WIXLIB

Developing Resilience,Persuasion and Influence theEmotionally Intelligent WayPrepared by Dr Mark Hughes, mch: positive impactIncreasing the positive impact of individuals and ThirdSector organisations through staff developmentwww.mchpositiveimpact.com Copyright by M.C. Hughes Consulting Limited, 2016 v7

2

Overview of SessionPersuasion3

Overview of SessionPersuasion6 Universal Principles4

Overview of SessionPersuasionVersusInfluence6 Universal Principles5

Overview of SessionPersuasion6 Universal PrinciplesVersusInfluenceTrust6

Overview of SessionPersuasion6 Universal PrinciplesVersusInfluenceTrustEmotional Intelligence7

Overview of SessionPersuasionVersusInfluence6 Universal PrinciplesTrustEmotional IntelligenceResilience8

Overview of SessionPersuasionVersusInfluence6 Universal PrinciplesTrustEmotional IntelligenceResilience9

Overview of SessionPersuasionVersusInfluence10

Similarities between Persuasion and InfluenceAim of Both:To make someonethink, feel or act in aparticular way11

Similarities between Persuasion and InfluenceAim of Both:To impact ondecision making12

How Decisions are MadeWhile decisions may bejustified with logic, theyare invariably driven byemotion.The Feeling Of What Happens: Body, Emotion and the Making of Consciousness, Antonio Damasio13

How Decisions are MadeREDUCEBADINCREASEGOOD14

How Decisions are urity15

How Decisions are ltyInsecuritySafety HappinessEgoStuff!Egoi.e.Greed16

How Decisions are REASEBAD&GOODPleasureSafety HappinessEgoStuff!Egoi.e.Greed17

Persuading othersinvolves working outhow you canreduce the ‘bad’ and/orincrease the ‘good’18

"The best move you canmake is to think of anincentive the otherperson hasn't eventhought of - and thenmeet it."Eli Broad, Entrepreneur & Philanthropist

Overview of SessionPersuasion6 Universal Principles20

Universal Principles for Persuasion1.ReciprocityBased on research by Robert Cialdini and Steve Martin. For a visual summary see:https://www.youtube.com/watch?v cFdCzN7RYbw21

Reciprocity and the Mint Study22

Reciprocity and the Mint StudyKey Take-Aways: Be the first to give Personalise it Make itunexpected23

Charitable Case Study24

Percentage of Employees that Donated a Day’s SalaryGenericEmailPersonalisedEmail fromCEO5%12%25

Percentage of Employees that Donated a Day’s SalaryGenericEmailPersonalisedEmail from CEO5%12%Receipt of aBranded Sweetfrom a Volunteerbefore Request26

Percentage of Employees that Donated a Day’s SalaryGenericEmail5%12%PersonalisedEmail from CEOReceipt of aBranded Sweetfrom a Volunteerbefore RequestCited on Positive Studio website. sonalisedEmail from CEO17%27

Universal Principles for Persuasion1.Reciprocity2.ScarcityBased on research by Robert Cialdini and Steve Martin. For a visual summary see:https://www.youtube.com/watch?v cFdCzN7RYbw28

Scarcity and Concorde29

Scarcity and ConcordeHighlights impact ofstressing: What you stand tolose Uniqueness30

Universal Principles for Persuasion1.Reciprocity2.Scarcity3.AuthorityBased on research by Robert Cialdini and Steve Martin. For a visual summary see:https://www.youtube.com/watch?v cFdCzN7RYbw31

Impact of Testimonials

Impact of Testimonials20% moreappointments15% morecontracts signed33

Impact of TestimonialsLet me put youthrough to ourlettings team.20% moreappointments15% morecontracts signed34

Impact of TestimonialsLet me put youthrough to ourlettings team.Let me put youthrough to Bill in ourlettings team. Hehas over 10 years ofexperience in lettingproperties in yourarea.20% moreappointments15% morecontracts signed35

Who Can Give Youan Introductionwhich Testifies toYour Credibility?36

Universal Principles for istencyBased on research by Robert Cialdini and Steve Martin. For a visual summary see:https://www.youtube.com/watch?v cFdCzN7RYbw37

