Choosing the Right Arguments to Convince
17 January 2013
Read by 2407 persons
How to present your files, convince others to accept your proposals... Here are some simple rules to sell your ideas more effectively.
A manager often has to prepare arguments to plead the case for what he wants to do. He must persuade others to adhere to his views and follow his recommendations. To do this, he must have a very clear idea of what he wants and show that he is confident. However, the effectiveness of a presentation depends above all on the care with which it has been prepared.
Preparation
It is crucial to prepare well. You must not only think about everything you want to do and the reasons that justify it, but also what the reactions of others will be. Only then can you decide how to present your arguments: by emphasizing the advantages without underestimating the costs and anticipating objections.
You need to think about the questions your audience might ask and answer them in advance, or at least have your answers prepared. The most likely questions are the following.
What
- What does the proposal consist of?
- What are its advantages?
- What will its cost be?
- What are the facts, figures, forecasts and assumptions on which it is based?
- What are the alternatives?
Why
- Why should we change our current method?
- Why is this proposal or solution better than the alternatives?
How
- How will the change take place?
- How will obstacles be overcome?
- How were the alternatives examined?
- How will this change affect me?
Who
- Who will be affected by this change and what will be the reactions?
- Who will probably be strongly in favor or against the change, and why?
- Who will implement the proposal?
When
- When will this take place?
To prepare your argument, you have three things to do.
1. Demonstrate that it is based on a thorough analysis of the facts and that the alternatives have been properly studied before reaching a conclusion. If you have made assumptions, you must prove that they are reasonable based on comparable experiences and justifiable forecasts, leaving room for unforeseen events. Keep in mind the words of Robert Heller (1982): "A proposal is only as strong as its weakest hypothesis."
2. State the advantages - for the company and for the individuals you are trying to convince. Present your arguments "on the bright side". If possible, express the advantages in financial terms. Abstract benefits such as customer satisfaction or staff morale are difficult to sell. But don't give "fanciful" figures, i.e. financial justifications that wouldn't withstand scrutiny.
3. Reveal the costs. Don't try to disguise them in any way. And be realistic. If anyone can prove that you have underestimated the costs, your proposal will be reduced to nothing. Remember that managers want to know, in precise terms, what they will get for their money. Most are cautious. They don't want to and often cannot take risks. It is therefore difficult to defend experiments or pilot projects if the board, committee or individual does not see what the final benefits and costs will be.
Presentation
A proposal generally takes place in two stages: a written report followed by an oral presentation. It is often the quality of the latter that will tip the situation in your favor (or against you). However, it is useful at this stage to take note of some particular points that you should keep in mind when developing your arguments in front of an audience.
1. Your presentation should not be a simple repetition of the facts stated in your written report. It should serve to expose the main points of your argument, leaving out the details.
2. Don't assume that your listeners have read and understood your report. While you are speaking, try to avoid referring to it. This could distract people from what you are saying. Use visual aids, preferably a flip chart, to emphasize the main points. But don't overdo it. It is you who must convince the audience, not your pretty visual aids.
3. Your introduction must guarantee people's attention. They must immediately become interested in your presentation. Start by giving the outline of your project, its benefits and costs, and explain to your audience how you are going to develop your argument.
4. Talk about the drawbacks and other possible processes so that you cannot be suspected of hiding or forgetting something.
5. Don't get carried away with overly detailed explanations. Be concise and get straight to the point.
6. A positive conclusion is essential. It must very clearly express what you want the board, committee or employees to do.
The effectiveness of your presentation will depend enormously on the quality of its preparation - it is necessary not only to put the facts, figures and arguments on paper, but also to decide what you are going to say at the meeting and how you are going to formulate it. The higher the stakes, the more seriously you must practice the presentation.
Checklist
1. Do you know exactly what you want?
2. Do you really believe in your arguments?
3. Have you obtained and verified all the necessary facts to support your argument?
4. What are your best arguments?
5. Why should the current situation change?
6. Who else will be affected? The unions? Certain departments?
7. What are the arguments against your project?
8. What are the possible alternatives?
9. To whom are you presenting your project? Have you done any lobbying?
10. Have you discussed the financial aspects with specialists?
11. Do you know who your likely allies and opponents are?
12. Have you prepared handouts for complex figures?
13. Have you discussed the best time to present your argument?
14. Your ideas were good when you had them; are they still?
Michael Armstrong, excerpt from "Become an (even) better manager."
