| Introduction: What This Book Can Do for You | p. xvii |
| How to Play the Persuasion Game | p. 1 |
| Eight Magic Keys that Control People | p. 3 |
| People can be persuaded if they think you can reward them | |
| People can be persuaded if they think you can punish them | |
| How to apply the dual pressures of reward and punishment | |
| People can be persuaded if you have bonded with them | |
| People can be persuaded if the situation limits their options | |
| People can be persuaded if they think you have more expertise than they do | |
| People can be persuaded, if you act consistently | |
| Fifteen Magic Keys that Make People Believe You | p. 15 |
| Never assume they believe you | |
| Tell them only as much as they'll believe | |
| Tell the truth, even if it hurts | |
| Point out the disadvantages | |
| Use precise numbers | |
| Let them know if you're not on commission | |
| Downplay any benefits to you | |
| Dress the part of a successful person | |
| If you do have something to gain, let them know | |
| Confront problems head on | |
| Use the power of the printed word | |
| Let them know who else says so | |
| Build and use a portfolio of testimonials | |
| Get endorsements from people they'd know | |
| Use "If they can do it, I can do it." | |
| How to Make Them Want to Die for You | p. 38 |
| Ask for more than you expect to get | |
| How asking for more, gets Tom his raise | |
| How children nail you to the wall--and make you love it! | |
| How this technique brought Saddam Hussein to his knees | |
| How unions and management get each other's goat | |
| Sometimes they give you what you want anyway | |
| Unethical ways to use this concept | |
| The Oliver Twist syndrome | |
| Volunteer concessions but only those who won't hurt you | |
| Give a small gift | |
| Use the magic in a gift of flowers | |
| Give the gift of thoughtfulness | |
| Make it win-win | |
| How Scarcity Drives People Wild | p. 56 |
| Even smart people can fall for the scarcity yo-yo | |
| Scarcity drives value and prices sky high | |
| My aunt had one of those but she threw it away! | |
| Using scarcity to get real estate bargains | |
| Bringing Them to Their Knees with Time Pressure | p. 61 |
| The faster you can persuade the other person to decide, the more likely you are to get what you want | |
| The longer you give them to think about it, the less chance you have of getting what you want | |
| How children use time pressure like a pro | |
| Moving people with the power of time pressure | |
| Secrets from inside a time share closing room | |
| The Zen-Like Art of Sharing Secrets | p. 68 |
| The magical three-step formula for getting cooperation from the other person | |
| Why forbidding aggravates family problems | |
| Why censored information seems more valuable | |
| The Power of Association: Tying Your Persuasion to Something Good | p. 73 |
| It's hard for our mind to break association | |
| Utilizing the value of celebrity spokespeople | |
| How to get people to react more favorably to a proposal | |
| Pacing the mention of your product or service to the high points of a business lunch | |
| Painting pictures that tie your product to pleasurable experiences | |
| The Power of Consistency: It's More Important to Do it Often Than to Do it Right | p. 78 |
| Using the power of consistency | |
| Why it's better to be a tyrant than a wimp | |
| Why we're suspicious of inconsistent behavior | |
| Using consistency to move the merchandise | |
| Why Carter's downfall was Reagan's windfall | |
| Why Consistent Behavior Kicks Your Performance Into High Gear | p. 86 |
| The personal value blueprint | |
| Life is sweeter with a value blueprint | |
| Trying to live with the golden rule | |
| Straight up. It's a way to climb a mountain, a way to pour a drink, and a really fine way to live a life | |
| Bonding--the Magic Key to Persuasion | p. 91 |
| How to sell up a storm using the principle of bonding | |
| How people bond to their mental investments | |
| Experimenting with bonding in your personal life | |
| How interrogators use the power of commitment | |
| The essay contest phenomenon | |
| Making commitments to yourself | |
| Persuasive Speeches | p. 100 |
| Knowing what caused your audience to be there | |
| Knowing whether to put your strongest argument at the beginning or at the end | |
| If several speakers will present, knowing whether to go first or last | |
| How to pose the question when asking the audience to vote | |
| A simple and effective way to get the audience on your side | |
| Knowing whether to use emotion or logic to persuade | |
| Improving your ability to persuade an audience | |
| Using constructive distractions to improve your ability to persuade | |
| Using of humor as a persuader | |
| When to present both sides of the argument, or only one | |
| Avoiding the overstatement trap | |
| The art of getting the most effective introduction | |
| The number one thing you can do to persuade from the platform | |
| Eight Verbal Persuasion Ploys to Control the Other Person | p. 115 |
| Diffusion | |
| Yes, I take it personally | |
| Being Nixonesque | |
| "I'm not offended." | |
| "Easy to deny." | |
| "I'm not suggesting." | |
| Give the other person options | |
| "Why would you want to do that?" | |