Consistency – The Stepping Stone Approach38

Consistency – The Stepping Stone Approach39

Universal Principles for istency5.ConsensusBased on research by Robert Cialdini and Steve Martin. For a visual summary see:https://www.youtube.com/watch?v cFdCzN7RYbw40

Consensus and LegaciesBaseline for Legacies4.9%41

Consensus and LegaciesBaseline for Legacies4.9%“Would you like to leaveany money to charity inyour will?”10.4%42

Consensus and LegaciesBaseline for Legacies4.9%“Would you like to leaveany money to charity inyour will?”10.4%“Many of our clients like to leavemoney to charity in their will. Are thereany causes you are passionate about?”Based on research conducted by the UK Government’s Cabinet Office Behavioural Insights Team15.4%43

Universal Principles for istency5.Consensus6.LikingBased on research by Robert Cialdini and Steve Martin. For a visual summary see:https://www.youtube.com/watch?v cFdCzN7RYbw44

Making People Like YouSimilarities&Compliments45

Business School Negotiation ExerciseTime Money55% reachedagreement46

Business School Negotiation ExerciseTime Money55% reachedagreementFind outsomething youhave in commonbefore negotiating90% reachedagreementAgreement worth18% more to bothparties47

What are OtherWays to BuildRapport?48

What is the learning style of the person you’re trying topersuade?Activists Like to take direct action/Primarily interested in the here and nowThink on their feetPrefer short sessions and plenty of varietyLike opportunities to initiate, participate and have fun49

What is the learning style of the person you’re trying topersuade?Activists Like to take direct action/Primarily interested in the here and nowThink on their feetPrefer short sessions and plenty of varietyLike opportunities to initiate, participate and have funTheorists Like to learn based on proven concepts and modelsThink analytically and logicallyPrefer a sequential approach to problemsLike structure and logical presentation

What is the learning style of the person you’re trying topersuade?Activists Like to take direct action/Primarily interested in the here and nowThink on their feetPrefer short sessions and plenty of varietyLike opportunities to initiate, participate and have funTheorists Like to learn based on proven concepts and modelsThink analytically and logicallyPrefer a sequential approach to problemsLike structure and logical presentationPragmatists Like to see how things workThink in practical termsPrefer to see the relevance of their work/learningLike activities to be real51

What is the learning style of the person you’re trying topersuade?Activists Like to take direct action/Primarily interested in the here and nowThink on their feetPrefer short sessions and plenty of varietyLike opportunities to initiate, participate and have funTheorists Like to learn based on proven concepts and modelsThink analytically and logicallyPrefer a sequential approach to problemsLike structure and logical presentationPragmatists Like to see how things workThink in practical termsPrefer to see the relevance of their work/learningLike activities to be realReflectors Like to think about things in detail before taking actionLike thorough preparationPrefer to make decisions in their own timeLike to listen, observe and evaluateBased on Honey and Mumford Learning Styles Model52

Universal Principles for istency5.Consensus6.LikingBased on research by Robert Cialdini and Steve Martin. For a visual summary see:https://www.youtube.com/watch?v cFdCzN7RYbw53

Which principlewould work best onthe person youwant to persuade?54

Universal Principles for istency5.Consensus6.LikingBased on research by Robert Cialdini and Steve Martin. For a visual summary see:https://www.youtube.com/watch?v cFdCzN7RYbw55

PersuasionVsInfluence56

Differences between Persuasion and n57

Differences between Persuasion and nfluenceReputationCrucial58

Keys to Trust59

Keys to TrustRELIABILITY60

Keys to TrustRELIABILITYACCEPTANCE61

Keys to TrustRELIABILITYACCEPTANCEOPENNESS62

Keys to TrustRELIABILITYACCEPTANCEOPENNESSCONGRUENCE63

Which key to trustdo you need todevelop?64

Overview of SessionPersuasion6 Universal PrinciplesVersusInfluenceTrustEmotional Intelligence65

