www.andrewchow.sg

1. How to Influence People:
Get the Most with Least Effort
“There is nothing that is a more certain sign
of insanity than to do the same thing over
and over and expect the results to be
different.”
Albert Einstein

2. Andrew Chow a.k.a Ideasandrew
 Founded
 Ideamart (S) Pte Ltd since 1994 . Ideas & Concepts since 2002
 Table For Six since 2008
 Education
 Thames Valley University, UK
 Membership
 SACEOS member 2004
 Business Awards
 STB Business Award – Most Innovative Marketing Initiative award 2007
 Spirit of Enterprise 2008
 Successful Entrepreneur 2010
 Certification
 NLP Practitioner
 Certified Life Coach
 Forte
 PR Strategic Counsel, Implementation & Monitoring
 Social Networking / Social Media Strategy
 Brand Management Consultancy
 Personal Branding
 Professional Affiliation
 Approved NCSS Training Provider
 WDA ACTA-certified

3. Andrew Chow a.k.a
Ideasandrew
Social Networking
Facebook - http://www.facebook.com/profile.php?id=1081391088&ref=name
Plaxo http://ideasandrew.myplaxo.com/
Linkedin - http://sg.linkedin.com/in/ideasandrew
Social Media Sharing
Flickr Collection - http://www.flickr.com/photos/ideasandrew/
Youtube Channel - http://www.youtube.com/user/ideasandrew
Slideshare - http://www.slideshare.net/ideasandrew
Podomatic - http://ideasandrew.podomatic.com
Social Blogging / Micro-blogging
Twitter - http://twitter.com/Ideasandrew
Wordpress – www.andrewchow.sg
Social Bookmarking
Delicious - http://delicious.com/Ideasandrew
Social Collaboration
Wikipedia - http://en.wikipedia.org/wiki/User:Ideasandrew
Meet up - http://www.meetup.com/members/11966314/

4. What is This
Course About?
By the end of this course
you will be able to:
Influence others positively
in the direction of your
choice

5. The Ultimate
Strategy
By the end of this session
you will be able to:
Maintain the correct
mentality with long term
strategic thinking when
interacting with others

6. Positive Attitude
 Priority: know what you need to do first
• Need to know before influencing people
 Proactive:
• Need to believe that you are responsible for
the outcome, so you can correctly think
about potential solutions.
 If something doesn’t go well, it’s not somebody
else’s fault, it’s your fault.You need to think about it
and fix it
 It pushes you to think of solutions, rather than
blame.

7. Think Long Term
 What is the best long term strategy when
dealing with people?
Don’t
Cooperate?
Cooperate?

8. Think Win/Win
 Make sure that the other guy wins too!
• There is no such thing as “Nothing for
something”
 Cant get win/win from other means such
as lose/win or win/lose. Need,
 Courage
 Integrity
 Abundance mentality

9. How to Get
Anyone to Do
Anything?
By the end of this session
you will be able to:
Sequence your statements
efficiently to get maximum
effect

10. Logic Logic
• Making a factual reasoning to convince someone by using a
Concept logical step-by-step reasoning.
• “There are two reasons why this idea won’t work. We have
tried a prototype version before and the results showed
Example that the product is too expensive to produce. The second
reason is...”
When to • Use it when you want to influence people’s
use decisions by logic.
• Weak reasoning without the correct facts can
Backfire backfire. It is much harder to influence people if you
do not have evidence for your argument.

11. Logic Inspiration
• Suggesting what may happen as opposed to fact-
Concept based reasoning. This appeals to emotions more
than logic.
• “Imagine when we have created a large client base all
over UK, we can start our aggressive advertisement
Example campaign and show the world what we are capable
of...”
When to • Use it when it is difficult to present the argument
with facts and evidence. It is also useful when
use getting players emotionally involved in the subject.
• The actual delivery of inspirational speeches is
Backfire critical.You need to be passionate and attempt to
raise the emotions.

