Ultimate Persuasion Psychology Persuasion and Influence

Learn elite, exclusive persuasion and influence techniques based on new, cutting-edge cognitive psychology principles.
Ultimate Persuasion Psychology Persuasion and Influence
File Size :
7.83 GB
Total length :
13h 18m

Category

Instructor

Vasco Patrício

Language

Last update

Last updated 11/2022

Ratings

4.4/5

Ultimate Persuasion Psychology Persuasion and Influence

What you’ll learn

You’ll learn how to make any sale, recommendation or request much more powerful
You’ll learn how to leverage cognitive biases and persuasion principles to make the other side more receptive
You’ll learn how to connect deeper, establish rapport and likability, and trigger reciprocity with a few key techniques
You’ll learn how to address common problems in selling/influencing at the different stages (presenting, negotiating, connecting, objection handling or closing)
You’ll learn how to use elite, proven psychological techniques for influence and persuasion

Ultimate Persuasion Psychology Persuasion and Influence

Requirements

You don’t need any prior knowledge (naturally, knowledge of sales or psychology helps, but is NOT needed)

Description

LIKE ALL OTHER COURSES. UNLIKE ANY OTHER COURSELearn 56 state-of-the-art elite persuasion and influence techniques from my 5 years of influence and performance coaching for top executives in all different types of sales situations. I’m a 2x MIT-backed entrepreneur turned persuasion psychology/negotiation skills coach who has worked with (and made better negotiators of) different profiles, and this course is for you if you’re seeking to improve your influencing, for professional selling or just know more about how to win friends and influence people.WHO THIS COURSE IS FORTop CEOs trying to close enterprise sales;Top executives trying to “sell” initiatives to executives and board members;Top real estate agents trying to close buyers of million-dollar properties;Politicians trying to sell initiatives as consensus;Billion-dollar AuM hedge fund managers trying to raise capital from allocators;All other sorts of persuasion and influence situations (e.g. a husband trying to “sell” his dream vacation to his wife!);Throughout my experience in persuasion psychology/influencing/negotiation skills coaching and training, I’ve compiled a framework with my most elite persuasion skills and influence techniques to use for sales, and I’ll share all of them with you on this course. Besides just pure persuasion and influence techniques, there are multiple bonuses included to help consolidate these influence lessons.These techniques use similar psychological principles leveraged by persuasion scientists and master salesmen. You will see many techniques similar to Robert Cialdini’s, Chris Voss’s and/or Grant Cardone’s, for example, but these will be the deeper, more general psychological persuasion elements (don’t be scared by the “general” – we will apply them and explore very specific applications of these). Field-tested and proven in the most extreme situations.LET ME TELL YOU… EVERYTHINGSome people – including me – love to know what they’re getting in a package.And by this, I mean, EVERYTHING that is in the package.So, here is a list of everything that this course covers:How making something seem more exclusive makes it more persuasive, limiting access to it or creating more scarcity;How limited access and scarcity work, by making people fight for something due to not having enough time or openings, by pressuring them into making a decision, or by seeming to be associated with exclusive or elite people or entities;How the psychological effect of “removing licenses” work, by cutting of someone’s exit before they even think about it;How artificial scarcity can be created by using “rolling limitations” – periods of scarcity combined with periods of non-scarcity;How specialization makes something seem more targeted and “just for you”, even if the thing is, in fact, generic;How reducing the number of tasks that you do and the people you do them for (using, for example, the 80/20 rule) can help you become more specialized;How the “advanced effect” works – people always prefer the “advanced” material, even if they are newbies;How secrecy works, by having non-public or confidential steps to a formula – or its variations of mystique – having an aura of secrecy around yourself, and not your work – or vanguard knowledge, being the first person to reveal something;How the technique of “the diagnostic” works, obtaining information and seeming an authority while maintaining a “trusted advisor” frame;How non-attachment works, by signaling abundance, and the extreme technique of “costly