase their participation
Lecture 16 Containt
Section 17: 16. Asking people to substantiate their decision will lead to higher commitment
Lecture 17 Containt
Section 18: 17. Writing things down improves commitment
Lecture 18 Containt
Section 19: 18. The fact that circumstances changed allows people to change their viewpoints
Lecture 19 Containt
Section 20: 19. Sometimes asking people for help makes them more open
Lecture 20 Containt
Section 21: 20. Asking for little goes a long way
Lecture 21 Containt
Section 22: 21. Lower starting prices attract higher bids
Lecture 22 Containt
Section 23: 22. How to impress a potential customer with credentials without being labeled a
Lecture 23 Containt
Section 24: 23. The danger of being the smartest person in the room
Lecture 24 Containt
Section 25: 24. Devil's advocate example works with large organizations
Lecture 25 Containt
Section 26: 25. Negative examples are memorized better than positive examples
Lecture 26 Containt
Section 27: 26. Admitting negatives up-front might lead to better communication
Lecture 27 Containt
Section 28: 27. Spinning negative facts as positive allows customers to make a mental link
Lecture 28 Containt
Section 29: 28. Admitting you're wrong makes people trust you more
Lecture 29 Containt
Section 30: 29. Similarities raise the response rate
Lecture 30 Containt
Section 31: 30. People like the sound of their name, and that defines their vocation
Lecture 31 Containt
Section 32: 31. Verbalization helps interaction
Lecture 32 Containt
Section 33: 32. Just smiling makes for a poorer customer service
Lecture 33 Containt
Section 34: 33. People pay more for the stuff that's about to disappear
Lecture 34 Containt
Section 35: 34. When people feel something is about to go away, they will stick to perceptio
Lecture 35 Containt
Section 36: Because" makes any explanation rational
Lecture 36 Containt
Section 37: 36. Asking people to choose reasons themselves might backfire
Lecture 37 Containt
Section 38: 37. People like stocks with more pronounceable names
Lecture 38 Containt
Section 39: 38. Rhyming makes the phrases more convincing
Lecture 39 Containt
Section 40: 39. Amount of information is context-dependent
Lecture 40 Containt
Section 41: 40. Incentive programs need a good start
Lecture 41 Containt
Section 42: 41. Abstract names allow the customers to come up with reasoning
Lecture 42 Containt
Section 43: 42. Ad campaigns that do not incorporate brands tend to not be remembered
Lecture 43 Containt
Section 44: 43. Mirrors make people more self-conscious
Lecture 44 Containt
Section 45: 44. Negative emotions make people pay more
Lecture 45 Containt
Section 46: 45. Tired people tend to be more receptive to arguments
Lecture 46 Containt
Section 47: 46. Caffeine increases the argumentativeness of a strong argument
Lecture 47 Containt
Section 48: 47. Face time still beats e-mail time
Lecture 48 Containt
Section 49: 48. Individualism is perceived differently in many countries
Lecture 49 Containt
Section 50: 49. Notion of commitment among various cultures differ
Lecture 50 Containt
Section 51: 50. Response to voice mail differs among Americans and Japanese
Lecture 51 Containt
Section 52: How To Be Persuasive - 15 Secrets of Persuasive People
Lecture 52 Let's go !
Section 53: Conclusion
Lecture 53 6 ways to persuade anyone of anything
You're not interested in manipulating people, but moving them to action on what's best for them,Ideal for people who feel tired of others not listening to what they have to say,Anyone who dreams of having a more powerful impact on people,This course is for you if you want to learn the hidden strategies of the most influential people
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