Many lobbyists and their clients (both industry and NGOs) think their case is so crystal clear that any sane person will agree with them.
They get upset when people* – usually officials and politicians – ignore or reject what they say.
There are usually five reasons why people ignore what they say.
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It does not make sense.
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You come across as if you have dropped 5 grams of pure amphetamines. You are scary. Right-thinking people walk away.
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You seem to have no evidence to support your point.
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They don’t trust you.
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You step in too late in the game. The decision has been taken.
There is an easy solution for the 1-3.
Point 4 can be resolved. It is a common reason why people ignore you. It can be resolved. It is a matter for another day.
Point 5 is also common. It can easily be resolved. It requires an understanding of how decisions are really made and a mindset for action. If you enjoy internal meetings, you likely encounter point 5.
A Simple Technique
Here it is as a checklist.
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Could you identify the person you are looking to persuade?
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Write out the level of expertise and values – what makes them tick.
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Write out on paper (pen to paper) what you want to say to them: the outcome, the points, and accompanying evidence and solutions.
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Read out loud what you have written down. Ask yourself: Does it make sense? Is it credible?
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Make any revisions in your script to tighten it.
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Record yourself presenting your case. Do you come across as it you have dropped 5 grams of amphetamines? Do you insult people? If yes, tranquilise yourself, and re-record.
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Send a transcript of your recording, or the recording itself, to someone who understands the mindset of the people you are meeting with. Ask them for the feedback.
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Take on board the feedback. It likely means you have got a lot wrong – step 2 – and need to restart.
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Re-draft the script.
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Rehearse it in a mock meeting.
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Adjust.
I’ve met about 3 people over the last 30 years who would not need to go through these steps. All 3 of them insisted on going through a version of this.
I’ve taken these steps from an expert I worked with who was one of the most influential and persuasive people I’ve worked with. He explained this process
You could shorten the steps. But it is useful to go through the learning experience. That process is painful. You are running headfirst into a brick wall without a helmet. You won’t like the experience. It’s a lot less painful than throwing away your opportunity to influence decision-makers.
Most people will never do this.
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Decision-makers on a legislative, policy or regulatory file.