Power, Influence, and Persuasion: Sell Your Ideas and Make Things Happen

Many people think that they don't need to learn how to sell. But they are selling everyday their opinions or even themselves. Once you read this book you will have a better understanding of human behavior and psychology in terms of why and how people are convinced to do something.

Power: In most of the world, it just isn't what it used to be. In olden times, some crazy king would give the thumbs-down, and another wretch would lose his head. Not anymore. Today's tyrants, bland-faced and impeccably dressed, line up for TV chat shows. They write feel-good books. They seek your acceptance and approval. Not too long ago, the typical CEO was the absolute ruler in his (or, far less often, her) commercial domain. Today, no one in the workplace has such unbridled power. In an age of consensus and collaboration, command and control are out; influence and persuasion are in. Exercising power involves the right framing, careful presentation and the strategic use of influence. If you want to learn how to employ these subtle skills, getAbstract suggests turning to this savvy Harvard Business Essentials manual.

Excellent for new & existing managers or anyone else in the corporate world who wants to pitch an idea to an individual or a group. It is an easy read touching on all areas of selling your idea. This even discusses the unethical use of influence.

This is one of the volumes in the new Harvard Business Essentials Series. Each offers authoritative answers to the most important questions concerning its specific subject. The material in this book is drawn from a variety of sources which include the Harvard Business School Press and the Harvard Business Review as well as Harvard ManageMentor®, an online service. I strongly recommend the official Harvard Business Essentials Web site (www.elearning.hbsp.org/businesstools) which offers free interactive versions of tools, checklists, and worksheets cited in this book and other books in the Essentials series. Each volume is indeed "a highly practical resource for readers with all levels of experience." And each is by intent and in execution solution-oriented. Although I think those who have only recently embarked on a business career will derive the greatest benefit, the material is well-worth a periodic review by senior-level executives. Credit Richard Luecke with pulling together a wealth of information and counsel from various sources. He is also the author of several other books in the Essentials series. In this instance, he was assisted by a subject advisor, Kathleen K. Reardon, a professor of management and organization at the University of Southern California Marshall School of Business, who is a leading authority on persuasion, negotiation, and workplace politics. Together, they have carefully organized the material as follows. First, they explain why power is necessary in organizations "even though our society distrusts power and those who seek it." Next, they examine the sources of power. Then they explain why power is realized only through some form of expression. In Chapter 4, they examine influence in sharper focus, illustrating three specific tactics which any manager can use. Then in the next two chapters, Luecke and Reardon shift their attention to the concept of persuasion. They identify the four elements of persuasion and discuss how various audiences and people with diverse decision-making styles are receptive ("susceptible") to different forms of persuasion. Then in Chapter 6, they explain how to appeal both to the mind (with logic and/or evidence) and the to heart (by anchoring the given proposition in a human context). Hence the importance of compelling details, vivid images, similes, metaphors, analogies, and especially stories achieve resonance with an audience. In Chapter 7, Luecke and Reardon provide some excellent suggestions to increase and enhance the impact of a formal presentation. "It suggests a presentation structure and a number of rhetorical devices perfected by the ancient Greeks. It also explains the various learning styles used by people and explains the importance of adapting each formal presentation to the needs, interests, and temperament of the given audience. I also appreciate the three appendices provided. "In Leading When You're Not the Boss," Luecke and Reardon offer useful tips on how to be produc