Methods of persuading technical managers

Last night's success story.

   last night Mark's classmate went to the boss with an inflamed throat and tired body to report to his boss two technical plans that had been beaten back a year ago. Originally, he was going to try his luck, and he was satisfied when he joked with his colleagues in the elevator that the boss had passed the goal at a 50% discount. What I never expected was that the first plan was completely powerless and passed. After the second plan had 2 PPT, the boss took the initiative to ask us how to take the next step, and the plan was passed naturally.

  , happiness comes so suddenly! Mark was a little smug on the spot.

Analyze Mark's case.

   removed the boss's mood and the market environment a year ago, and what made Mark successful was not his PPT or his enthusiasm on the spot, but that the logic of his persuasion coincided with the logic of the boss's acceptance of the idea.

Mark's performance a year ago

   recalls that a year ago, Mark was not so much trying to persuade his boss to adopt his own plan as because he wanted to prove that he was smarter than the person who designed the old plan (the old one was actually designed by the boss) and naturally failed.

The temptation for    to prove that he is smart, especially in front of his boss, is too great, but if your goal is to advance the plan, you need to follow the logic of persuasion and customize a special set of persuasion logic for your boss.

Analysis of the boss of TOPer

   TOPer is Mark's big boss, and TOPer is one of the company's co-founders and core designers, and he currently handles or authorizes many projects. As a result of this background, almost all the changes to the design are the negation of the previous designer, which is not easy for Mark, who is not deeply involved in the world.

   because TOPer itself is a designer, he is naturally interested in design solutions, and it is also easy to distrust young designers. In addition, the changes to the design scheme were initiated by the previous one, so TOPer cannot be indiscreet. TOPer's denial of the management style of the design scheme is also his experience of successful management for many years.

Logic that TOPer is willing to accept

   1, the new solution must be to solve a problem that the old one can not avoid!

   2, the new plan must convince the boss technically!

   3, the implementation of the new program must be gradual, there is no problem can be quickly rolled back!

Mark's plan

   1, problem-- > cause-- > solution

   2, phenomenon-- > principle-- > utilization mode