Why would a decision-maker at work actually choose one person over another for a role? What exactly makes them trust someone’s judgment? How do they decide in practice who to tap for big opportunities?
Over the past 12 years, I have coached top employees at some of the world’s largest and most competitive Fortune 500 companies. As a result, I have been a trusted advisor to senior executives, C-suite executives, and recruiting managers who have revealed to me their answers to all of these questions.
Over time, I’ve found that technical expertise can get you far, but your ability to communicate persuasively determines whether your opinion is actively solicited or whether you have to work hard to make your voice heard.
I’ve seen this play out firsthand across industries and levels. The ability to influence others can help you succeed. vice versa. For example, smart subject matter experts are unable to translate their work into the language of decision makers, or managers who are technically proficient but inarticulate are not promoted.
Your influence and advancement at work depend on your ability to persuade others.
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Being persuasive does not mean resorting to manipulation, mind games, or politics. In fact, the strongest communicators I’ve worked with are thoughtful professionals who have learned to use their insights strategically. They understand psychology: how people think, what drives their choices, and how to come up with ideas that get people seen, heard, and paid for.
The good news is that persuasive communication is a skill that can be learned. Here are three of my favorite strategies for getting started. Choose one to try today and see how people react differently to your contribution.
1. Lead with the bottom line
The decision maker is Busy and overwhelmed. When you take too long to get your point across, you risk losing their attention, and you may inadvertently show that you’re not processing your message well.
Compare that to someone who can express their main points clearly in a few sentences. This clarity shows expertise and confidence.
To be more persuasive, start with your conclusion, request, or recommendation and then provide supporting evidence as needed. This might sound like:
- “I recommend delaying product launches until September. Three factors driving this trend are…”
- “We need to consider redesigning the app’s navigation before Q3 to prevent user churn. Data shows…”
- “Can you review this report by Thursday? I need your input specifically on X and Y.”
Before your next meeting, write down your main “take-home” message in one to two clear sentences. This limitation forces you to filter out useless information and focus on the important information.
2. Sell your idea as a way to solve a specific problem
Persuasive communicators have mastered the art of translation. They reframe their messages through the lens of their audience’s needs.
Those in power want more than clever solutions. They want great ideas that directly address their stresses, pain points, and priorities. Build this connection and you’ll gain a competitive advantage.
To be more persuasive, start with your conclusion, request, or recommendation and then provide supporting evidence as needed.
For example, you might say, “This solution will help you deliver quarterly reports three days faster, giving you more time to prepare for board meetings,” rather than saying, “This new system will improve data processing efficiency by 40%.”
The same principles apply even if you need to postpone or defer. Simply say “I’ll get back to you,” but say, “I want to make sure I have the most useful answers for your quarterly planning. Can I collect the specific data you need by Friday?” ?
3. Speak with authority
Small changes in word choice can make a big difference in how your message is delivered, especially to high-level stakeholders.
Consider the difference between saying “I think we should…” versus “In my experience…” one indicates uncertainty and the other indicates expertise.
Or how about “I’m working on…” versus “We’re implementing…”? The first suggests struggle, the second suggests purposeful action.
Look for opportunities to replace weak verbs with stronger ones. For example:
- “Have to” can become “decision”, “choice” or “selection”
- “Help” can be replaced with “guidance,” “guidance,” “leadership,” “advice” or “supervision”
Don’t get caught up in rhetoric or Corporate jargon. It’s about choosing more accurate language that reflects the scale and scope of your actions.
Melody Wilding, LMSW, is an executive coach, professor of human behavior, andManaging Up: How to Get What You Need from Those in Charge” Download the accurate script to say “no” smartly at work here.
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