Give Very Concrete Examples
When persuading results-oriented individuals who may ignore emotional appeals, break down issues into tiny, specific examples that link their actions to tangible negative outcomes, making them see the practical consequences.
THE IDEA
Erikson recounts a conversation with a sales director he describes as Red:
As is often the case with Reds, everyone else was the real cause of the problem. Although Reds are efficient at getting things done, they can also be quick to appoint scapegoats. Remember the competitive element that constantly lies in wait beneath the surface. My way of getting through to this man was to break the whole thing down into tiny pieces and point to specific examples.
For instance, I explained that when he, at nine o’clock on a Friday night, called up a seller to grill him about a particular customer, he ruined the poor man’s weekend. There was no point in saying that the sales rep was a nervous wreck or that he couldn’t sleep, because this boss would just have ignored it. He wasn’t responsible for how people felt. However, I was able to point out that the sales rep would come back to work on Monday morning completely exhausted by the mental effort. And then he wouldn’t be able to do his job to the best of his ability. Nothing would be sold that day. By coaching the sales director to give clear answers, I got him to see that he would have problems if his sales team wasn’t able to perform. Suddenly he had a reason to rethink.
When to use it
When addressing a manager who ignores emotional impacts on team morale, link behavior to productivity metrics.
When coaching a leader to improve their communication, break down negative behaviors into specific incidents with measurable outcomes.
When trying to change a colleague's habit, show how it directly affects key performance indicators.
When negotiating with a stakeholder focused only on bottom-line results, use concrete examples of how proposed changes will improve efficiency or revenue.
FROM THEORY TO EVERYDAY LIFE
In practice
Friday Night Call
Erikson describes a director calling a sales rep at 9 PM on Friday about a customer. He explains the possible consequences for the rep’s Monday performance because he thinks a productivity argument will reach this director. The account does not establish that the director lacks empathy.
A MOMENT TO REFLECT
Put it to work.
Think of a time you tried to persuade someone using abstract arguments. How might concrete examples have been more effective?
Identify a situation where you need to change a colleague's behavior. What specific, tangible consequences could you link to their actions?
How can you prepare concrete examples in advance when dealing with a data-driven or results-oriented decision-maker?
CONTINUE THE CONVERSATION
Source texts
- Surrounded By Idiots (Thomas Erikson)