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The Persuasive Manager. Based on the book, “The Persuasive Manager” by Prof M M Monippally, IIM Ahmedabad. July 6 , 2011. Three types of managers. Bystander managers : Take little initiative. Have little or no influence on their organizations.

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The persuasive manager

The Persuasive Manager

Based on the book, “The Persuasive Manager” by Prof M M Monippally, IIM Ahmedabad

July 6, 2011

Three types of managers
Three types of managers

  • Bystander managers: Take little initiative. Have little or no influence on their organizations.

  • Shotgun managers: Use influence tactics indiscriminately to get what they want. Not particularly successful.

  • Tacticians: Choose their influence strategies carefully and are generally successful. They occupy positions of power largely through their knowledge and skills. They are masters of the art of persuasion.

Persuasion a working definition
Persuasion: A working Definition

  • Persuasion is an attempt, using means such as reasoning and emotional appeal, to change others’ thinking, attitudes, and eventually behavior in a way that builds on their willing cooperation.

  • Persuasion means using formal and informal power intelligently to influence people and shape the agenda.

Sources of power
Sources of Power

Resides in one’s position; loss of position leads to loss of power

Coercive Power

  • Reward Power

  • Legitimate Power

Resides in one’s expertise; risks supersession

  • Expert Power

Resides in one’s relationship; people respect us, so they do our bidding

  • Referent Power

Coercive power
Coercive Power

  • Coercive power is the power to force others to do what we want them to.

  • Comes essentially from the ability to harm another person or group of persons if they don’t comply with our wishes.

  • Implies using the resources of our position to threaten others with unpleasant consequences, such as denial of essential resources.

Reward power
Reward Power

  • Reward power involves getting the compliance of subordinates or colleagues by offering them rewards.

Legitimate power
Legitimate Power

  • Legitimate power is the power that stems from legal or social authority.

  • Holding a superior position in a corporate or social organization implies having legitimate power over those who are in subordinate positions.

  • Everyone recognizes it.

Expert power
Expert Power

  • Power derived by individuals from their specialist knowledge and skills, irrespective of their position in an organization.

  • The rarer the expertise or the harder it is to acquire, the greater the power.

Referent power
Referent Power

  • Power that comes because others admire us, want to be identified with us, and treat us as the point of reference.

  • They change their behavior and beliefs to be like us.

  • Referent power is the most effective in a manager’s repertoire.

  • Carefully cultivated, this type of power can also be the one that lasts the longest.

Two levels of compliance
Two levels of Compliance

  • As managers, much of our job is to enforce compliance.

  • Compliance is applicable at two levels.

  • The first is getting others to do their assigned work so that we can get on with our own work and meet our targets.

  • The others could be our boss, peers, or subordinates.

  • The second level, especially applicable in a changing environment is to get people to change their behavior which may have worked well and been acceptable so far.

  • This type of compliance is generally much harder than the first level of compliance unless people are sensitised to the imminent dangers.

The art of persuasion
The Art of Persuasion

  • Ethos

  • Pathos

  • Logos


  • Ethos is the most important and most powerful of the three persuasion factors.

  • Ethos refers to the persuader’s character.

  • If we are perceived as credible and fair-minded, persuasion is easy, especially in contexts where there is room for doubt.

  • Our credibility increases if we have demonstrated expertise in the field in which we are trying to persuade others.


  • Means arousing listeners’ emotions in favour of persuader.

  • Emotions can be negative or positive.

  • Fear, anger, disgust, guilt, and envy are a few of the negative emotions.

  • Pride, joy, hope and compassion are some of the positive ones.

  • Arousing these emotions can persuade the stakeholders to accept or reject a particular course of action.


  • Refers to persuasion by logical reasoning.

Persuasive moves 1
Persuasive Moves (1)

  • Making oneself likeable

    • Persuading becomes easier if we are liked by others

  • Leveraging authority

    • Use legitimate power intelligently

  • Creating indebtedness

    • Do good things to others

  • Stroking the target’s ego

    • Use genuine praise to build good relations

Persuasive moves 2
Persuasive Moves (2)

  • Playing on herd instinct

    • Get a large no of people behind us.

  • Getting small commitments

    • Getting a small commitment first makes it easier to get a larger one later.

  • Appealing to shared values

    • Every community has shared values

  • Engaging the target in consultation

    • Share problem and seek help in solving

  • Using inductive and deductive reasoning

    • Convincing logic facilitates persuasion

Conclusion 1
Conclusion (1)

  • Persuasive strategy consists of choosing the right mixture of persuasion factors mentioned in earlier slide.

  • Framing the compliance request in a way that matches the target’s needs, values, and beliefs holds the key in persuasion.

Conclusion 2

  • Persuasion is not guaranteed even if we play all the cards right.

  • We may be able to change someone’s mind even when the target is formidable and the resistance well founded.

  • And we may fail even when we have all the logic in world in our support and we make irresistible offers .

  • Yet we should try it because it is worth trying.

  • Even if we fail, we will do so honourably.

  • And we will not regret we did not try.

Conclusion 3

  • Unfortunately, there is no formula that we can apply to choose the right strategy.

  • We have to identify moves that we are most comfortable with, and those our targets are most likely to respond to.

  • To make persuasion a way of managing and to become a persuasive manager, we need to do two things.

  • First, we must plan our major persuasion efforts systematically.

  • Second, we must review both our successes and failures systematically.