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| Introduction: What This Book Can Do for You | xvii | ||||||||||
| Part 1 | How to Play the Persuasion Game | 1 | |||||||||
| Chapter 1 | Eight Magic Keys that Control People | 3 | |||||||||
| People can be persuaded if they think you can reward them | |||||||||||
| People can be persuaded if they think you can punish them | |||||||||||
| How to apply the dual pressures of reward and punishment | |||||||||||
| People can be persuaded if you have bonded with them | |||||||||||
| People can be persuaded if the situation limits their options | |||||||||||
| People can be persuaded if they think you have more expertise than they do | |||||||||||
| People can be persuaded, if you act consistently | |||||||||||
| Chapter 2 | Fifteen Magic Keys that Make People Believe You | 15 | |||||||||
| Never assume they believe you | |||||||||||
| Tell them only as much as they'll believe | |||||||||||
| Tell the truth, even if it hurts | |||||||||||
| Point out the disadvantages | |||||||||||
| Use precise numbers | |||||||||||
| Let them know if you're not on commission | |||||||||||
| Downplay any benefits to you | |||||||||||
| Dress the part of a successful person | |||||||||||
| If you do have something to gain, let them know | |||||||||||
| Confront problems head on | |||||||||||
| Use the power of the printed word | |||||||||||
| Let them know who else says so | |||||||||||
| Build and use a portfolio of testimonials | |||||||||||
| Get endorsements from people they'd know | |||||||||||
| Use "If they can do it, I can do it." | |||||||||||
| Chapter 3 | How to Make Them Want to Die for You | 38 | |||||||||
| Ask for more than you expect to get | |||||||||||
| How asking for more, gets Tom his raise | |||||||||||
| How children nail you to the wall--and make you love it! | |||||||||||
| How this technique brought Saddam Hussein to his knees | |||||||||||
| How unions and management get each other's goat | |||||||||||
| Sometimes they give you what you want anyway | |||||||||||
| Unethical ways to use this concept | |||||||||||
| The Oliver Twist syndrome | |||||||||||
| Volunteer concessions but only those who won't hurt you | |||||||||||
| Give a small gift | |||||||||||
| Use the magic in a gift of flowers | |||||||||||
| Give the gift of thoughtfulness | |||||||||||
| Make it win-win | |||||||||||
| Chapter 4 | How Scarcity Drives People Wild | 56 | |||||||||
| Even smart people can fall for the scarcity yo-yo | |||||||||||
| Scarcity drives value and prices sky high | |||||||||||
| My aunt had one of those but she threw it away! | |||||||||||
| Using scarcity to get real estate bargains | |||||||||||
| Chapter 5 | Bringing Them to Their Knees with Time Pressure | 61 | |||||||||
| The faster you can persuade the other person to decide, the more likely you are to get what you want | |||||||||||
| The longer you give them to think about it, the less chance you have of getting what you want | |||||||||||
| How children use time pressure like a pro | |||||||||||
| Moving people with the power of time pressure | |||||||||||
| Secrets from inside a time share closing room | |||||||||||
| Chapter 6 | The Zen-Like Art of Sharing Secrets | 68 | |||||||||
| The magical three-step formula for getting cooperation from the other person | |||||||||||
| Why forbidding aggravates family problems | |||||||||||
| Why censored information seems more valuable | |||||||||||
| Chapter 7 | The Power of Association: Tying Your Persuasion to Something Good | 73 | |||||||||
| It's hard for our mind to break association | |||||||||||
| Utilizing the value of celebrity spokespeople | |||||||||||
| How to get people to react more favorably to a proposal | |||||||||||
| Pacing the mention of your product or service to the high points of a business lunch | |||||||||||
| Painting pictures that tie your product to pleasurable experiences | |||||||||||
| Chapter 8 | The Power of Consistency: It's More Important to Do it Often Than to Do it Right | 78 | |||||||||
| Using the power of consistency | |||||||||||
| Why it's better to be a tyrant than a wimp | |||||||||||
| Why we're suspicious of inconsistent behavior | |||||||||||
