Robert Cialdini's 7 Levers of Influence

Firstly, I'm not an expert on influence or psychology, for that matter, so I turned to Robert Cialdini. You may have read his books in business school or college or just for fun. He is well-regarded by many notable folks as having unique insights into the inner workings of people and how they can be influenced.

I re-read Robert Cialdini’s book on influence over the past few weeks with the lens of how data leaders could leverage it to drive meaningful results. Cialdini clarifies how we as humans are programmed subconsciously to take psychological shortcuts that are in the interest of both the individual and society. People can leverage these unconscious biases to get a reasonably predictable reaction from others.

Below is a quick synopsis of Cialdini’s “Levers for Influence” for your convenience. I have included a summary of each lever and a way for data leaders, or any leader for that matter, to apply it in their day-to-day to drive more meaningful stakeholder engagement.

Lever #1 - Reciprocation:

• Summary: when you do a favor for someone, they are compelled to pay you back. Have you ever been given something and had an overwhelming sense of obligation to reciprocate? This subconscious bias to reciprocate is in the interest of society because if people gave, knowing that they would not receive, commerce would never have been possible.
• How to Apply: Do a favor for your colleagues. For example, sit with them to build a custom report, deeply understand their problems, and deliver something that delights them. When they say “thank you,” simply state, “I’m sure you’d do the same for me.” This will create a sense of obligation. I want to highlight here that giving someone access to technology or for their time is not a favor but an ask for which you have an obligation. You need to get into the trenches with your data community.

Ask Yourself…

1. What does your data community owe you?
2. What do you owe your data community?

Lever #2 - Likeability:

• Summary: there are five components to being likable: physical attractiveness, similarity, compliments, contact & cooperation, and conditioning, and association. Most of these are self-explaining.
• How to Apply: As a data leader, contact your data community often, cooperate with them, give them compliments, and find similarities. Everyone likes food & music, start there. Data leaders get into trouble because they often become the messenger of bad news, making even the most likable person unlikeable. We all know what happens to the messenger anyways. Saying unpleasant things can make you unlikeable. That’s why data leaders who evangelize for an impossible future and deliver nothing tend to be more well-regarded than those who say our data capabilities are immature or have poor data quality.

Ask Yourself…

1. Does your data community like you?
2. How are you communicating with your data community is it making you more or less likable?

Lever #3 - Social Proof:

• Summary: 95% of people will follow if other people are doing something. For example, if a man has a heart attack and sits down quietly on the street, most people will pass by, even if that man says he needs help. It’s not until that first person hears that man and stops that many stop. Many start to volunteer to call an ambulance or the police maybe. Many work together to save a person’s life. The same is true for a car accident or customer testimonials.
• How to Apply: Data leaders get into the bad habit of discussing best practices and what should be done without proving that people are participating in their program and receiving value. Provide visibility to the names of the members of your data community, and show their measured impact (attendance, work activities delivered, adoption of data products). Make it public. In many companies, if XYZ person uses a product, ten more will follow, win that person over, and make them your evangelist.

Ask Yourself…

1. What social proof do you have that people actively participate in your data strategy?
2. Are people mimicking the behaviors of those who are participating in your data strategy?

Lever #4 - Authority:

• Summary: We tend to act in a way where obedience to authority demonstrates proper conduct. Whether you like it or not, listening to your parents, boss, or spouse is almost always in the group's interest. By this very nature, we unconsciously listen to authority and may question it, but actions tend to follow the direction given by the authority figure. Without it, there would likely be anarchy.
• How to Apply: Data leaders think that becoming a Chief Data Officer or reporting to the CEO will give them authority and power. It won’t. What will give you authority is credible experience and trustworthiness, which most seasoned data leaders already have. Data leaders can entrench their authority further by admitting shortcomings in their strategies and solutions, as evidenced by their experience. Showing vulnerability will instill a sense of trustworthiness. This doesn’t mean saying, “I don’t know, and I’m incompetent,” but rather, “Based on my experience, it can go either way. What makes the most sense to you? How would you like to proceed?” or “I’m not entirely sure, but here are some risks for your consideration.”

Ask Yourself…

1. Are you regarded as the most credible authority for data in your business? If not, who is? Can you involve them?
2. Do people see how your expertise can help them? Do they clearly understand what value you bring to the table?

Lever #5 - Scarcity:

• Summary: People are more motivated by the thought of losing something than by the thought of gaining something of equal value. As opportunities become less available, we see it as a loss of freedom. For this reason, as items become scarcer, we tend to place a greater value on them. For example, have you ever seen children happily share the last cookie in the cookie jar?
• How to Apply: For a data leader to be in demand is tricky. Sometimes you have to grovel to get people involved and stay engaged. This works against you. You need to be very selective in who you choose to work with at your organization. You must create scarcity in stewardship roles, use case sponsors, or product power users. If people don’t participate or become negative influences, don't be afraid to kick them out. Leave the open role, and escalate to management that you need someone engaged in this role to be successful. Also, when applying governance, you must be consistent in how you speak and act. Governance is seen as a loss of freedom; people will naturally resist the concept with literally their lives. If governance becomes unclear, people will naturally disengage and work around you.

Ask Yourself…

1. Are you in demand at your organization or are you demanding things from your organization?
2. Do people see participating in the data strategy as a burden or a privilege?

Lever #6 - Commitment and Consistency

• Summary: Once we choose or take a stand, we encounter personal and interpersonal pressures to think and behave consistently with that commitment. For example, in relationships, it’s very easy to enter them and very hard to exit them. You don’t want to be perceived differently by your social group. You don’t want to come across as erratic or destabilizing to society.
• How to Apply: For data leaders to be successful, you need to have a methodology that people understand and follow where outcomes are clear, and actions are measured and tracked. People will participate continuously if they see that their efforts produce positive outcomes. If they do it once, they will likely do it again.

Ask Yourself…

1. Does your organization know what the data strategy is? Is it consistent year to year? Do you know if people can follow the roadmap?
2. Is the roadmap working? Is it time to throw the baby out with the bathwater and reset?

Lever #7 - Unity

• Summary: The notion of “we” is a mighty force. Listen to how sports fans talk about their favorite team. When their favorite team wins, “we won.” When their favorite team loses, “they stink.” When we are part of a team, it is easier to influence one another. Where the contrary is true. In fact, this was such a powerful force when Nazis asked their Japanese allies to practice heinous acts of violence against the Jews in Japan. Local Jewish leadership met with Japanese leadership and said, “We are also Asian.” This brought closer unity between the Japanese and the Jewish community than the military alliance. One sentence that changed countless lives. The power of unity.
• How to Apply: As a data leader, how do you describe your stakeholders? Are “they are losing” or are “we are winning.” How do they perceive you? “I have no idea what the data leader does, but they are smart,” or is it “We built some pretty cool stuff together and are grabbing beers”? The most important thing you can do as a data leader is bring people together to solve real problems. People are inherently wired to do so; you must clarify the story and path to getting there.

Ask Yourself…

1. Does your data team have an us versus them mentality? If so, where does this specifically come up? Governance, product development?
2. Does your data community know how to participate in the data strategy? I've encountered numerous folks eager to learn in the business and want to participate actively. Do they feel like part of the data team?

That's It!

This was my best effort to summarize a rather detailed and comprehensive book, and I hope I did Cialdini’s ideas justice. If you’re looking for more detail on Richard Cialdini’s “Levers of Influence,” I’d suggest purchasing Influence, The Psychology of Persuasion on Amazon.

I trust you find this valuable and wish you the best in your journey.