signaling” – hurting yourself on purpose just to show that you can do it);How adverse transparency works – being honest even about things that go against you, which makes you more of an authority, and specific variations (small flaws,  other opportunities, or  the opportunity cost of going with you);Advanced applications of adverse transparency, including being more self-demanding, blaming yourself for mistakes you make, or unsatisfactory backtracking (going back to correct something incorrect you said in the past);How displayed authority works – by having an object or another person sing your praises instead of you yourself, you make it seem less biased;The different forms of displayed authority, including introductions by other people, objects such as trophies/diplomas, associations with people or institutions of high value, your image itself, and your behavior in terms of status;The manipulative tactic of “weaving” – picking a group of experts, for example for an interview series, and then inserting your opinion together with theirs to try and seem like you are in the same league or group;The concept of “theaters”, including security theaters – situations where nothing may be actually done, but the appearance of something is everything;How naming and labeling fallacies work – attributing specific labels to reduce a person or thing to that label, and how the presence or absence of a name has an effect in terms of personalizing or depersonalizing someone or something;(30 technique descriptions ommitted due to Udemy text length constraints);How to use streamlining to make something seem less effortful, by using words (such as “simple”, “quick”, “fast”, “just 2 steps”, “instant access”), by bringing structure (“It’s 3 easy steps”) or by preempting issues and removing them (“If you don’t know how to pay, visit ABC page”);How the principle of implementation intention forces a person to visualize how to do something, which makes them more likely to do it because it’s less mental effort;How to illustrate progress and loss to change the mental effort of something (both illustrating all the progress done so far, triggering sunk cost biases, or illustrating loss to trigger loss aversion);How removing exits works, by removing the person’s licenses to do something;How to use framing to change the apparent value of something (is a barebones application a “basic” one, or one where you can “focus” and “do a few things very well”?);How to use context to change the relative value of something (Something that’s $1000 seems expensive. But if it’s $2000 at 50% discount, it’s suddenly very valuable);The role of perceptual contrast in making something seem valuable;How to use extreme anchoring to strengthen your framing (Instead of mentioning a $10k price, mentioning a $30k price that is lowered to $10k just for the person. The price is the same, but they will value it much more);How changing the option set changes the value of something (Compare a $20 book to $10 books – expensive. Compare it to technical manuals worth $70 – very cheap);How the middle option effect works – people usually pick the middle option in a group – so the options can be manipulated to guide the person, using “decoy options”;How to change the option set to strengthen your positioning in terms of the best/the first/the only (You may be “one of the best” workers in your department, but you may be “the best” 40-year-old-plus worker in your department);The role of salience in something’s value – the more it stands out, the more people remember it. Using bold propositions, bold names, supranatural stimuli or the bizzareness effect;How salience works in presentations through the peak-end effect (people remember the highlight and the end) or the recency-primacy effect (people remember the beginning and end);The role of intent labeling in closing (forcing a person to state what they are going to do, either actively, or by using active choice – “I will do this” instead of just replying “Yes”);The effect of future lock-in, which results from time discounting bias. Giving a person a small advantage in the present in return for them being locked for the future;How justifications make something more persuasive – ideally, tailored justifications, but how even simple justifications – “I need this just because” always persuade more;Considerations in persuading both emotional and logical people (focusing on improving the “basket” of things offered, regardless of their value, versus improving logical elements of the offer such as the price);How eliciting multiple reasons or examples work, by making someone like something more or less;

Overview

Section 1: Introduction v4.1

Lecture 1 Why Persuasion?