| Using consistency to move the merchandise | |||||||||||
| Why Carter's downfall was Reagan's windfall | |||||||||||
| Chapter 9 | Why Consistent Behavior Kicks Your Performance Into High Gear | 86 | |||||||||
| The personal value blueprint | |||||||||||
| Life is sweeter with a value blueprint | |||||||||||
| Trying to live with the golden rule | |||||||||||
| Straight up. It's a way to climb a mountain, a way to pour a drink, and a really fine way to live a life | |||||||||||
| Chapter 10 | Bonding--the Magic Key to Persuasion | 91 | |||||||||
| How to sell up a storm using the principle of bonding | |||||||||||
| How people bond to their mental investments | |||||||||||
| Experimenting with bonding in your personal life | |||||||||||
| How interrogators use the power of commitment | |||||||||||
| The essay contest phenomenon | |||||||||||
| Making commitments to yourself | |||||||||||
| Chapter 11 | Persuasive Speeches | 100 | |||||||||
| Knowing what caused your audience to be there | |||||||||||
| Knowing whether to put your strongest argument at the beginning or at the end | |||||||||||
| If several speakers will present, knowing whether to go first or last | |||||||||||
| How to pose the question when asking the audience to vote | |||||||||||
| A simple and effective way to get the audience on your side | |||||||||||
| Knowing whether to use emotion or logic to persuade | |||||||||||
| Improving your ability to persuade an audience | |||||||||||
| Using constructive distractions to improve your ability to persuade | |||||||||||
| Using of humor as a persuader | |||||||||||
| When to present both sides of the argument, or only one | |||||||||||
| Avoiding the overstatement trap | |||||||||||
| The art of getting the most effective introduction | |||||||||||
| The number one thing you can do to persuade from the platform | |||||||||||
| Chapter 12 | Eight Verbal Persuasion Ploys to Control the Other Person | 115 | |||||||||
| Diffusion | |||||||||||
| Yes, I take it personally | |||||||||||
| Being Nixonesque | |||||||||||
| "I'm not offended." | |||||||||||
| "Easy to deny." | |||||||||||
| "I'm not suggesting." | |||||||||||
| Give the other person options | |||||||||||
| "Why would you want to do that?" | |||||||||||
| Chapter 13 | Exposing and Destroying their Negative Emotions | 127 | |||||||||
| Suspicion--they don't appear to trust you | |||||||||||
| Anger--they're upset with something that happened | |||||||||||
| Greed--you appear vulnerable, and they want to take advantage of it | |||||||||||
| Hurt--they're upset and want revenge | |||||||||||
| Chapter 14 | The Sweet Language of Persuasion | 132 | |||||||||
| Fallacy | |||||||||||
| Defective syllogisms | |||||||||||
| Rhetoric | |||||||||||
| Circular logic | |||||||||||
| Ipse dixits | |||||||||||
| Ad populems | |||||||||||
| Short-circuiting logic | |||||||||||
| Logic, not words, should persuade | |||||||||||
| Chapter 15 | Never Accept an Invitation to Attack | 139 | |||||||||
| Determining your objective | |||||||||||
| Gathering information | |||||||||||
| Assessing your power by calculating each person's alternatives | |||||||||||
| Looking for concessions to make, that don't detract from your position | |||||||||||
| Part 2 | Analyzing the Persuadee | 141 | |||||||||
| Chapter 16 | Knowing How People will React to what You Tell Them | 143 | |||||||||
| How to distinguish matchers from mismatchers | |||||||||||
| Matchers look for similarities | |||||||||||
| Mismatchers look for differences | |||||||||||
| Matchers like their world to stay the same | |||||||||||
| Mismatchers are always discontent | |||||||||||
| How to persuade the matcher | |||||||||||
| How to persuade the mismatcher | |||||||||||
| Chapter 17 | What Motivates the Other Person | 151 | |||||||||
| Possibility versus necessity | |||||||||||
| Self-centered versus externally centered | |||||||||||
| Moving toward pleasure, or away from pain | |||||||||||
| Field dependent or field independent | |||||||||||
| Chapter 18 | How the Other Person Decides | 163 | |||||||||
| Assertive versus unassertive | |||||||||||
| Emotional versus unemotional | |||||||||||