12. Logic Participation
Example
• Asking a number of questions where the answers
Concept will lead the other person to draw his own
conclusions.
• You: “Do you use a computer on a daily basis?”
• Her: “Yes, I do.”
• You: “You must produce a lot of data then?”
• Example • ...
Her: “Yes.”
• You: “I suppose you can’t afford to lose this data.”
• Her: “No. It would be a disaster if I lose the data. It’s years of
• This is used against someone who is more powerful
research, reports, emails and so on.”
When to than you. This is very effective since the other person
• You: “So it is quite responsible to have a separate the reasoning data
use feels important and actually part of copy of this
in case you lose the originals.”
process.
• Her: “Absolutely. I guess I need a system to take care of this.”
• You: “Can I •suggest a is particularly hard to use since it is difficult toare quite
This tactic number of backup systems. They know the
Backfire days.” in (as to become irrelevant)careful that the questionsthat the
cheap these answers advance.You need to be and not too narrow (so are not
too broad
• Her: “Sure, go ahead.” can see where you are going).
other person

13. Logic Uplift
• Making someone feel good about themselves and
Concept start listening to you.
• “You did very well in the last project. I know I can
count on you next time. I am sure we will be able
Example to produce something truly great in our next
project. ”
When to • Used when you want to influence people with
use similar or less power.
• If used in an obvious way, it has a reverse effect.
They can see that you are just saying this to make
Backfire them do something for you. Don’t use against
people more powerful than you.

14. Logic Deal
• Offering something to someone in return for
Concept something.
• “If you order by the end of the week, we can
Example bundle an extra feature for you.”
When to • This tactic is used when you want something and
you do not mind giving something in return. Leads
use to relationship building.
• It is important to make a fair deal, or at least make
it appear to be. Be careful with how much you
Backfire offer. If you offer too much, you may look like a
naive deal maker.

15. Logic Favour
Concept • Asking for something you want.
• “Can you do me a favour please? It would mean a
Example lot to me if you could pop out to post this urgent
mail.”
When to • This is powerful only if the other person cares
use about you. Use in moderation.
• The other person may expect you to return the
Backfire favour. If you do not return the favour, others could
become more hesitant to help you in the future.

16. Logic Collective
• Using view of other people to influence
Concept someone.
• “Everyone in the market is upgrading their system
Example to comply with the new standard. We don't want
to be left out.”
When to • This is especially effective if what you state is in line
use with the view of the person you are influencing.
• Some people prefer to go against the crowd and
Backfire want to be different.Your argument might have the
reverse effect in this case.

17. Logic Policy
• Showing your power based on a certain principle
Concept or rule.
• “Let me be clear about this. It is a requirement that
Example your services must pass the agency’s quality
guidelines or we will not accept your product.”
When to • Authority is effective as a quick response to a
problem. It is very blunt and sometimes
use provocative. It is better to use Policy as a last resort.
• This can lead to a reverse outcome when used on
certain people. They may choose to do exactly the
Backfire opposite of what you want them to do, precisely
because you tried to exercise authority over them.

18. Logic Force
Concept • Exercising power.
• “If you do not comply, I have no choice but to
Example report you!”
When to • Use only in emergencies.
use
• Since this is a powerful influencing tactic and is
effective in bringing short-term results, it can be
Backfire very tempting to use. It can have negative effect on
your relationship, even when the event has passed.

20. Logic
Rules
Inspiration
 Use from soft to hard
Participation
 Questions are better used
before others. Uplift
 Favour and Deal are more Deal
effective after other
Favour
tactics have been
employed. Collective
 Policy and Force are best Policy
left for emergency only.
Force

21. • “We are going to become the supplier of
choice in this industry. Everybody will be
talking about us. Of course the team behind
Inspiration
this great product would get a lot of
publicity when we get there. That can’t be
bad!”
• “To get there we need to go through three
phases as you know well. There is a lot of
work ahead of us and the whole team
Logic
needs to be behind it with all they can offer
if we want to become the best. Don’t you
agree?”
• “Everyone in the team is willing to sacrifice
certain privileges in life for a short while,
Collective like working over time, so that we can stay
on schedule. Everyone is committed and
they are all working really hard.”

22. • “If we put the effort in, we will all succeed.
We all get a share of the pie. But if we fail,
Deal
no one gets anything. It’s your call. Are you
in or out?”
• “Teamwork is about fairness. It is not fair on
others to work hard when some don’t put
Policy as much effort. If we see that your team
doesn’t function as it should, we have no
choice but to remove you from it.”
• “If you don’t get your act together, you are
Force
out!”

23. Given a Case:
• Write a number of influence
statements starting from
those that you think are
more effective. Follow with
more statements if your
original statements where
ignored.

