Change the Way You Persuade

A summary of the full-length HBR article by Gary A. Williams and Robert B. Miller, highlighting key ideas.

THE IDEA IN BRIEF

Your proposal was brilliant; your logic, unassailable; your argument, impassioned. So why didn’t your boss buy it?

Perhaps you took a one-size-fits-all approach to persuasion. But different people use different styles when deciding to accept an idea: Each wants certain kinds of information, at specific steps in the process.

There are five common but distinct decision-making styles: charismatic, thinker, skeptic, follower, and controller. One decision-making style isn’t better than another. But to tip the outcome your way, understand your listener’s preferences—then tailor your persuasive efforts accordingly.

THE IDEA IN PRACTICE

Style	Decision-Maker’s Characteristics	Prominent Examples	Persuader’s Strategy	Examples of How to Approach Them
Charismatic	Easily enthralled, but bases decisions on balanced information Emphasizes bottom-line results	Lee Iacocca Herb Kelleher	Focus on results Make straightforward arguments Stress proposal’s benefits with visual aids	Diagram your current organization and the problem(s), proposed solution(s), and benefits—especially improved competitiveness Explain potential challenges and risk of inaction Provide detailed reports for your boss to review postpresentation
Thinker	Toughest to persuade Cerebral, logical Risk-averse Needs extensive detail	Michael Dell Bill Gates	Present market research, customer surveys, case studies, cost/benefit analyses Help your boss understand all perspectives of a given situation	Present different options in detail in a face-to-face meeting Explain your data-gathering methods Present case studies of similar initiatives Use a follow-up meeting to fill argument gaps and recommend optimum plan Wait weeks, months for your boss’s decision
Skeptic	Challenges every data point Decides based on gut feelings	Larry Ellison Tom Siebel	Establish credibility ahead of time with your expertise; draw on positive previous work experiences Get endorsements from someone your boss trusts	Copresent with a trusted colleague Emphasize the credibility of your sources of information Stroke your boss’s ego (“You’ve probably seen this case study...”) Ground your argument in the real world
Follower	Relies on own or others’ past decisions to make current choices Late adopter	Carly Fiorina Peter Coors	Use testimonials to prove low risk Present innovative, yet proven, solutions	Highlight case studies from other industries, but note “We could be the first in our industry to do this.” Omit failed real-world examples (although you should have this information available should your boss request it) Present multiple options Tap your network for references to steer your boss toward your preferred choice; emphasize the option’s affordability, etc.
Controller	Unemotional, analytical Abhors uncertainty Implements only own ideas	Martha Stewart Ross Perot	Present highly structured arguments Make your boss “own” the data Avoid aggressive advocacy	Over several months, send your boss customer reports, marketing studies, financial projections; give him everything he needs to build your case for you Emphasize data highlighting the company’s challenge Identify data contradictions, but let your boss analyze them Wait for your boss to request a meeting after a significant incident (e.g., a large customer defects)

Gary A. Williams is the CEO of Miller-Williams Incorporated, a San Diego-based customer research firm. He can be reached at gaw@millwill.com. Robert B. Miller is the chairman of Miller-Williams Incorporated. He is the co-author of several business books, including Strategic Selling. He can be reached at rbm@millwill.com.

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