| Open or close minded | |||||||||||
| Conscious or unconscious thought processors | |||||||||||
| Visuals, auditories, and kinestetics | |||||||||||
| Part 3 | How to Become a Power Persuader | 171 | |||||||||
| Chapter 19 | Developing Charisma: How to Make Them Love You! | 173 | |||||||||
| A very special quality | |||||||||||
| Charisma--the nonverbal persuasion power | |||||||||||
| Auras in darkest Africa | |||||||||||
| To understand charisma, imagine the opposite | |||||||||||
| Chapter 20 | Twelve Ways to Project an Awesome Charisma | 179 | |||||||||
| Treating everyone you meet as if they're the most important person you'll meet that day | |||||||||||
| Developing a sensational handshake | |||||||||||
| Noticing the color of their eyes as you shake hands | |||||||||||
| As you shake hands, push out a positive thought | |||||||||||
| Giving sincere compliments | |||||||||||
| Catching people doing something right | |||||||||||
| Looks do matter! | |||||||||||
| Smile for the magic 2 seconds longer than they do | |||||||||||
| Take a check up from the neck down | |||||||||||
| Pushing out empathy | |||||||||||
| Responding to people's emotions, not to what they say | |||||||||||
| Maintaining a childlike fascination for the world in which you live | |||||||||||
| Chapter 21 | How You Can Develop a Dynamite Sense of Humor | 195 | |||||||||
| Humor may be the only thing that will stop you from going crazy | |||||||||||
| How to develop a sense of humor | |||||||||||
| The five things that make people laugh. Learning what makes it funny | |||||||||||
| A practice session on identifying the style of humor | |||||||||||
| Witticisms: The persuaders best type of humor | |||||||||||
| A thirty-day program to improve your sense of humor | |||||||||||
| Chapter 22 | You Need Never Forget Another Name | 216 | |||||||||
| The magic secret to remembering names | |||||||||||
| A visit to the control center of the mind | |||||||||||
| How the mind processes information | |||||||||||
| Selective memoryhow it works | |||||||||||
| The trigger that makes you remember | |||||||||||
| Developing your personal trigger | |||||||||||
| How to transpose from short-term to long term memory | |||||||||||
| Six steps to burning the name into your memory | |||||||||||
| Don't try to outdo the experts | |||||||||||
| Giving yourself an ace advantage | |||||||||||
| The key to remembering faces | |||||||||||
| An exercise in memory discipline | |||||||||||
| How important is it to remember names? | |||||||||||
| Part 4 | Learning Persuasion Techniques | 237 | |||||||||
| Chapter 23 | A Magic Persuasion Technique | 239 | |||||||||
| Using the other person's name at the beginning or the end of a sentence | |||||||||||
| Making your request | |||||||||||
| Tilt your head and smile as you say it | |||||||||||
| Why the magic formula works | |||||||||||
| How to use the formula | |||||||||||
| Chapter 24 | The Four Stages of Persuasion | 243 | |||||||||
| Stage 1 | Establishing objectives | ||||||||||
| Case study 1 | The unhappy employee | ||||||||||
| Case study 2 | The problem teenager | ||||||||||
| Case study 3 | The alcoholic husband | ||||||||||
| Stage 2 | Finding out what they want | ||||||||||
| Stage 3 | Identifing the pressure points | ||||||||||
| Stage 4 | Looking for compromise | ||||||||||
| Chapter 25 | Eight Ways to Persuade the Angry Person | 256 | |||||||||
| Are you the target? | |||||||||||
| A magic expression | |||||||||||
| Restating the objection | |||||||||||
| That hasn't been my experience | |||||||||||
| Handling the showman | |||||||||||
| Don't exacerbate the situation | |||||||||||
| First find out what they want | |||||||||||
| Charm them to death | |||||||||||
| Chapter 26 | Eight Reasons Why People Won't Open Up | 266 | |||||||||
| Figure out why won't they talk | |||||||||||
| Obsession | |||||||||||
| Inhibition | |||||||||||
| Apathy | |||||||||||
| Sulking | |||||||||||
| Evaluation | |||||||||||
| Penuriousness | |||||||||||
Read Reviews for Secrets of power persuasion Write review
Jo Ann Tonks reviewed Secrets of power persuasion on October 15, 2018 Secrets of power persuasion
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