Lecture 2 Useful Information

Lecture 3 Course Structure and Disclaimers

Lecture 4 All 58 Techniques

Section 2: Pre-Framing 4.1

Lecture 5 01 Intro

Lecture 6 02 Exclusivity: 01 Intro

Lecture 7 02 Exclusivity: 02 Limited Access

Lecture 8 02 Exclusivity: 03 Specialization

Lecture 9 02 Exclusivity: 04 Secrecy

Lecture 10 03 Authority: 01 Intro

Lecture 11 03 Authority: 02 Diagnostic

Lecture 12 03 Authority: 03 Abundance and Cost

Lecture 13 03 Authority: 04 Adverse Transparency

Lecture 14 03 Authority: 05 Displayed Authority

Lecture 15 03 Authority: 06 Social Proof

Lecture 16 04 Identification

Lecture 17 05 Positioning

Lecture 18 06 Outro

Section 3: Priming 4.1

Lecture 19 01 Intro

Lecture 20 02 Target Changes: 01 Intro

Lecture 21 02 Target Changes: 02 Desire

Lecture 22 02 Target Changes: 03 Characteristics

Lecture 23 02 Target Changes: 04 Identity Labeling

Lecture 24 02 Target Changes: 05 Mood and Physiology

Lecture 25 03 Situational Changes

Lecture 26 04 Effort: 01 Intro

Lecture 27 04 Effort: 02 Rigidity

Lecture 28 04 Effort: 03 The Home Advantage

Lecture 29 04 Effort: 04 Initiative

Lecture 30 04 Effort: 05 Obstacles and Testing

Lecture 31 04 Effort: 06 Indoctrination

Lecture 32 04 Effort: 07 Escalation of Commitment

Lecture 33 04 Effort: 08 Code of Conduct

Lecture 34 05 Money

Lecture 35 06 Outro

Section 4: Interaction 4.1

Lecture 36 01 Intro

Lecture 37 02 Personal Cues: 01 Intro

Lecture 38 02 Personal Cues: 02 Presence

Lecture 39 02 Personal Cues: 03 Exposure and Familiarity

Lecture 40 03 Empathy: 01 Intro

Lecture 41 03 Empathy: 02 Statements of Empathy

Lecture 42 03 Empathy: 03 Influence Archetypes

Lecture 43 03 Empathy: 04 Mirroring

Lecture 44 04 Reciprocity: 01 Intro

Lecture 45 04 Reciprocity: 02 Giving

Lecture 46 04 Reciprocity: 03 Personal Touch

Lecture 47 04 Reciprocity: 04 Return Timing

Lecture 48 05 Outro

Section 5: Disarmament 4.1

Lecture 49 01 Intro

Lecture 50 02 Provoking: 01 Intro

Lecture 51 02 Provoking: 02 Exclusion Confirmation

Lecture 52 02 Provoking: 03 Negative Anchoring

Lecture 53 02 Provoking: 04 Starting with the Negative

Lecture 54 02 Provoking: 05 Preemptive Labeling

Lecture 55 02 Provoking: 06 Adverse Transparency Redux

Lecture 56 02 Provoking: 07 Implementation and Trials

Lecture 57 03 Weakening: 01 Intro

Lecture 58 03 Weakening: 02 The Possibility Shuffle

Lecture 59 03 Weakening: 03 Value Identity Contradictions

Lecture 60 03 Weakening: 04 Social identity Contradictions

Lecture 61 03 Weakening: 05 Plowing

Lecture 62 03 Weakening: 06 Manipulating Emotion

Lecture 63 04 Responding: 01 Intro

Lecture 64 04 Responding: 02 UP Answers

Lecture 65 04 Responding: 03 Four Ways: 01 Intro

Lecture 66 04 Responding: 03 Four Ways: 02 Flipping

Lecture 67 04 Responding: 03 Four Ways: 03 Reshaping

Lecture 68 04 Responding: 03 Four Ways: 04 Accelerating

Lecture 69 04 Responding: 03 Four Ways: 05 Diagnosing

Lecture 70 05 Outro

Section 6: Closing 4.0

Lecture 71 01 Intro

Lecture 72 02 Effort Manipulation: 01 Intro

Lecture 73 02 Effort Manipulation: 02 Streamlining

Lecture 74 02 Effort Manipulation: 03 Implementation Intention

Lecture 75 02 Effort Manipulation: 04 Progress and Loss

Lecture 76 02 Effort Manipulation: 05 Removing Exits

Lecture 77 03 Context Manipulation: 01 Intro

Lecture 78 03 Context Manipulation: 02 Framing and Contrast

Lecture 79 03 Context Manipulation: 03 Option Set Change

