The Art of Getting Your Ideas Across
17 March 2009
Read by 1755 persons
Having a good idea isn't enough. You also need to convince teams and clients that your proposal is worthwhile. Here are some basic rules for effective communication.
Promotional gimmicks for clients, concepts to sell to management, emergency measures to improve relations between colleagues... A large part of a manager's job involves trying to convince those around them that their ideas are good. They might even spend 80% of their professional time doing so, estimates lawyer Gerry Spence, author of: Knowing How to Persuade. Getting Your Ideas Across in All Circumstances (InterEditions). Not just to gain power or efficiency, but to exist in relation to others, according to Spence. "But in the field of persuasion, there are those who win almost every time and those for whom the battle seems lost in advance," notes Bertrand Callou, interim manager at Valtus, whose mission is to gain maximum support for his IT projects. To achieve this, he follows some proven techniques that help break down people's natural resistance to change. Here are a few.
1 Carefully Prepare Your Presentation
The mistake is to believe that the better the idea, the more readily it will be accepted. "If it's not soundly argued, the enthusiasm that greets its initial presentation can fall flat like a poorly baked soufflé," confirms Frédéric Winckler, president of the advertising agency JWT Paris. He explains that, without preparation, it's impossible to distinguish between a good idea and a mediocre one. When he and his team present a campaign, they therefore rely on a series of studies showing its impact on the target audience. This requires a lot of preparation. "You also need to tailor your argument to your audience: those who are favorable or unfavorable to change, those who are predominantly male or female, those who are familiar or unfamiliar with a particular technical jargon. The goal is not to charm, but to convince," adds Frédéric Winckler.
"Finally, you must choose between one of three types of demonstration to present your idea: analogical, inductive, or deductive," specifies Michel Belli, CEO of the consulting firm Orsys. The first, favored by marketing people, is proof by example. The second, favored by technicians, prioritizes collecting data based on past experience to extrapolate a future course of action. The third, supported by numerical comparisons and value analyses, will reassure businesspeople.
2 Pay Attention to the Opening
The meeting begins. "It's up to you to immediately create momentum, something akin to goodwill towards you," says Bertrand Callou. Without this momentum, convincing anyone of the validity of your ideas will be an impossible task. At this stage, you haven't even said a word yet; your body will have already spoken for you. "Your general appearance should be that of a calm and smiling manager, with direct eye contact and a determined demeanor," says Michel Belli. He himself admits to often using humor to lighten the atmosphere and foster acceptance.
Conversely, avoid looking down, fidgeting with your feet, crossing and uncrossing your legs, playing with a pen, or shifting around in your seat. "How can you give any credence to an individual who doesn't seem confident?" asks Michel Belli.
Avoid speaking loudly, jerkily, or too softly. "Use an even tone, maintaining a period at the beginning of the meeting where you won't be afraid of being interrupted; allow for the longest possible silences. These silences help to reinforce your message," advises Frédéric Winckler.
3 Introduce the Idea Gently
The trap is to state the idea and then argue point by point in its favor. "Be patient. First immerse your audience in a state of maximum receptivity. When you state the idea, it will appear as an obvious answer to the problem at hand!" advises Laurent Gounelle, manager at the personal development consulting firm Pole Solution.
There are several techniques to achieve this. Conditioning is one. "This involves using audio-visual means to put our clients in the shoes of the target audience; teenagers, for example. It will then be easier to sell this idea to a group of fifty-year-old businessmen," explains Frédéric Winckler.
Telling a story that engages the audience's five senses is another effective technique, warns Laurent Gounelle. "If, to defend your idea of a new inventory management system, instead of saying "reduced response time," you say: "Imagine, you arrive in the morning, in three clicks you see the state of your inventory, and in the evening you go home peacefully without worrying about this or that restocking," you increase your chances of being heard," assures Laurent Gounelle.
4 Keep it to Seven Minutes Maximum
"Above all, avoid three absolutely counterproductive pitfalls: anger, objections, and verbal diarrhea," warns Laurent Gounelle.
First principle: never overwhelm your audience with overly long presentations. "An idea should be conveyed in a seven-minute argumentative flow," confirms Frédéric Winckler. Beyond that, the audience disengages. And when they disengage, they become obtuse.
Countering arguments that go against your idea is a second mistake. "You should never fight against someone's preconceived notions," says Laurent Gounelle. By emphasizing that the objection raised deserves to be taken into account, that it will even need to be integrated when you implement your idea, you value the other person's opinion and weaken their resistance.
Any attempt to persuade someone generates opposition, and the stronger your efforts to convince, the stronger that opposition becomes. The worst thing is to use threats or anger. "At this point, your idea will be immediately disliked by everyone," warns Michel Belli. And sabotaged, as soon as it's adopted, by force.
