In an article in the Harvard Business Review, Gary A. Williams and Robert B. Miller made the following argument on how to persuade effectively.
You have experienced this situation before. When you hold a meeting to persuade your boss and colleagues that your company should take a significant step, such as funding a risky but promising project. Your argument is passionate, your logic is strong, and your data is solid. However, two weeks later, you find out that your excellent proposal has been postponed. What went wrong?
Often, people make the error of focusing too much on the content of their argument and not enough on how they present that message. Many decisions end up going awry because the information is not effectively communicated. Through our experience, individuals can greatly enhance the success of their proposals by identifying the key decision maker among the executives they are trying to convince and adapting their arguments to that leader’s decision-making style.
We have observed that executives generally fall into one of five decision-making categories: Charismatics may initially show enthusiasm for a new idea but base their final decision on a well-rounded set of information. Thinkers may present conflicting viewpoints in a single meeting and require careful consideration of all options before making a decision. Skeptics remain wary of data that contradicts their beliefs and rely on their instincts when making choices. Followers base their decisions on the actions of trusted executives or themselves in similar situations. Controllers focus on the factual and analytical aspect of a decision due to their own concerns and uncertainties.
These five styles encompass a variety of behaviours and traits. Controllers, for example, are risk-averse, while charismatics are more likely to embrace risk. Despite these differences, many people use a generic approach when trying to persuade their superiors, colleagues, and subordinates. They present their case to a thinker the same way they would to a skeptic. Instead, managers should tailor their presentations to the specific executives they are attempting to convince, using appropriate language to convey information effectively in the best order and format. It is important to recognise that Bill Gates and Larry Ellison do not make decisions in the same manner, and understanding this can make a significant impact.