Daniel Goleman and Emotional Intelligence66

Daniel Goleman’s View on Emotional IntelligenceEmotional IntelligenceThe capacity for recognising our own feelings and those ofothers, for motivating ourselves and for managing emotionswell in ourselves and in our relationshipsGoleman, Daniel. (1995) “Emotional Intelligence." Bloomsbury, New York67

Daniel Goleman’s View on Emotional IntelligenceEmotional g your emotions and the effect they have on others68Goleman, Daniel. (1995) “Emotional Intelligence." Bloomsbury, New York

Daniel Goleman’s View on Emotional IntelligenceEmotional IntelligenceSelf-regulationControlling disruptive moods and thinking before actingSelf-awarenessGoleman, Daniel. (1995) “Emotional Intelligence." Bloomsbury, New York69

Daniel Goleman’s View on Emotional IntelligenceEmotional IntelligenceMotivationPursuing goals with an energy/persistence that go beyond money or statusSelf-regulationSelf-awarenessGoleman, Daniel. (1995) “Emotional Intelligence." Bloomsbury, New York70

Daniel Goleman’s View on Emotional IntelligenceEmotional IntelligenceEmpathyTreating people according to their emotional n, Daniel. (1995) “Emotional Intelligence." Bloomsbury, New York71

Daniel Goleman’s View on Emotional IntelligenceEmotional IntelligenceSocial SkillsBuilding rapport and managing effective awarenessGoleman, Daniel. (1995) “Emotional Intelligence." Bloomsbury, New York72

Daniel Goleman’s View on Emotional IntelligenceEmotional IntelligenceThe capacity for recognising our own feelings and those ofothers, for motivating ourselves and for managing emotionswell in ourselves and in our relationshipsSocial SkillsBuilding rapport and managing effective relationshipsEmpathyTreating people according to their emotional stateMotivationPursuing goals with an energy/persistence that go beyond money or statusSelf-regulationControlling disruptive moods and thinking before actingSelf-awarenessRecognising/understanding your emotions and the effect they have on others73Goleman, Daniel. (1995) “Emotional Intelligence." Bloomsbury, New York

Overview of SessionPersuasion6 Universal PrinciplesVersusInfluenceTrustEmotional IntelligenceResilience74

Building ResilienceChoose your reality75

We Choose a Tiny Percentage of Reality11 million pieces ofinformation/secondBrains processes 40 bits/secondManfred Zimmermann, ‘Neurophysiology of Sensory Systems’, in Fundamentals of Sensory Physiology, R. F. Schmidt, 198676

Building ResilienceChoose your realityChoose the meaning yougive to your reality77

Perceptions of Stress78

Perceptions of StressGroup 1 showna factual videoon the positiveimpact of stress79

Perceptions of StressGroup 1 showna factual videoon the positiveimpact of stressGroup 2 showna factual videoon the negativeimpact of stress80

Perceptions of StressGroup 1 showna factual videoon the positiveimpact of stressGroup 2 showna factual videoon the negativeimpact of stressOne weeklater, group1 showed a23% drop inphysicalsymptomsof stressand a 30%increase inproductivityrelative togroup 281

Perceptions of StressGroup 1 showna factual videoon the positiveimpact of stressGroup 2 showna factual videoon the negativeimpact of stressDetailed in ‘Before Happiness’, by Shawn AchorOne weeklater, group1 showed a23% drop inphysicalstresssymptomsand a 30%increase inproductivityrelative togroup 2Stress isinevitablebut itsnegativeeffectsare not82

Building ResilienceChoose your realityChoose the meaning yougive to your realityStay present83

Stress Only Exists in the Past or Future84

Stress Only Exists in the Past or Future Self-talk85

Hard-line Approach to Addressing Negative Self-TalkSUMOShut Up Move On86

Stress Only Exists in the Past or Future Self-talk Mindfulness/Meditation87

Stress Only Exists in the Past or Future Self-talk Mindfulness/Meditation“Paying attention, in a particular way,on purpose, in the present momentand non-judgementally.”Dr Jon Kabat-Zinn, Minfulness Researcher88

Building ResilienceChoose your realityChoose the meaning yougive to your realityStay presentStay healthy89

Emotions do not Exist in a Vacuum – Adopt the ASICSLogo90