24. TEA BREAK

25. How to Have the
Highest EFFECT
on Anyone?
By the end of this session
you will be able to:
Show your understanding
when communicating with
others and open up the
conversation

26. What is Psychological Air?
 A person in need of air won’t
think of anything else!
“Satisfied needs do not motivate.”
Stephen Covey

27. Seek First to Understand and Then
to be Understood
 When communicating with others,
• Put aside your autobiography
• Don't evaluate or judge before you listen
What is the best way to show that you understand
someone when you are in a conversation with them?
Use empathic conversation: rephrase their
statement by your own words based on logic
and emotion

28. “Oh, I have had it. Clients just don’t know what
they want!”
Mimic
“You’ve had it.You think clients don’t know what they want.”
Rephrase
“You think that clients waste your time.”
Reflect and Rephrase
“Your clients make your life difficult.”

29. HiTech Company: “We are getting lots of customer complaints that the
laptop repairs are taking too long to complete. The laptops are in transit all
the time.”
Delivery Company: “You can use our fast delivery option. This is very
popular with our customers.”
HiTech: “But then this will increase the cost of repair significantly and we
don’t have much margin.”
Delivery: “Well, we are the best delivery company and you wont get
anything better from someone else”
Hi Tech; “Even if we use the special delivery, the laptops still need to be sent
from customer, to your warehouse, to our test centre, back to your
warehouse and then back to the customer. It takes too long.”
Delivery; “Ok, why don’t you use our morning deliver service to send
parcels before 8:00am. That will solve your problem…”

30. Improved
Hi Tech Company: “We are getting lots of customer complaints that the laptop
repairs are taking too long to complete. The laptops are in transit all the time.”
Delivery Company: “You have many customers complaining about delayed
repairs.”
HiTech: “The laptops are sitting in transit more than they are in the repair
centre.”
Delivery: “You feel the delay caused in transit is upsetting your customers. ”
HiTech: “I wish we could find a way to cut out all this transit time.”
Delivery: “You want to reduce the travel time of laptops, as if they never leave
the warehouse. ”
Hi Tech: “Ah, exactly, why should we get them shipped to our test centre, when
the repair can actually take place in your warehouse …”

31. PRACTICAL: Empathy
 “I am fed up with these reports. They
never finish.”
 “My clients are way too demanding. No
matter what I do for them, they always
want more.”
 “My boss doesn’t understand me at all. He
doesn’t take my ideas seriously until they
are suggested by someone else months
later.”

32. Influence
Principles
By the end of this session
you will be able to:
Use the 6 universal
principles of influence and
learn how to counteract
them

33. Principle 1: Reciprocation
 How do you feel when someone gives
you sample cubed cheese in a
supermarket?
 What is the best way to initiate a
relationship?
 How to use concessions?

34. Counter Attack!
 Philosophy: Use Jujitsu
 Question: “Is this a typical favour or is it one
offered as a step toward a bigger request
that will come later?”

35. Principle 2: Scarcity
Less
Less Freedom
Opportunities
 We hate to lose freedom we already have
 What is Psychological Reactance?
 “Now we are going to share with you the
results of research that has not been
published yet ...”

36. Exclusive, limited
offer ends soon

37. Counter Attack!
 Two step process:
• Q1: “Do I feel far more emotional about the
lack of this thing than I should?”
• Q2: “Would this function just the same even
if it wasn't scarce?”

38. Principle 3: Authority
 “I am the boss, do as I say!”
 “Your cambelt is wearing out, and may die
soon.You should replace it, otherwise if it
goes it can damage many things and repair
will be costly!”

39. Counter Attack!
 Two step process:
• Q1: “Is this authority truly an expert?”
• Q2: “In this particular occasion, can I expect
this person to be truthful?”

40. Principle 4: Social Proof
 What do you do if you see someone lying
on the street, head down, while everyone
passes by?

43. Counter Attack!
 Situation dependant:
 When social evidence has been falsified.
• “Does what I am about to do make any sense,
other than following what others are doing?”
 When following each other
• “Have I checked the status, because even if no
one tries to sabotage it, it can go wrong on its
own?”

44. Principle 5: Consistency
 People live up to what they write down
 I went through hell to get this, so it must
be good.
• If it costs an arm and a leg, then it must be
worth it.

45. Counter Attack!
 Two Signals:
 Use your gut feeling:
• “Am I trapped into complying with a request I
don't want to accept?”
 Probe heart of hearts:
• “Knowing what I know now, if I go back in
time, would I make the same choice?”

46. Principle 6: Liking
 How can you increase your liking?
Cooperative
Similarities Complements Efforts

47. Counter Attack!
 “Do I like this person more than I should
given the circumstances?”
 What do you take home with you? The
product or the salesman?

