In Part One we looked at a basic principle in the persuasion process. As the great Dale Carnegie taught us in his classic, How to Win Friends and Influence People, “People do things for their reasons, not ours. So make your reason, their reason.”

I ended by saying that all actions taken by we human-type beings are in fact based on self-interest. But, what about charity work and financial donations, as well as other totally, so-called selfless acts? When someone does any of that, does that also fall under Mr. Carnegie’s admonition?

Actually, their actions are indeed based on their own self-interest. Remember, even when giving charity or, in an extreme example, deciding to donate a kidney to save another’s life, they do this because it is in alignment with their value system; they believe it is the right thing to do, and would make them feel better about themselves than would the alternative choice.

I love what Esther and Jerry Hicks write: “There isn’t anything anybody wants {does} that is for any other reason than that they think they would feel better in having {by doing} it.”*

Really think on this one and see if you determine that it applies to you, as well.

Please understand I’m not saying that every choice one makes is the easiest, most comfortable or most convenient — only that one does it for their own reasons — either consciously or unconsciously — based on their own personal value system.

This, by the way, is what Ayn Rand was referring to when she wrote of the “virtue” of selfishness (obviously, defining the word “selfish” differently than its common usage). She was simply referring to living a life of congruency. However, I’m sure you can also see why most people — not being willing to explore a contrarian idea past its surface — reacted with scathing anger to her suggestion (not that she was the most tactful and considerate in her responses).

I stress this point regarding self-interest because its understanding is perhaps the very key to mastering the art of positive persuasion; that the other person will do what they are going to do for their reasons; not ours.

Let’s pick this discussion back up in Part Three and tie it directly into upping your ability to persuade in a way that serve everyone involved.

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* Words in brackets were my additions

It’s human nature to want people to do what we want them to do. And, there’s nothing inherently wrong with that, providing we also care about how the outcome affects them. So, how do we get people to do what we want, in a way they can benefit and feel like a winner, as well? Through Positive Persuasion (a/k/a, Winning Without Intimidation) of course.

In doing so, we must keep certain principles in mind, and base our win/win methods on those principles. In his classic, How to Win Friends and Influence People, Dale Carnegie taught us that “people do things for their reasons, not ours.” Thus, if you truly want to persuade someone to do something they might not normally be inclined to do, he suggests that “you must make your reason, their reason.”

Asking yourself, “What’s in it for them?” is always an appropriate question to ask when desiring to persuade someone else to take your point of view.

Again, what Mr. Carnegie taught is so important, I’d like to repeat it here. You might even choose to write this down and put it somewhere you can continually see it until internalized:

“People do things for their reasons, not ours. So make your reason, their reason.”

Yes, all actions we as humans beings take are based on self-interest?

“WHAT?” one might exclaim. “NO WAY! What about charity and other selfless, totally altruistic actions. Are you trying to say that is based on self-interest, as well?!!”

Good question. And, we’ll answer that in Part Two.

In a recent post we discussed Tact and how it is perhaps the most powerful concept in terms of mastering the art of positive persuasion or, “Winning Without Intimidation.” It’s also a great way of simply becoming a pleasant person to be around.

I quoted my Dad, who defines tact as, “The language of strength.” Those who master the art of tact are able to make a “corrective point” in a way that helps a person to receive it rather than become defensive or angry.

We concluded with a challenge for us all to work on this very important skill (or, we could even say, “trait” if our goal is to become “a tactful person”) for the next 21 days and see how we do.

Now that we’re 10 days into it, let’s look at a few examples from past articles:

When You Must Go Over Their Head

Qualifiers…For People Who Don’t Like To Be Told What To Do

A Question That Will Open Them Up To Questions

And The Winnah…Christine!

Deflection Via The Parry

Please don’t feel any pressure or obligation to read any or all of the articles. They are simply there as examples if you feel that would help you in your “tact-quest.”

Meanwhile, how are you doing so far? Please let us know.

Recently on Twitter, I found a link from SellingPower Founder Gerhard Gschwandtner to an extremely inspiring story. It had to do with a sales team that explored a way to find more people to serve where (or, I should say, when!) most would not have looked.

Yes, this took place back in 1949. Yet, today, when so many are complaining about the economy, it brings to mind just how great our economy can be when we are willing to proactively seek ways to create something out of nothing.

So, take a look. Notice how many of those prospects were delighted to be helped. Fortunately, for them, they were approached through this very creative action.

Of course, I’m not suggesting that what worked for Mr. Wedge’s team would or wouldn’t work in your particular business. I guarantee you, however, that there is always something you can do to create more value opportunities for others and give yourself the edge.

Remember, while we cannot control the economy, we can absolutely control our economy.

But it won’t be from standing around complaining.

Life can seem — and even be — so unfair at times.

“But it wasn’t my fault” or “This or that happened, and I had no control” are words we often hear from others. Perhaps, from time-to-time, even from ourselves.

Sometimes, these “out of my control” incidents actually could have been avoided had we taken preventative actions. Yes, I got caught in traffic, but had I given myself extra time, I still would have made the appointment with room to spare.

Other times, it really was out of our control and we simply have to deal with the consequences … anyway.

How we deal with those consequences not only tells us about ourselves, it also tells others about us.

In a recent article by my friend, Michael A. Aun, an ultra-successful entrepreneur, long-time professional speaker and mentor to many, he tells the following story:

“I was fortunate enough to win the World Championship of Public Speaking for Toastmasters International in 1978 in Vancouver, British Columbia, Canada.  I also won the same contest in 1977 in Toronto, Ontario, Canada, but was disqualified because I went eight seconds over my allotted time limit. I was literally announced as the winner and then was disqualified for going eight seconds overtime.  I got a standing ovation in the middle of the speech.  It lasted eight seconds.  That was a bitter pill to swallow, but I learned that you have to go through Toronto to get to Vancouver.  You have to experience setbacks in your life before you’ll ever embrace victory.”

Powerful, indeed; having to swallow that bitter pill in order to embrace a sweet victory. However, it’s his summation of this experience in the following paragraph that was my huge take-away:

“I learned also that my audiences are far more interested in how I dealt with the defeat in Toronto than the fruits of the victory in Vancouver. That’s what audiences want to know – how you deal with adversity.”

The word “audience” doesn’t only refer literally to a group of people listening to a presentation from stage. It’s everyone who is in any way a part of our business and personal lives. They will judge your character and mine by how we handle our adversities and — dare I say — decide whether or not they trust us in practically any other area of life.

Thank you, Michael; one of many powerful lessons I’ve learned from you over the years.