Jean-François Paillard
Published May 8, 2008
Posted online March 17, 2009
emploi.nouvelobs.com
Promotional gimmicks for clients, concepts to sell to management, emergency measures to improve relations between colleagues... A large part of a manager's job involves trying to convince those around them that their ideas are good. They might even spend 80% of their professional time doing so, estimates lawyer Gerry Spence, author of: Knowing How to Persuade. Getting Your Ideas Across in All Circumstances (InterEditions). Not just to gain power or efficiency, but to exist in relation to others, according to Spence. "But in the field of persuasion, there are those who win almost every time and those for whom the battle seems lost in advance," notes Bertrand Callou, interim manager at Valtus, whose mission is to gain maximum support for his IT projects. To achieve this, he follows some proven techniques that help break down people's natural resistance to change. Here are a few.
1 Carefully Prepare Your Presentation
The mistake is to believe that the better the idea, the more readily it will be accepted. "If it's not soundly argued, the enthusiasm that greets its initial presentation can fall flat like a poorly baked soufflé," confirms Frédéric Winckler, president of the advertising agency JWT Paris. He explains that, without preparation, it's impossible to distinguish between a good idea and a mediocre one. When he and his team present a campaign, they therefore rely on a series of studies showing its impact on the target audience. This requires a lot of preparation. "You also need to tailor your argument to your audience: those who are favorable or unfavorable to change, those who are predominantly male or female, those who are familiar or unfamiliar with a particular technical jargon. The goal is not to charm, but to convince," adds Frédéric Winckler.
"Finally, you must choose between one of three types of demonstration to present your idea: analogical, inductive, or deductive," specifies Michel Belli, CEO of the consulting firm Orsys. The first, favored by marketing people, is proof by example. The second, favored by technicians, prioritizes collecting data based on past experience to extrapolate a future course of action. The third, supported by numerical comparisons and value analyses, will reassure businesspeople.
2 Pay Attention to the Opening
The meeting begins. "It's up to you to immediately create momentum, something akin to goodwill towards you," says Bertrand Callou. Without this momentum, convincing anyone of the validity of your ideas will be an impossible task. At this stage, you haven't even said a word yet; your body will have already spoken for you. "Your general appearance should be that of a calm and smiling manager, with direct eye contact and a determined demeanor," says Michel Belli. He himself admits to often using humor to lighten the atmosphere and foster acceptance.
Conversely, avoid looking down, fidgeting with your feet, crossing and uncrossing your legs, playing with a pen, or shifting around in your seat. "How can you give any credence to an individual who doesn't seem confident?" asks Michel Belli.
Avoid speaking loudly, jerkily, or too softly. "Use an even tone, maintaining a period at the beginning of the meeting where you won't be afraid of being interrupted; allow for the longest possible silences. These silences help to reinforce your message," advises Frédéric Winckler.
3 Introduce the Idea Gently
The trap is to state the idea and then argue point by point in its favor. "Be patient. First immerse your audience in a state of maximum receptivity. When you state the idea, it will appear as an obvious answer to the problem at hand!" advises Laurent Gounelle, manager at the personal development consulting firm Pole Solution.
There are several techniques to achieve this. Conditioning is one. "This involves using audio-visual means to put our clients in the shoes of the target audience; teenagers, for example. It will then be easier to sell this idea to a group of fifty-year-old businessmen," explains Frédéric Winckler.
Telling a story that engages the audience's five senses is another effective technique, warns Laurent Gounelle. "If, to defend your idea of a new inventory management system, instead of saying "reduced response time," you say: "Imagine, you arrive in the morning, in three clicks you see the state of your inventory, and in the evening you go home peacefully without worrying about this or that restocking," you increase your chances of being heard," assures Laurent Gounelle.
4 Keep it to Seven Minutes Maximum
"Above all, avoid three absolutely counterproductive pitfalls: anger, objections, and verbal diarrhea," warns Laurent Gounelle.
First principle: never overwhelm your audience with overly long presentations. "An idea should be conveyed in a seven-minute argumentative flow," confirms Frédéric Winckler. Beyond that, the audience disengages. And when they disengage, they become obtuse.
Countering arguments that go against your idea is a second mistake. "You should never fight against someone's preconceived notions," says Laurent Gounelle. By emphasizing that the objection raised deserves to be taken into account, that it will even need to be integrated when you implement your idea, you value the other person's opinion and weaken their resistance.
Any attempt to persuade someone generates opposition, and the stronger your efforts to convince, the stronger that opposition becomes. The worst thing is to use threats or anger. "At this point, your idea will be immediately disliked by everyone," warns Michel Belli. And sabotaged, as soon as it's adopted, by force.
Jean-François Paillard
Published May 8, 2008
Posted online March 17, 2009
emploi.nouvelobs.com
