What does it take to Convince Someone? Knowing this could Increase your Influence Tenfold.

Today I would like to share with you some insights from Anthony (Tony) Robbins, a world renowned master of modelling excellence and designing strategies for success.Tony Robbins 

For over 30 years, Tony Robbins has dedicated his life to modelling the most successful people in the world. Through access to their experience, he has discovered and simplified the core distinctions and strategies that can be applied immediately to measurably improve the quality of one’s life. If you have heard of Tony Robbins or better still, had the wonderful experience of witnessing him in action first hand you will no doubt love what he has to share with us here. If you have never heard of him, I invite you to check out his blog pages www.training.tonyrobbins.com or his website www.tonyrobbins.com .

But for now, sit back and enjoy what Tony Robbins has to say about influencing with integrity at the unconscious levels…

….”The factors involved in convincing someone, has two parts to the strategy. To figure out what effectively convinces someone, you must first find out what sensory building blocks he or she needs in order to become convinced, and then you must discover how often that person has to receive these stimuli before becoming convinced.


How do you know when someone else is good at a job?

  • See them or watch them do it (Convinced by Seeing)
  • Hear about how good they are (Convinced by Hearing)
  • Do it with them (Convinced by Doing)
  • Read about their ability (Convinced by Reading)

The answer may be one or a combination of these. For example, you may believe someone is good at their work when you see him or her do a good job, in combination with other people telling you he or she is good.


How often does someone have to demonstrate that they are good before you are convinced?

  • Immediately (Convinced Automatically)
  • A Number of Times (Convinced by a Number of Examples)
  • Over a Period of Time (Convinced After a Period of Time)
  • Every Time (Convinced Consistently)

With some people, if you can prove your ability once, you have proved it forever. With others, you have to prove it every time.

If you are the head of an organisation, one of the most valuable states you can achieve with your key workers is trust and rapport. If they know you care about them, they’ll work harder and better for you. If they don’t trust you, then chances are they won’t deliver for you.

Part of establishing trust is being attentive to the different needs of different people. Some people will establish a relationship and maintain it. If they know that you play fair and that you care about them, you can establish a bond that will last until you do something to betray that trust.

This doesn’t work for everyone. Some employees need more than that, whether it’s a kind word (Convinced by Hearing), an approving memo (Convinced by Reading), a show of public support (Convinced by Seeing), or an important task to perform (Convinced by Doing). They may be just as loyal and just as talented, but they need more verification from you than other people do. They need more proof that the bond between them and you still holds.

Any good salesperson knows customers that he/she only had to sell to once and they were customers for life (Convinced Automatically). Other customers may have needed to see or experience the product or service two or three times before they decided to buy, or to have had two or three demonstrations before they were fully convinced (Convinced by a Number of Examples); while for others, maybe six months of trialling or checking needed to pass before they were ready to fully commit (Convinced After a Period of Time). Then there is the sales person’s ‘favourite!’ The customer who has used your product or service for years and years, and every time you re-visit them, they want to know again why they should use it. They have to be convinced every time (Convinced Consistently).

The same process plays out with even greater intensity in personal relationships. Some people require constant conviction, while others need few reminders. The value in ‘metaprograms’ (patterns of unconscious motivation), is that they provide you with the game plan to understand each other, and in turn understand how to effectively influence or convince someone of your product/service, performance or relationship”…

The information that Tony Robbins has shared with us here about unconscious patterns of motivation, or metaprograms, is exactly what we at Precision Profiling specialise in. I wrote a case study in a previous blog demonstrating the mistakes that can be made if company leaders are ignorant of these various Convincer Strategies. Here is the link to that original blog FYI. It’s Not What You Say But How You Say It!

If you would like to know more about the science of ‘Motivational Mapping’ of you and your people (including external or internal candidates for a position), drop me an email at brian@precisionprofiling.com.au

Until then… Let’s seek to understand more and judge less. Have a great week – Brian

Precision Profiling – What Makes You Tick? Through ‘Motivational Fingerprinting’ we uncover what you do, how you do it and why you do it, and most importantly, the hidden patterns that lead to your success, and that of your staff.

About Brian Clark

Brian Clark is the principal director of Precision Profiling®.

He is a renowned practitioner, writer and speaker on building total customer cultures; values driven leadership and world best practice strategy and implementation.

He has been a guest lecturer on world best practice for the executive management programme at Monash University’s business college (Mt Eliza campus); an adviser to and key note speaker for the Singapore Productivity Association and a consultant to many major Australian and overseas corporations and government departments.

Read more about Brian Clark Here

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