48. The Future
Increasing Increasing
Complexity Shortcuts Increasing
Exploitation

49. LUNCH
BREAK

50. How to Give
Feedback?
By the end of this session
you will be able to:
Deliver your potentially
negative message and get
a good response

51. Feedback Types
 There are only two types:
Positive Constructive

52. Asking the Right Questions
Why are you always late?

53. 4-Step Feedback
Prepare • Timing
Scene • Place
• Don’t blame
Give Specific • Don’t generalise
Feedback • Avoid arguments
• Ask questions, wait for answers
Pause • Let them own the problem
• Open questions
• They can own the solution
Work on
• Observe that they have understood the
Solution problem and the solution by listening

54. Situation
• Your colleague is always very
loud in meetings and pretty
much dominates the
conversation. The quality of
meetings has gone down and as
a result people are starting to
avoid going to meetings with
him. You want him to correct
his behaviour.

55. Situation
• You have a team member who is
argumentative. He wants to prove
to everyone that he has the best
ideas and is not receptive to
others inputs and ideas. This
means his debates with team
members take longer to resolve
and is a waste of time. How do
you approach and resolve this?

56. How to Balance
World View?
By the end of this session
you will be able to:
Encourage or discourage
anyone strongly in the
direction of your choice

57. Question
Suppose your client is agitated and
nervous about an idea.You want to
make them feel better. What would
you do?

58. The Three Parameters
• You feel that the situation
Permanent will not change.
• You believe that the
Critical problem is more significant
than it really is.
• You think that it will affect
All-consuming everything else in your life.

59. Example
• Your colleague is removed from a team because she
wasn't a good fit. You want to comfort her. What
would you say?
“Look, it's not as bad as you think.You will be more
useful and appreciated elsewhere.”
“You can always go back to the team at a later stage
when they truly need your expertise.”
“This means that you can now go and join another
team. This time your talent will be put to good use and
you get to work with different people.”

60. Situation
• Your client was expecting to receive a
bespoke component from you that they
wanted to use in a prototype model due
for demonstration in an exhibition
tomorrow. There has been a postal
strike and they have not received the
parcel. Your client thinks this is a
disaster, that they are going to miss a
great opportunity and that they will
never recover from this.

61. How to
Encourage?
By the end of this session
you will be able to:
Use a simple technique to
reinforce behaviour of
team members

62. Why don't we praise?
Because we
think they
We may We don't
should have
somehow want to make
done it
think it the other
correctly
undermines us person feel
anyway and so
to praise embarrassed
they should
already know

63. 5-Step Praise
Warm up
Praise
specifically
Describe the
impact
Reinforce
Identity
Congratulate

64. Example
Warm up • You know we had this client coming over to visit
us last week
• You were very professional in getting him around
Praise to the meeting room and making him feel
Specifically comfortable. I am very glad that you made sure
he was welcome.
• The meeting went very well. Part of that was
Impact because he was impressed with our hospitality
and wanted to do business with us.
Reinforce • …and of course you were the critical person
who made him feel at home here. First
Identity impressions count a lot and you delivered.
Congratulate • Thanks very much. I am very impressed with
your work.

65. Situation
• You are a team leader and you
want to praise a member of your
team who has been very creative
in meetings with the customer
and has managed to impress
them so much with his technical
ability that they want to work
more with your company.

66. Story 1
• You had an important report delivery
yesterday but you had lots of issues
with MS Word which played up when
you were formatting the document.
Your colleague came to rescue you as
she realised you were getting stressed
and needed help, she even had to stay
late to help you out.You want to thank
her so that she knows her efforts were
not a waste.

67. Story 2
• A member of your team usually comes
unprepared to meetings and keeps on
chatting a lot about topics that are not
related to the meeting's agenda.You
have mentioned this before to him and
in the last meeting he brought with him
some related reports and tried to talk
about those only. You want to praise
him so that this behaviour is reinforced.

68. TEA BREAK

69. How to Say
No?
By the end of this session
you will be able to:
Say No and be lover for it!

70. Saying No
 Why saying NO is difficult
• Disappoint
• Appear incompetent
• Cause offence
 Why saying NO is sometimes good (yes, always
saying NO is not good)
• Focus on your goals
• Boost your confidence and self-esteem
• Be in control of your time
• Don’t get pushed around
• Build up your reputation

71. How to Say No & be Loved for it

72. Situation
Request
• You are in the middle of doing
some critical work on a project. A
colleague approaches you and asks,
“Can you do me a favour. I need a
hand to finish this report delivery
for ASD Technologies today.”

