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What happens in the furniture store unfolds around the conference table. You can create momentum for your idea if you let people understand that nothing is a sure thing, that the time is now (maybe not later), that the money is available now (maybe not later), that the XYZ department is willing to cooperate now (maybe not later), that the customer is ready to sign the deal now (maybe not later). You get the picture. |
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Put the pressure on the other foot. Create high demand and low supply. Your listener must act now or miss the supply of opportunities. |
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Tip 277: Let the decision maker hear from the converted. |
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Second-hand testimonials are not nearly as effective as the words straight from the mouth of those already converted to your way of thinking. If possible, bring these satisfied users/buyers/believers/beneficiaries to the discussion with youin person or by letter, video, or satellite. Unscripted and in their own unique way, let them speak to the effectiveness or truth of what you say. |
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Tip 278: Play on the power of your expertise. |
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We rarely question our CPA, our neurologist, our air-conditioner repair person when they tell us the causes of our difficulties and recommend solutions. Why? There's power in the perception of specialized expertise. If you establish credentials early in a certain field, people seldom question them. They'll give you the benefit of the doubt on your facts and conclusions more often than not. |
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Tip 279: Roll with realities rather than hope for martyrs. |
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In a perfect world, perfectly good ideas would be implemented. You have to understand political realities of the workplacepressures from colleagues, customers, and coworkers that may force others to veto your ideas and plans. Find ways to help people handle those realities rather than expect them to become martyrs for your sake. |
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Tip 280: Choose your timing. |
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The time to sell roofs is right after a tornado. The time to sell investment expertise is after the stock market takes a drastic upturn or downturn. The time to sell a quality process in your organization is after you've been |
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