Lecture 80 03 Context Manipulation: 04 Salience

Lecture 81 04 Reinforcers: 01 Intro

Lecture 82 04 Reinforcers: 02 Intent Labeling

Lecture 83 04 Reinforcers: 03 Future Lock-In

Lecture 84 04 Reinforcers: 04 Justifications

Lecture 85 04 Reinforcers: 05 Logical vs. Emotional

Lecture 86 05 Limiters: 01 Intro

Lecture 87 05 Limiters: 02 Eliciting Multiple Reasons

Lecture 88 05 Limiters: 03 Social Identity Contradictions Redux

Lecture 89 06 Outro

Section 7: In Closing 4.0

Lecture 90 In Closing

Section 8: Bonus Lecture

Lecture 91 Bonus Lecture

Section 9: Extra: Cognitive Biases in Persuasion

Lecture 92 Introduction

Lecture 93 Perception: Introduction

Lecture 94 Perception: Baseline Discounting

Lecture 95 Perception: Baseline Discounting in Persuasion

Lecture 96 Perception: Time Discounting

Lecture 97 Perception: Time Discounting in Persuasion

Lecture 98 Perception: Motivation and Confirmation

Lecture 99 Perception: Motivation and Confirmation in Persuasion

Lecture 100 Perception: Self-Serving and Illusion

Lecture 101 Perception: Self-Serving and Illusion in Persuasion

Lecture 102 Perception: Groups and Herds

Lecture 103 Perception: Groups and Herds in Persuasion

Lecture 104 Perception: Depth and Effort

Lecture 105 Perception: Depth and Effort in Persuasion

Lecture 106 Perception: Names and Labeling

Lecture 107 Perception: Names and Labeling in Persuasion

Lecture 108 Behavior: Introduction

Lecture 109 Behavior: Overfitting/Overadjusting

Lecture 110 Behavior: Overfitting/Overadjusting in Persuasion

Lecture 111 Behavior: Moral Blame/Warfare

Lecture 112 Behavior: Moral Blame/Warfare in Persuasion

Lecture 113 Behavior: Loss/Sunk Cost/Endowment

Lecture 114 Behavior: Loss/Sunk Cost/Endowment in Persuasion

Lecture 115 Memorization: Introduction

Lecture 116 Memorization: Salience and Peak-End

Lecture 117 Memorization: Salience and Peak-End in Persuasion

Lecture 118 Memorization: Simplicity and Triviality

Lecture 119 Memorization: Simplicity and Triviality in Persuasion

Lecture 120 Memorization: Familiarity and Exposure

Lecture 121 Memorization: Familiarity and Exposure in Persuasion

Lecture 122 Memorization: Suggestibility/Implementation

Lecture 123 Memorization: Suggestibility/Implementation in Persuasion

Lecture 124 Interpersonal: Introduction

Lecture 125 Interpersonal: Authority and Halo

Lecture 126 Interpersonal: Authority and Halo in Persuasion

Lecture 127 Interpersonal: Attributions

Lecture 128 Interpersonal: Attributions in Persuasion

Lecture 129 Interpersonal: Naive Realism

Lecture 130 Interpersonal: Naive Realism in Persuasion

Lecture 131 Outro

You’re anyone in a situation where you must influence someone else!,You’re a salesperson looking to close more deal,You’re a talent manager dealing with problematic team members or peers,You’re any employee wanting to influence their managers to get a raise of promotion,You’re a senior executives or rainmaker looking to close more deals (or be better prepared for negotiations)=,You’re a politician looking to close more campaign contributions,You’re a hedge fund (or asset) manager looking to close more allocators – especially institutional ones,You’re a researcher looking to close more research capital contributions

Course Information:

Udemy | English | 13h 18m | 7.83 GB
Created by: Vasco Patrício

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