73. Direct NO
Provide
Reasons
Sympathy
Offer
Alternatives

74. Provide No, I’m afraid I won’t be able to help
you much because I have a critical
Reasons piece of work to do which customer is
expecting ASAP and I am told to finish
it off as soon as possible. I have cleared
my schedule for everything today to
focus on this instead.
Sympathy Sorry about this. I understand that you
need to get this done.
Let me think. Perhaps Paul can give you
Offer a hand on this. I know he finished a big
Alternatives job a couple of days ago, so he might be
free now.

75. Indirect NO
Warm up
Alternative Expand Policy Context
Check

76. How to
Request?
By the end of this session
you will be able to:
Phrase your sentences
efficiently when selling a
product or an idea

77. Sales Technique
 Requesting is a delicate activity
 Use sales and marketing technique
• Because it works!
 Elegant solution when communicating
• Writing an email
• Writing a report
• Street sale
• Sales call
• Approaching someone in a conference

78. A • Attention
 To get someone’s attention:
• Give a clear and concise statement
 Ask
• “Do you want to double your team’s efficiency at
work?”
 Offer
• “You will pay half the normal price for this gadget.”
 Statement
• “This area will be going through a lot of
redevelopment shortly and so its future looks very
positive.”

79. I • Information
 Persuade by offering more details
 Expand
 Let them know that its worthwhile carrying on
with the conversation.
 “There has been some major new development in
improving communication between team members.
95% of our clients increased their team building
significantly using this method.”
 “This product doesn’t just do X for you, let me show
you a whole lot of other things you can do with it …”

80. D • Desire
 Create desire to get him do what you
want him to do
 Make it so desirable that he wont think of
alternatives

81. Give him an incentive • “We will beat anyone else’s price, guaranteed.”
Show that you are • “We have many long-term clients who literally don’t want to
deal with our competitors, because they know the quality of
credible our service and that they can’t get it anywhere else.”
Demonstrate that you
will be minimising his • “We will make sure that your case will be processed as soon
risk if he listens to as possible, or your money back.”
your case
Show how you may • “We can help you to outsource some of the product
manufacturing process so that you can focus on the design.
help him We know that’s where your passion is.”
Show what the future • “Five years down the road, everyone will be using this
technology. Imagine when people start to notice it when you
may look like for him already have 5 years of experience in this field.”

82. A • Action
 Easiest task
 Don’t be vague. Tell him exactly what you want.
 Use time pressure
 “This offer expires in one week.”
 “If you don’t act now, we may not be able to offer it
to you again on these attractive terms.”
 “In order to take advantage of this opportunity, all
you need to do is to give us a call and we will take
care of the rest.We will do all the hard work, that’s
what we are here for.”

83. A I D A
• Attention • Information • Desire • Action
 “I” can be Information or Interest
 Information and action are focused more
 Appeal to emotion and desire
 Logic is useful (in fact essential) but is not
the only way we make decisions

84. Attention • This is the highest selling book of the month on Amazon.
• It is a book on motivation, self-analysis and life’s achievements
written by an author who was diagnosed with cancer and given
Information
6 month to live and that was many month ago. He is a university
professor who gave a lecture entitled “The last lecture” as part
of a tradition in a university to see what would you say if you
only had one last lecture to give.
• This time, it was for real. He was actually giving his last lecture
and everyone wanted to know what he is going to say. Imagine,
the man is going to die and has been given one chance to say
Desire
what he wants to the world. What is the essence of success?
How does it feel to look back at life knowing that it is going to
end soon? I am sure everyone is interested. Who wouldn’t be?
The lecture became so successful that he got an offer to write a
book, and the result was this book selling on Amazon as No 1.
Action
• As you can see, it is on high demand.You can easily buy it from
Amazon as new or as second hand. Here is the link.

85. Practical
Write a Letter
• Your company has produced a new grater called
‘BlastCut’ which you believe is going to
revolutionise the grating industry. The product has
passed the appropriate tests and is ready to be
released to the market. Your aim is get John Lewis
to stock your product and sell it. If you get John
Lewis to stock it, you can also get the other
retailers to stock it as well.You have been told that
the first step is to write a brief letter to John Lewis
describing your product.
• What would you write?

86. Reinforce Learning
 What did you learn today?
 How are you going to use it?
 Which area would you like to expand on?
• 9 Influence techniques
• Empathy
• Influence Principles
• Feedback
• Change View & Boost
• Encourage / Praise
• Say No
• AIDA