People like those who like them.
Uncover real similarities and offer genuine praise.Similarities to bond(hobbies,their favourite sport e.t.c.).Praise to charm and disarm to gain their affection.
The Principle of Reciprocity
People repay in kind.
Give what you want to receive.
The same holds true for managers faced with issues of information delivery and
resource allocation. If you lend a member of your staff to a colleague who is shorthanded
and staring at a fast-approaching deadline, you will significantly increase your chances of
getting help when you need it. Your odds will improve even more if you say, when your
colleague thanks you for the assistance, something like,
“Sure, glad to help. I know how
important it is for me to count on your help when I need it.”
The Principle of Social Proof
People follow the lead of similar others.
Use peer power whenever it’s available.
Rather than try to convince the employees of the move’s merits
yourself, ask an old-timer who supports the initiative to speak up for it at a team meeting.
The compatriot’s testimony stands a much better chance of convincing the group than yet
another speech from the boss. Stated simply, influence is often best exerted horizontally
rather than vertically.
The Principle of Consistency
People align with their clear commitments.
Make their commitments active, public, and voluntary.With contracts.
The Principle of Authority
People defer to experts.
Expose your expertise; don’t assume it’s self-evident.
The Principle of Scarcity
People want more of what they can have less of.
Highlight unique benefits and exclusive information.
limited-supply, and one-of-a-kind offers. Honestly informing a coworker of a closing
window of opportunity— the chance to get the boss’s ear before she leaves for an
extended vacation, perhaps—can mobilize action dramatically.