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The One Thing (Influence Persuasion Sales (Pitch Anything (S.T.R.O.N.G…

- - - - Reasons for motivation
        
        Is it worth it ?
        
        Can I do it ?
      - Model
        
        Step 1. Clarify measurable results.
        
        aim for small & incremental change
        
        Step 2. Find vital behaviors.
        
        celebrate positive behaviour
        
        use positive examples instead of negative (don't use x% DON'T do the desired behaviour, or anything that shows other people DON'T do it either)
        
        Step 3. Use six sources of influence.
        
        Source 6 – Structural Ability
        Are there enough cues to stay on course? Does the environment (tools, facilities, information, reports, proximity to others, policies) enable the right behaviors or discourage the wrong behaviors?
        
        Source 5 – Structural Motivation
        Are rewards, pay, promotions, performance reviews, perks, or costs encouraging the right behaviors or discouraging the wrong behaviors?
        
        Source 4 – Social Ability
        Do others provide the help, information, and resource required at particular times?
        
        Source 3 – Social Motivation
        Are other people encouraging the right behavior and discouraging the wrong behavior?
        
        Source 2 – Personal Ability
        Do they have the knowledge, skills, and strengths to do the right then even when it’s hardest?
        
        Source 1 – Personal Motivation
        Do they want to engage in the behavior?
      - Links
        
        http://sourcesofinsight.com/influencer-the-power-to-change-anything/
      - Key TakeAways
        
        Know what influence is. Influence is the ability to change our own behavior or the behavior of others.
        
        Know the difference between influence and persuasion. When short-term isn’t enough, you need influence. Persuasion is short term, while influence is about long term impact. Persuasion often involves getting verbal agreement or support, while influence requires changing minds, hearts, and actions.
        
        Know why most change efforts fail. Most change efforts fail because we have unrealistic expectations and we look to one simple solution.
        
        Know that unrealistic expectations get in the way. It’s not realistic to expect that people will change even when the consequences for not changing are enormous, everyone knows the consequence, and the change required is simple.
        
        Know the Fundamental attribution error. The mistake is assuming people do things for only one reason.
        
        It’s not one simple solution. Profound, persistent, and resistant problems last because we look for one simple solution. There’s rarely one cause. Analyze six sources of influence to diagnose the problems. You can influence persistent and resistant behaviors when you know the forces driving it.
        
        Use multiple strategies. Overwhelm the problem with resources. If you want to improve your success 10x, then rather than use 1-2 strategies, use 4 or more high-leverage behaviors.
        
        Identify effective results. Effective results are specific and measurable, they matter, and they’re time-bound.
        
        Know the 3 strategies for finding vital behaviors. The 3 strategies for finding vital behaviors are: 1) insist on vital behaviors, 2) identify crucial moments, and 3) study positive deviance.
        
        Insist on vital behaviors. Vital behaviors are specific actions that dramatically influence the results. This is about focusing on the vital few behaviors that have cascading impact. For example, in our group, we ship projects on time because we “fix time, flex scope.” When we ran scope driven projects, we would slip schedules. That’s an example of a vital behavior. You don’t always have the benefit of hind-sight so the key is to find good candidates, experiment, and test your results.
        
        Identify crucial moments. Crucial moments tell you when it’s time to act. For example, when your alarm goes off, you can decide to work out or roll over and go back to sleep.
        
        Study positive deviance. Study those who succeed where most others fail. Find the exceptions. For example, there might be people right around you that stand out. You can also research examples on the Web. For example, you can follow projects, such as the Positive Deviance Initiative. You can ask your network, “who succeeds despite the odds?” and “what do they do differently?”
        
        Share vicarious experiences. Rather than lecture or coerce, you can share vicarious experience to influence others. One simple way is to tell a story. This works if the audience identifies with the story and there is emotion involved. Another way is to have the people you want to influence see people in action. They can watch others perform the vital behaviors and learn simply by watching the successes and failures.
        
        Motivation and ability. People do things because of motivation and ability. Another way to put it is, “is it worth it?” and “Can I?”
        
        Personal, social, and structural forces. When you analyze motivation and ability, you can think in terms of personal forces, social forces, or structural forces. Personal forces would be what an individual wants and can do. Social forces would be what the group wants and can do. Structural forces would be the systems, processes, tools, and environment. It’s these 3 perspectives that give you a more complete view of the problem.
        
        Think in six sources of influence. Know the six reasons why we do what we do: 1) personal motivation, 2) personal ability, 3) social motivation, 4) social ability, 5) structural motivation, and 6) structural ability.
        
        Diagnose why change seems impossible. Your world is perfectly organized to create the behavior you’re currently experiencing. When change seems impossible, use the six sources of influence to find the conspiracy of causes.
        
        Know the influencer of influencers. Albert Bandura is considered the influencer of influencers. Some of Bandura’s books include: Self-Efficacy: The Exercise of Control, Social Learning Theory, and Self-Efficacy in Changing Societies.
    - - Email
        
        the Rule of 1
        
        Email has 1 goal
        
        Each element has 1 goal
        
        Addresses 1 single person
        
        3:1 ratio
        3 value emails for each sales email
      - Landing Page
      - Copywriting
        
        Frameworks
        
        P-A-I-S
        
        Problem
        
        Agitate
        
        Solution
        
        Invalidate current options
        
        AIDA
        
        Attention
        
        Interest
        
        Desire
        
        Action
        
        Inspiration techniques
        
        Amazon Review Mining
        
        Swipe Files
        
        Themeplates
        
        The Spotlight Rule
        
        shine more light on the customers
        than on yourself/product
        
        avoid tendency to "we we I I we"
  - - - Set the frame
      - Tell the big idea
      - Reveal the intrigue