Jeffrey Pfeffer

People are often cognitively lazy, not just cognitively biased. Our mental shortcuts and unconscious patterns of thought make everyone susceptible to the tactics of interpersonal influence: tactics that depend on the norm of reciprocity, accepting and obeying authority (or its symbols), the power of liking, the value created by scarcity, and the tendency to escalate levels of commitment, even in the face of negative outcomes. … [ Read more ]

Jeffrey Pfeffer

When executives tell me that flattery doesn’t work and that people can see through strategic efforts to garner their support, I cite extensive evidence showing that we are generally quite poor at discerning deception. When the deception is coming from a master deceiver and consummate politician like [Lyndon] Johnson, the odds of successful resistance are quite low.

James E. Lukaszewski

Here’s a test of your current level of influence in your organization. Do people hold up meetings, waiting for you to arrive to make important contributions or interpretations of current events? Do people remember what you say and perhaps quote you in other places and venues? Do people tell your stories and share your lessons as though those stories belong to them? Do people learn … [ Read more ]

Ralph Szygenda

There are two thoughts that often get lost in the discussion about being effective in building and using influence: Don’t assume you have all the right answers-that’s why a strong team is essential. And, above all, do the right thing-not only for business or economic impact, but also for social and philosophical implications. Ultimately, power is the ability to influence and facilitate change, and people … [ Read more ]

Dale Carnegie

The only way on earth to influence… [someone] is to talk about what he [she] wants and show him [her] how to get it.