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Practical Eloquence Blog

Persuasive communication

Two and a Half Lessons in Persuasion from John McCain

Our nation lost a great hero this weekend. I personally set a very high bar for using that word, but, as the son of a former POW myself[1], I knew all about John McCain long before he even entered politics. He was a man whose character, sacrifice and example transcended politics, and unfortunately possibly the last of the breed on our national scene.

But this post is not a eulogy, nor is it meant to be. There are people who can put together a much finer tribute and besides that’s not the purpose of this blog. Instead, I would like to use McCain as a model for two and a half lessons about persuasive communication and credibility.

Aristotle told us that ethos is the strongest leg of his persuasion triad, and McCain had far more than most.

I wrote a whole post and podcast about Commitment as one of the 7 Cs of Max Cred, and it’s pretty hard to find a better example than McCain. His ordeal as a POW in horrific conditions for over five years is example enough, but keep in mind that the length of this ordeal was partly by his own choice. Because his father was the commander of the US Naval forces in the Pacific, his captors urged him to accept early release because they wanted to score propaganda points. They even gave him a plausible excuse because the Code of Conduct allowed servicemen to accept early release in case of sickness or injury. A person of ordinary character would have been extremely tempted and would have easily rationalized his choice, but McCain courageously held to  an even higher personal code and chose the hard road home.

Commitment to something higher than yourself, that is so publicly tested and found to ring true for so long, is an enormous asset in persuasion. It gets attention because it’s so rare, and it commands respect to any speaker. It was so strong that it even survived McCain’s lapse of judgment in the Keating Five scandal, which could have easily destroyed his reputation. It was so strong that when he thought for himself and gained a reputation as a maverick, no one doubted his personal motives.

The second element of ethos that McCain embodied was his personal likeability. As Senator Jeff Flake said, referring to the fact that his two bitter rivals for the presidency will speak at his funeral, ”These were bitter contests, both of them, and to ask them to speak at your funeral, and for them to be honored at the opportunity, that tells you all you need to know.”

Likeability is a great asset in persuasion, but McCain showed that it doesn’t have to be the bland rollover niceness that lets people walk all over you. He had a famous temper and often didn’t choose his words carefully enough, but he didn’t let opposition shade over into personal enmity, and of course his famous sense of humor was a great salve for hurt feelings.

That brings me to the “half” lesson. His campaign bus in 2000 was named the “Straight-Talk Express” for a reason. He wasn’t one to carefully choose his words, and he was blunt, outspoken, and direct. These can be great assets for persuasive communication, but great persuaders always know that how you say something is never as important as how your listener takes it. They tailor their message for maximum effect in reaching their intended goal, and so they practice calculated authenticity, and strive to put their best selves forward at all times.

Very few of us will ever be tested like John McCain, and very few of us will ever achieve his towering status, but we can all learn from his example: find a worthwhile cause to commit to, conduct ourselves in such a way that we make far more friends than enemies, and—on occasion—think before we open our mouths.

[1] My Dad was a POW in Germany during WWII.

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Sales - Sales Books

Two Sales Management Books for B2B Sales Professionals

If you read and apply the lessons from the books I’ve recommended so far for your professional sales education, you will eventually get rewarded (or punished, depending on how you look at it) by being promoted to sales management.

You will quickly find out that what got you there won’t keep you there, and one of the most important lessons is that you can’t do everything yourself, as I illustrate with my story about a WWII tank commander and a young private.

To help you navigate the transition from selling to supporting, enabling and coaching your sales team’s performance, you can ask for no better mentors that Dave Brock and Mike Weinberg.

I’ve previously written reviews of their two books, and you will find more detailed descriptions here:

Sales Manager Survival Guide, by Dave Brock

Sales Management. Simplified., by Mike Weinberg

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Podcasts

9 Steps to Thinking on your Feet

Despite all the preparation you may have (or should have) done before that all-important meeting or presentation, you can’t plan for everything. But the good news, is you don’t have to, if you follow the steps I outline in this podcast. For a detailed listing of the 9 steps, see this link.

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Sales Books

Book Recommendation: Sales Differentiation

Imagine your boss sends you to the store to buy a frimfram. You’ve never heard of frimframs, you have no idea what a frimfram does, yet you have to buy one. You go to the aisle where the frimframs are and see a couple of choices with different prices. Two questions immediately come to mind: what’s the difference between the two, and what are those differences worth? If you can’t answer the first question, you would be silly to buy the more expensive one.

Differentiation is the core of selling. We all want to solve problems, sell solutions, become trusted advisors or consultants, and it all starts with differentiation.

The only reason you have a job as a salesperson is to help your customers make decisions, and every buying decision is fundamentally about differentiators: what are they, what does that mean, and what’s the difference worth?  It doesn’t matter how great your product is, how much it does for those who buy it—if it’s not different in some way there is only one way to sell it, which is to drop your price.

One key theme of Sales Differentiation is that it is YOUR job to differentiate what you sell and connect it to value for the buyer. It’s not marketing’s job; their job is to get the customer interested, but it’s your job to get them to take action. and it’s certainly not the customer’s job.

What’s different about this book?

Because I’m “selling” this book to you, it’s only fair that I tell you what’s different, and I’ll use Salz’s distinction between WHAT you sell and HOW you sell.

This book will help you change WHAT you sell by helping you go “outside the box” to find differences beyond the product itself. If you use the checklist in Chapter 5 it’s easily worth the price of the book—but then skip to Chapter 19 to remind yourself of the single most important differentiator.

This book will help you change HOW you sell by helping you choose different words, develop a “sales crime theory”, and ask the right questions, to name just three differences.

Finally, Salz’s ideas are sensible and actionable. He brings a ton of practical experience selling and running sales teams and illustrates his ideas with instructive examples, both in his experience as a seller and as a buyer.

What are those differences worth to you?

You won’t waste customers’ time talking about things they don’t care about.

You will be better positioned to realize the price you want.

You will gain the confidence to go beyond asking customers what they want, to shaping their perception of their needs and requirements.

There’s only one question the book does not answer: what’s the difference between a difference and a differentiator? My take is this: all offerings have differences, but it takes a differentiator to make those meaningful to the buyer. Buy this book, and you will be that person.

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