| Exposing and Destroying their Negative Emotions | p. 127 |
| Suspicion--they don't appear to trust you | |
| Anger--they're upset with something that happened | |
| Greed--you appear vulnerable, and they want to take advantage of it | |
| Hurt--they're upset and want revenge | |
| The Sweet Language of Persuasion | p. 132 |
| Fallacy | |
| Defective syllogisms | |
| Rhetoric | |
| Circular logic | |
| Ipse dixits | |
| Ad populems | |
| Short-circuiting logic | |
| Logic, not words, should persuade | |
| Never Accept an Invitation to Attack | p. 139 |
| Determining your objective | |
| Gathering information | |
| Assessing your power by calculating each person's alternatives | |
| Looking for concessions to make, that don't detract from your position | |
| Analyzing the Persuadee | p. 141 |
| Knowing How People will React to what You Tell Them | p. 143 |
| How to distinguish matchers from mismatchers | |
| Matchers look for similarities | |
| Mismatchers look for differences | |
| Matchers like their world to stay the same | |
| Mismatchers are always discontent | |
| How to persuade the matcher | |
| How to persuade the mismatcher | |
| What Motivates the Other Person | p. 151 |
| Possibility versus necessity | |
| Self-centered versus externally centered | |
| Moving toward pleasure, or away from pain | |
| Field dependent or field independent | |
| How the Other Person Decides | p. 163 |
| Assertive versus unassertive | |
| Emotional versus unemotional | |
| Open or close minded | |
| Conscious or unconscious thought processors | |
| Visuals, auditories, and kinestetics | |
| How to Become a Power Persuader | p. 171 |
| Developing Charisma: How to Make Them Love You! | p. 173 |
| A very special quality | |
| Charisma--the nonverbal persuasion power | |
| Auras in darkest Africa | |
| To understand charisma, imagine the opposite | |
| Twelve Ways to Project an Awesome Charisma | p. 179 |
| Treating everyone you meet as if they're the most important person you'll meet that day | |
| Developing a sensational handshake | |
| Noticing the color of their eyes as you shake hands | |
| As you shake hands, push out a positive thought | |
| Giving sincere compliments | |
| Catching people doing something right | |
| Looks do matter! | |
| Smile for the magic 2 seconds longer than they do | |
| Take a check up from the neck down | |
| Pushing out empathy | |
| Responding to people's emotions, not to what they say | |
| Maintaining a childlike fascination for the world in which you live | |
| How You Can Develop a Dynamite Sense of Humor | p. 195 |
| Humor may be the only thing that will stop you from going crazy | |
| How to develop a sense of humor | |
| The five things that make people laugh. Learning what makes it funny | |
| A practice session on identifying the style of humor | |
| Witticisms: The persuaders best type of humor | |
| A thirty-day program to improve your sense of humor | |
| You Need Never Forget Another Name | p. 216 |
| The magic secret to remembering names | |
| A visit to the control center of the mind | |
| How the mind processes information | |
| Selective memoryhow it works | |
| The trigger that makes you remember | |
| Developing your personal trigger | |
| How to transpose from short-term to long term memory | |
| Six steps to burning the name into your memory | |
| Don't try to outdo the experts | |
| Giving yourself an ace advantage | |
| The key to remembering faces | |
| An exercise in memory discipline | |
| How important is it to remember names? | |
| Learning Persuasion Techniques | p. 237 |
| A Magic Persuasion Technique | p. 239 |
| Using the other person's name at the beginning or the end of a sentence | |
| Making your request | |
| Tilt your head and smile as you say it | |
| Why the magic formula works | |
| How to use the formula | |
| The Four Stages of Persuasion | p. 243 |
| Establishing objectives | |
| The unhappy employee | |
| The problem teenager | |
| The alcoholic husband | |
| Finding out what they want | |
| Identifing the pressure points | |
| Looking for compromise | |
| Eight Ways to Persuade the Angry Person | p. 256 |
| Are you the target? | |
| A magic expression | |
| Restating the objection | |
| That hasn't been my experience | |
| Handling the showman | |
| Don't exacerbate the situation | |
| First find out what they want | |
| Charm them to death | |
| Eight Reasons Why People Won't Open Up | p. 266 |
| Figure out why won't they talk | |
| Obsession | |
| Inhibition | |
| Apathy | |
| Sulking | |
| Evaluation | |
| Penuriousness | |
| Time pressure | |
| Fear | |
| Leadership and the Power Persuader | p. 276 |
| The leader's doctrine | |
| How to develop the mission | |
| The four key elements of the mission | |
| The importance of informing the troops | |
| Using persuasion skills to sell the mission | |
| Building leadership credibility | |
| Building credibility when you're new on the job | |
| Leadership and the art of consistency | |
| Caring more about the success of your people | |
| The mission is the most important thing | |
| Painting the picture of the mission | |
| The essence of persuasive leadership | |
| Epilogue: The Secret of Power Persuasion | p. 290 |
| Index | p. 291 |
| Table of Contents provided by Syndetics. All Rights Reserved. |
