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Cialdini's principles of influence

Cialdini proposed six different ways in which you could influence and influence positively.

The first principle was based on reciprocity. This means that we like to return favors to pay back debts and just be nice to each other, so we get to a situation there where we would be looking to have win-win. So, I do something for you, you feel then, you know what I ought to do something for him.

The second type of influence that Cialdini forwarded was the need for commitment and consistency. Generally, we like to be committed and that is usually facilitated by an element of consistency in a stakeholder relationship. So regular meetings, regular dialogue, regular contact, whatever it is to make that relationship work.

The third area that Cialdini proposed was social proof. Social proof meant people like safety in numbers. People like being in this group, so they're kind of in a collective which means influencing a number of people means you need to think about them as a collective.

The third area that Cialdini proposed was social proof. Social proof meant people like safety in numbers. People like being in this group, so they're kind of in a collective which means influencing a number of people means you need to think about them as a collective.

The fourth principle of influence that Cialdini proposed was likability. And there's a lot of qualitative judgment in this one, in as much as Cialdini argued that for most of us, we'll do something for somebody if we instinctively like them.

The fifth is authority. Authority again in a general sense is where in an employee population, most people would feel an obligation to do what needs to be done for people that they report into. That of course assumes that we've got an organizational hierarchical structure. Whereby, you've got levels of seniority higher and higher as you go up the organizational triangle. So this is about people feeling, in general terms, that their line manager is there.

The sixth, and final principle that Cialdini forwarded was scarcity. And again, you may well be able to empathize with this one because generally, this theory forwards that things are more attractive when their availability is limited. Or perhaps if we stood to lose out on something, so in other words there's not a plentiful supply to go around. So, in terms of influencing people, if you were trying to influence somebody and they knew that something was in limited supply that you had. Then you may lose the opportunity to acquire them on favorable terms unless you manage that relationship very, very carefully.

Cialdini's framework forwarded six different ways in which you can look to build collaborative stake holder relationships.

Which ones of those skills apply to you? Which ones have you used?