The message and the messenger
People make
decisions all the time: purchasing choices, reorganization decisions,
recruitment, etc. A large part of the
choice is based on information received and / or understood. And although relationships play a key role in
influencing the decision makers, facts, figures, and statistics (lies, damned
lies and statistics to quote probably Disraeli) are also crucial. What is the connection between the
information carried and the messenger?
Informed decisions
Obviously
information is shared and discussed during a complex decision making
process. Sales teams prepare sales
messages, kits, demonstrations, etc. The
potential client holds internal meetings, they look at the literature and
compare solutions, they meet the sales force.
There may be a pilot study, the results of which are shared and
analyzed. There are probably some more
internal meetings, during which the outcome of the pilot study is discussed:
ROI, adoption rate, customer satisfaction, etc.
And yet,
sometimes someone out of the blue stops the whole process and the whole thing
is dropped. This someone may or may not
have had access to the information during the evaluation period.
Money makes the world go round
Holding the
purse strings gives you the power to act, decide, veto, choose, etc. You can step in at the last minute and decide
to call the whole thing off. But why
would you call something off? Your team
has been shifting through and sorting information, facts, statistics, and
comparisons.
But oftentimes,
decisions are cancelled or ignored not because of the quality of the
information itself, but because there is a lack of faith in either the
information or in the decision makers themselves.
Information and person: the powerful
combination
Undeniable
facts and trustworthy people are a powerful combination. Putting the two together creates a very
strong source of influence, one that will be very difficult to ignore.
The
trustworthy people in my network are those that I have trusted in the past and
who have come up with the goods. I may
not notice all the people who work well and achieve good results, but I will
notice the unexpected. For example
·
I
am impressed and I remember when good results come from someone I hadn’t
trusted.
·
I
suddenly take note of a person who has been in my entourage and consistent for
a long time.
I also
remember the unexpectedly disappointing.
·
I
notice if I trust someone who then goes on to fail to deliver or to make good
on promises.
Trusting
relationships, business, professional and personal alike, are built up over the
years and stand the test of time. We
have built up a working history together.
A crucial factor for a trusting relationship is the belief in the
absence of vested interests.
An envelope is as important as a letter
The
information at the centre of the decision making process will be brought to me
by people with whom I have varying levels of trust. In addition, the way the arguments and logic
are framed will make a difference. I am
more likely to understand (and as a result trust) a person who matches my way
of thinking and uses the same level of technical language or jargon as me.
The road to becoming a trusted advisor
You may not
hold the pen that signs all the forms, but there are ways you can build up your
reputation as a trusted advisor in order to gain influence.
1. Match your communication style to
your listener and his / her level of knowledge
2. Do what you say you’ll do. Demonstrate again and again that you can be
trusted.
3. Be open about your relationships with
others and any conflicts of interest.
Knowing in advance is far better than finding out by accident later.
4. Communicate about the reliability of
your information. Tell people if you
think this is a trusted document or if you think that the information is
biased. Be prepared to say why. You’ll gain the reputation of being able to
analyze information before you present it.
Cate Farrall
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