Influence and Ethical Persuasion

Building Relational Capital

Influence differs from authority in that it is able to modify behaviors and attitudes by conviction, not by hierarchical imposition. To genuinely influence, we must cultivate certain habits.

The first is sincere recognition: making others feel valued and respected is a powerful form of empowerment.

Involving people in decision making, allowing them to leave their mark on the project, generates a commitment that no direct order can replicate. Another pillar is the management of expectations.

There is a psychological effect (Pygmalion Effect) where treating people as if they are talented and capable tends to raise their actual performance to meet that expectation.

In addition, providing sufficient resources and explicit trust ("I trust your judgment on this") are acts of influence that transform the leader-collaborator relationship.

Finally, enthusiasm is contagious; a leader who communicates his or her purpose with passion naturally attracts followers.

The Laws of Persuasion Applied

Persuasion, often misunderstood as manipulation, is simply the ability to move others toward a common goal. There are universal principles that govern this process.

The law of reciprocity dictates that if we give something first (a favor, information, support), the other party feels psychologically obligated to reciprocate.

The law of consistency suggests that if we get someone to publicly commit to a small action, they will tend to act in a manner consistent with that commitment in the future.

Scarcity is another powerful driver: we value more what we perceive as limited or exclusive, be it time, resources or a unique opportunity.

Authority and attractiveness (understood as self-confidence and affinity) also play crucial roles; we tend to follow those we perceive as experts or with whom we feel a personal connection.

Applying classic human relations principles, such as remembering names, avoiding destructive criticism and showing genuine interest in each other's wishes (as suggested by Dale Carnegie), remains the ba