Michael Carducci presents: The Influential Engineer permalink
- Bob Paulin
- Jon Warrent
- Matt Sicker
- Simon Ta
- Steven Hicks
- Matt ?
- Andrew (GE Transportation)
- GE Transportation is moving out of GE
Presenter: Michael Carducci
- 20 years exp, magician
- twitter: @MichaelCarducci
- email: email@example.com
- Most useful skills weren’t technical/developer skills - skills he learned as a musician
Mentalism: using five senses to create illusion of a sixth sense;
- THere is a science to persuasion
- Our jobs are to sling code. Or effectiveness is the stuff around it.
- We have to lead a team, even if not in a leadership role.
- Even in highly technical fields, only 15% is due to one’s technical knowledge, the other 85% is the ability to lead
- Persuasion is a skill
People aren’t rational
- Ask for a $200 upgrade; management said no
success is going to go to those who can make their case well.
- Make your case optimally
- Given two options present the more costly or less costly first
- better to tell mgmt what they will save or what they will lose
- if you have a new info, when should you mention it is new
- if your idea has both strengths and weaknesses
- the goal is not to change opinions
- the goals it to affect behavior
Reals skills to use on Monday
- 12 tips for building consensus
- 6 concrete strategies for making case optimally
Understanding people - maslow’s hierachy of needs
- self actual
- self esteem
- belonging - love
Universal Principles of Influence
Law of Reciprocation
- I am obligated to give back to you the form of behavior that you first give to me (Dr Robert Cialidini?)
- Is it ethichal to do something for someone and then call it later?
- yes, necessary for society to function
- Future obligation for repayment of favors gives ua group a tremendous cometitive advantage
- Don’t fumble this; stay until all stories are done;
- If someone does you a favor, don’t answer: “no problem” “just doing my job” or “it was nothing”
- instead, “Absolutely, I know that if the situation were reversed, you’d do the same for me.”
- Don’t give away the favor that they owe you back
- reinforces the natural human tendency for reciprocation and natural self-belief that one is good
- “Of course, I know it’s important that this gets done; I know that if I needed something you’d be there for me.”
- If this is always happening, they may feel entitled
- Reciprocity works in negotiations too!
- Do it right away.
- “While you’re here, I need X, do you think you can help me out?”
- Always start with the larger request
- Retreat back to what you were after all along
- We usually do the opposite - start with the smaller one.
- Give them a chance to say Yes
- iF they do, great!
- if they say no, fall back to more moderate request
- Need to come back with the more moderate request right away!
- If you take time to think about it, it’s perceived as a separate request and not as a concession as part of a negotiation
If you retreat from the situation, you lose. If you retreat in the sitiation, you win.
- Dr. R. Cialidini
Motivated by scarcity
If you want to create a presuasive argument:
- You need to explain what it is about this that they can’t get anywhere else
- Managers weigh information about ponetial losses more heavily than information about potential gains
- Tell them what they want to hear
- “Milage Runs” are a great example
- Uber to Des Moines w/hotel, gas, red bull for driver less expensive than flight to des moines
- Scarcity works for information too
People are more likely to say yes when they see other people doing the same thing
- It helps to know where the resistence is coming from
- Show consensus in the industry
- Google trends
People live up to what they write down
- Present an idea, “so what do you all think about this”
- first person to speak out is going to tip it one way or another
- get osemone
If an expert says it, it must be true!
- Realize that you are the expert.
- If you are paid to do something, you are an expert.
- Junior expert vs senior expert.
- You might be the most junior expert on a team of experts, but you are an expert on a team of experts and you should carry yourself as such.
- How do you show trustworthiness if they don’t know you?
- Lead with a weakness in your case
- Hey I wish I had a perfect solution for you, all we do is the best with what we have, there’s a real drawback to our approach, here it is
- Establishes as knowledgable enough about the pros and cons and honest enough to bring the cons to the surface
People prefer to say yes to those they know and like
- similarities (peoplo who are like us)
- compliments (people who like us and say it)
- cooperative efforts (work with us toward a common goal)
You can’t win an argument
- holy wars in tech industry
- tabs vs spaces
- microservices vs monolith
- java vs go
A person convinced against their will, will be of the same opinion still.
- Dale Carnegie
Persons in an argument leave more convinced they’re right
- I’m even righter than I thought
Building Consensus - Pro Tips
- Begin in a friendly way
- Get the other person saying “Yes” immediately
- Hey, you want to make sure we’re productive right?….Then ramp up questions to the one you want to ask.
- Dramatize your ideas
- tell a story - don’t just stick to the data
- demonstration trumps explanation
- Listen to other ideas - don’t contradict
- at least hear the idea out
- Appeal to nobler motives
- Resort to higher authority
- Boss: “I like this idea, but it’s not up to me.”
- Employee: “When you present this to them, you will give it your full support and recommendation, right?”
- Boss: “Yeah, sure…”
- Don’t argue & criticize
- Try to honestly see things from other people’s perspective
- Admit when you’re wrong
- no body cares
- Be a good listener
- Ask more questions than statements
- Let go of ego
- let go of credit - give credit to someone else
- Let others do most of the talking
- Let the other person feel the idea is theirs
Real skills for Monday
- see card
DBA = “Don’t Bother Asking”