The five styles of decision making

The five styles of decision making that have a profound effect on the ability to be persuasive are as follows.

THE CHARISMATICS: These individuals can initially be exuberant about a new idea or proposal but will yield a final decision based on a balanced set of information. Their basic need is for presentations to jive with their past experience of requiring balanced information, not just emotions. They are e nthusiastic, captivating, talkative, dominant. Their words to use: r esults, proven, actions, show, watch, easy, clear, focus

THE THINKERS: These individuals are the toughest to persuade. They are impressed with arguments that are supported by data. They are adverse to risk and are slow decision makers. They are intelligent, logical, academic. Their words to use: quality, academic, think, numbers, intelligent, plan, expert, proof. How to be persuasive with this person? Have lots of data. The more information you provide, the better. Include pertinent market research, customer surveys, case studies, the cost-benefit analysis. They want to understand all perspectives.

THE SKEPTICS: Skeptics tend to be highly suspicious of every data point presented, especially any data point that challenges their worldview. They are d emanding, disruptive, disagreeable, rebellious. Their words to use: power, action, suspect, trust, demand, disrupt.

THE FOLLOWERS: These are the executives that make decisions based on how they have made decisions in the past, or how other trusted executives have made decisions. They are risk-adverse. They are r esponsible, cautious, brand-driven, bargain-conscious. Their words to use: i nnovate, expedite, expertise, similar to, previous.

THE CONTROLLERS: Controllers abhor uncertainty. They focus on the pure facts, no ambiguity. They are sensible, detail oriented, accurate, analytical and very insecure. Their words to use: details, facts, reason, logic, power, physical, grab, just do it.

How to be persuasive with this person? It’s for you to decide.

Certainly this does not characterize all the decision makers in every industry. However, it does represent many of the styles that may challenge you when you attempt to persuade the leaders, in your organization, of the value of your proposals. Please remember to take into consideration the factors that increase or decrease you personal effectiveness. When you do, you will enjoy the power of persuasive influence, and significantly improve your cognitive processing, when preparing your reports and proposals.

Harvard Business Review, May 2002

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