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When someone successfully influences another person, neural regions related to the brain’s reward
system are highly activated. This tells us the influencer feels positive about the idea. Genuinely believes
in it. We also know that successful persuasion involves the influencer going a step further than this by
putting themselves in the shoes of the person they’re trying to persuade. They imagine the value of the
idea to the other person. How does brain function substantiate this? The other area of the brain activated
during effective persuasion includes the neural network that relates to perspective-taking or imagining the
views of others. So, before you try to persuade, get your own house in order first. If you don’t have
passion, find it. If you don’t see the benefits to others, figure them out. And don’t try to fake it. We also
know that brain activities of message recipients mirror those of the communicator. If you don’t believe,
then most likely, neither will they. 38, 39

Tips to develop Persuades
1. Need to be heard? Speak up. Ever proposed a great idea only to see it die? Then someone else
stole your thunder with the same idea? Did it feel like a conspiracy? The fault may lie with you.
Perhaps you hung back at a critical moment. Maybe you were too polite to get out in front. Too
modest and quiet. If you hesitate to put a stake in the ground, someone with fewer inhibitions will beat
you to it. Learn to step into the spotlight. Lean into the conversation. Celebrate the cause. Push
yourself to speak up in meetings. Call meetings of your own and build enthusiasm. Look for
opportunities to establish yourself as an expert on certain topics. Put together a session and invite
colleagues to tap into your knowledge. Share links that support your point of view. Write an article or
blog on the topic. If you’re uncomfortable claiming the spotlight, remember this is not about you but
about the value of your ideas.

2. No allies? Build relationships first. Persuaders have a good reputation that precedes them. They
find like-minded allies. They perform at a high level, turn in results, keep their promises, and reach
out to help others. They build rapport and trust. Their ideas get implemented because they know
people, and people know them. If you doubt this, try asking someone you don’t know to join you for
lunch. Notice how hard it is to convince them to spend time with you. Even before you have a need,
build relationships. Reach out across the organization. Be curious. Tear yourself away from your e-
mail, get up from your desk, walk down the hall. Visit other offices. Arrive early to meetings, introduce
yourself, and find common ground. Follow up on a teleconference with a personal call to someone
you’d like to know better. Learn about other functions. Find out who people are, what interests them,
what concerns them, and how they are motivated. Get behind their ideas and you can better
persuade them to get behind yours.

3. Need more help? Start with your boss. If you’re very independent or reluctant to ask your boss for
help, this is a good time to practice new behaviors. Sometimes you are empowered to lead the
charge. But sometimes you need the support of your boss or someone else in the upper echelon. Set
up the meeting. Then be sure you are prepared with the full picture, including what you want to do
and what kind of support you need. Recognize that your boss has a network of relationships and
responsibilities and that your request for support may align with other initiatives already underway. Or
it may clash. There may be competition for scarce resources. Ask for your boss’s perspective and
advice on how you can and should proceed. If you get the go-ahead and/or an offer of support, plan
the next steps.
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