When pursuing goals people tend to focus on two things: achievability and challenge. Single number goals (e.g. open 3 new accounts this week) are either achievable, challenging or a compromise in-between.
High-low range goals (e.g. open 2 – 4 new accounts this week) engage both achievability and challenge, and lead to longer commitment.

It’s human nature to want to live up to the commitments we make, but it’s still hard! Commitments stand the best chance of being lived up to if they are action-orientated and made public. One way to do that is to get agreements in writing and, if possible, share them with others.

People are more motivated to complete a task when they get feedback that focuses on small rather than large numbers. When persuading people to pursue a task or goal providing feedback on whatever is the smaller number – either progress made or effort remaining – is more motivating. For example, “we’re already 20% towards our target” is better than “we’ve 80% left to go.”

Research shows that assigning a trait, attitude, or other desirable label to a person can increase the chances they will behave in a way that is consistent with that label. The strategy is most effective if you label someone with a trait or skill that they do in fact have, or would aspire to have.

People have a fundamental need to affiliate and connect with others. Increase your influence by using images or stories that individualize the people involved. When promoting new projects and initiatives talk about how they will affect specific people rather than a group.

Consciously look for something you like about a person. Looking for genuinely likeable features and complimenting them can increase cooperation and break barriers. With more difficult people this can repair relationships and get stubborn colleagues onside.

People feel more obliged to give back to people who have given them something first. Before trying to influence someone ask, “How can I help this person?” You are most powerful after you are thanked for help you have provided. Avoid saying “It’s no big deal”. Instead say “I know you’d do the same for me”.

Requesters’ focus on the economic costs that people will incur if they do say ‘yes’ to them (such as their time and resources). ‘Helpers’ however are much more likely to focus on the social costs of saying ‘no’. As a result we underestimate the likelihood that people will say yes to our requests. Research shows that asking for help doesn’t weaken your power; it actually boosts it.

People want more of the things that seem less attainable. Focus on the features of your offer that are genuinely unique or rare. Limiting the number of options or availability signals scarcity and increases people’s motivation to take action.

People can find the decision-making process too difficult and will often disengage if they are offered too many choices. Although it appears counter-intuitive, you can actually increase your influence by reducing rather than increasing the options you provide. When presenting to people who aren’t experts limit the choices you offer to three or four.

People are generally more likely to take actions to avoid losses than they are to accrue gains. Most people find it far more painful to lose £50 than they find it pleasurable to find £50. Always communicate the benefits that your audience will potentially lose if they say no to your proposal – as much as what they stand to gain.

If you don’t have enough arguments to support your case you risk coming across as half-hearted. But too many arguments can actually undermine your success. Remember: three claims will charm, but four can alarm!

Demonstrate trustworthiness by acknowledging a small weakness in your proposal. People are more likely to say ‘Yes’ to those they see as trustworthy and credible. So admit your weakness at the start of your pitch, not at the end. And immediately counter it with your strongest argument.

The way you’re introduced often matters more than the idea you are introducing.Ensure that the people you wish to influence know about your qualifications and experience. But avoid coming across like a boaster by asking a colleague or another customer to introduce you.

People rely on comparisons to determine how attractive an option is. What people experience first has an important influence over their evaluation of the next thing they see. Be sure to tell people about the alternatives that are not quite right for them, before making your recommendation.

When you start your negotiation, pitch high. Don’t give anything away without gaining something in return – in other words, trade, don’t concede. When you’re hearing terms, don’t agree to separate parts.

As negotiations come to fruition, avoid threats and ultimatums. Instead, ask what if questions to find alternatives. You’re not looking to win, you’re looking for a fair deal for both sides.

When you’re negotiating, don’t assume, ask. If you have a bottom line conflict, then look for variables. Avoid emotional negotiations – stay neutral, stick to the facts. Finally, before you make a proposal – get the whole list.

Negotiating in familiar surroundings can boost your confidence.But negotiating in unfamiliar surroundings (like your opponent’s office) can reduce it. One way to improve your negotiation outcomes is to suggest meeting in a neutral location. Or better still, ask people to come to you.

People are more likely to say ‘Yes’ to a smaller request immediately after they have said ‘No’ to a larger one.Make sure your first request is realistic. And make sure your subsequent request is made immediately after the rejection of your first.

All else being equal, those who make the opening offer in a negotiation end up with a better outcome than those who wait. An offer that is given first anchors a negotiation partner to that figure. When making an offer use precise rather than rounded numbers. It makes it seem like you have a strong justification for your offer. Compile a list of reasons why your ideal outcome is justified – in case your opponent beats you to the opening offer.

People prefer to be persuaded by people who are like them and who do like them. People are much more likely to say ‘yes’ to people that they share similar backgrounds, experiences and values with. Look for genuine similarities that you share with someone before you attempt to influence them.

When people are unsure what to do they look to those around them to guide their decisions. Be sure to tell prospective customers and colleagues how other people like them have behaved. Have a range of testimonials and use the one that most closely matches the profile of your audience.

Demonstrate greater understanding by using the same words that the person you want to influence uses. The technique is called ‘parrot-phrasing’ and it helps create feelings of similarity and understanding. Similarity and understanding increases liking and improves your subsequent influence attempts.