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Tip 743: Win instant credibility by association. |
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When presenting a new idea, process, or approach, introduce your point by relating it to a more renowned or credible source. Example: "Last week I read in Fortune magazine that more than half of the top 50 companies encourage X, so I was thinking that we too might consider . . ." or: "Our legal department has always encouraged us to X, so I thought you would have no problem if I added this clause into the contract I intend to offer" or: "My approach parallels one used by our CEO in the strategic planning meeting he facilitated. It calls for . . ." |
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Tip 744: Do it and then tell them you've done it. |
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This principle is second-cousin to the "it's better to ask forgiveness than permission" rule. On occasion, you'll do better to take an action and then tell others what action you've taken and see if they let that action stand or counter it. For example, a vendor sends you a contract for signature containing a clause promising delivery in 90 days. Rather than phone the vendor to express your reservations and work out the complete deal before signature, you delete the 90-day clause, ink in 60-day delivery, and sign and return the contract. The vendor may decide to let the deletion stand to avoid reopening the negotiation and unraveling the whole deal. |
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Even in simple situations, this principle works well: Your spouse moves all the furniture in the house and then asks you how you like it. |
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Tip 745: Don't accept the printed word as holy writ. |
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A store sign saying WE DO NOT GIVE REFUNDS carries a lot more weight with customers than a clerk at the register making the same pronouncement. To most people, printed policies, proposals, prices, and plans sound more persuasive and authoritative than oral ones. Though they may be "official," they may not be unalterable. Written words can be rewritten. |
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Tip 746: Set deadlines with care. |
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If you say to a vendor, "We'll give you until Friday noon to make up your mind about whether you can give us the volume discounts," what happens if the vendor isn't ready to make a decision by Friday noon? What if the company is still waiting for bids from its own suppliers? If you really want to work with this company and you have the leeway to wait longer for a decision about the volume discounts, you've put yourself in a bad position. Either you |
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