Lexpress.fr
Posted online January 17, 2013.
A manager often has to prepare arguments to plead the case for what he wants to do. He must persuade others to adhere to his views and follow his recommendations. To do this, he must have a very clear idea of what he wants and show that he is confident. However, the effectiveness of a presentation depends above all on the care with which it has been prepared.
Preparation
It is crucial to prepare well. You must not only think about everything you want to do and the reasons that justify it, but also what the reactions of others will be. Only then can you decide how to present your arguments: by emphasizing the advantages without underestimating the costs and anticipating objections.
You need to think about the questions your audience might ask and answer them in advance, or at least have your answers prepared. The most likely questions are the following.
What
- What does the proposal consist of?
- What are its advantages?
- What will its cost be?
- What are the facts, figures, forecasts and assumptions on which it is based?
- What are the alternatives?
Why
- Why should we change our current method?
- Why is this proposal or solution better than the alternatives?
How
- How will the change take place?
- How will obstacles be overcome?
- How were the alternatives examined?
- How will this change affect me?
Who
- Who will be affected by this change and what will be the reactions?
- Who will probably be strongly in favor or against the change, and why?
- Who will implement the proposal?
When
- When will this take place?
To prepare your argument, you have three things to do.
1. Demonstrate that it is based on a thorough analysis of the facts and that the alternatives have been properly studied before reaching a conclusion. If you have made assumptions, you must prove that they are reasonable based on comparable experiences and justifiable forecasts, leaving room for unforeseen events. Keep in mind the words of Robert Heller (1982): "A proposal is only as strong as its weakest hypothesis."
2. State the advantages - for the company and for the individuals you are trying to convince. Present your arguments "on the bright side". If possible, express the advantages in financial terms. Abstract benefits such as customer satisfaction or staff morale are difficult to sell. But don't give "fanciful" figures, i.e. financial justifications that wouldn't withstand scrutiny.
3. Reveal the costs. Don't try to disguise them in any way. And be realistic. If anyone can prove that you have underestimated the costs, your proposal will be reduced to nothing. Remember that managers want to know, in precise terms, what they will get for their money. Most are cautious. They don't want to and often cannot take risks. It is therefore difficult to defend experiments or pilot projects if the board, committee or individual does not see what the final benefits and costs will be.
Presentation
A proposal generally takes place in two stages: a written report followed by an oral presentation. It is often the quality of the latter that will tip the situation in your favor (or against you). However, it is useful at this stage to take note of some particular points that you should keep in mind when developing your arguments in front of an audience.
1. Your presentation should not be a simple repetition of the facts stated in your written report. It should serve to expose the main points of your argument, leaving out the details.
2. Don't assume that your listeners have read and understood your report. While you are speaking, try to avoid referring to it. This could distract people from what you are saying. Use visual aids, preferably a flip chart, to emphasize the main points. But don't overdo it. It is you who must convince the audience, not your pretty visual aids.
3. Your introduction must guarantee people's attention. They must immediately become interested in your presentation. Start by giving the outline of your project, its benefits and costs, and explain to your audience how you are going to develop your argument.
4. Talk about the drawbacks and other possible processes so that you cannot be suspected of hiding or forgetting something.
5. Don't get carried away with overly detailed explanations. Be concise and get straight to the point.
6. A positive conclusion is essential. It must very clearly express what you want the board, committee or employees to do.
The effectiveness of your presentation will depend enormously on the quality of its preparation - it is necessary not only to put the facts, figures and arguments on paper, but also to decide what you are going to say at the meeting and how you are going to formulate it. The higher the stakes, the more seriously you must practice the presentation.
Checklist
1. Do you know exactly what you want?
2. Do you really believe in your arguments?
3. Have you obtained and verified all the necessary facts to support your argument?
4. What are your best arguments?
5. Why should the current situation change?
6. Who else will be affected? The unions? Certain departments?
7. What are the arguments against your project?
8. What are the possible alternatives?
9. To whom are you presenting your project? Have you done any lobbying?
10. Have you discussed the financial aspects with specialists?
11. Do you know who your likely allies and opponents are?
12. Have you prepared handouts for complex figures?
13. Have you discussed the best time to present your argument?
14. Your ideas were good when you had them; are they still?
Michael Armstrong, excerpt from "Become an (even) better manager."
Lexpress.fr
Posted online January 17, 2013.
