Principles of Persuasion I: Agreeableness and Reciprocity

The liking principle: people do business with those who like them.

Persuasion, understood as the ability to influence others to align with an idea, rests on several fundamental psychological principles.

The first is the principle of liking.

This principle is based on the simple truth that we are much more likely to say "yes" to requests from people we know and like.

We form bonds with people we like and are therefore more willing to collaborate with them.

A clear example is seen in social sales meetings: often, the decision to buy a product is more influenced by the sympathy we feel for the host than for the product itself.

In essence, this principle teaches us that building a genuine, positive connection is a prerequisite for effective persuasion.

The principle of reciprocity: giving before receiving

The second key principle is reciprocity, which refers to the social obligation we feel to return a favor.

From a persuasion perspective, this translates into the strategy of "giving before receiving."

When we offer something to someone-whether it is help, information or a resource-without asking for anything in return, we create a sense of social debt in that person.

This initial act of generosity makes the recipient much more likely to reciprocate favorably when we make a request in the future.

This is not an immediate transaction, but an investment in the relationship that builds a pool of goodwill and fosters long-term collaboration.

How to apply these principles in a professional environment

These principles are directly applicable in the work environment.

To apply the principle of agreeableness, it is critical to invest time in building positive relationships with colleagues.

In an office environment, we are naturally more willing to help, share information or be flexible with colleagues we like.

To apply the principle of reciprocity, a team leader can, for example, proactively offer one of his or her best employees to help another department on an urgent project.

This gesture of support creates a positive social obligation. Later, when his own team needs help, the other manager will be much more likely to return the favor.

These are not manipulative tactics, but