Persuasion Guide

Audience

What it does

A pitch aimed at everyone lands with no one. Naming one person, or one defined group, forces every later choice: what they care about, what they'll resist, what to ask for.

How to do it

Be specific. One person or a defined group.

"Our HR director"

Tap outside to close

Action

What it does

Persuasion without a destination is just talking. Decide the single thing you want them to do before you decide what to say.

How to do it

One clear, doable thing.

"Approve a financial wellness program for staff"

Tap outside to close

Likely objection

What it does

People rarely say yes until their hesitation is answered, and rarely voice the hesitation out loud. Naming it in advance lets your claim defuse it before it hardens.

How to do it

Consider what self-interest might cause them to hesitate.

"She'll think it's a personal benefit, not a business one"

Listen: preparing for resistance.

Tap outside to close

Claim

Step 1, Curiosity

What it does

Your opening sentence has one job: make them want the next one. A good claim sparks curiosity, appeals to their self-interest, and directly or subtly preempts the objection you identified.

How to do it

One sentence. Start with "The fact is, ..."

Key components: brief, intriguing, appeal to self-interest, addresses the objection.

"The fact is, this financial wellness program will pay off for our staff personally, and for us as an organization."

Listen: the claim.

Tap outside to close

Evidence

Step 2, Trust

What it does

A claim is easy to dismiss. A specific example, with a time, a place, and a number, is not. This is where they start to believe you.

How to do it

One example. Include when, who, and a result (number or outcome). Start with "For example, ..."

Key components: time, place, number with context, name or character, quote or phrase, visual detail.

"For example, last spring, participants at Meridian Manufacturing in Detroit paid down an average of $4,200 in debt within a year, compared to $600 among non-participants. Job retention among participants was 90%, compared to 71% company-wide."

Tip: If you lack direct evidence, use comparable situations, expert validation, or pilot data, but keep it specific.

Listen: the evidence.

Tap outside to close

Bottom line

Step 3, Clarity

What it does

After the detail of your evidence, say what it all means in one plain sentence. If they remember only one line, this is it.

How to do it

Say the meaning plainly, no jargon, one clear takeaway. Start with "The bottom line is ..."

"The bottom line is, it improves personal finances and job performance."

Listen: the bottom line.

Tap outside to close

Ask

Step 4, Action

What it does

End with a step so small and specific that saying yes is easier than saying no. A strong ask can be answered yes or no on the spot.

How to do it

Small action, plus a date or time, plus an outcome. Start with "So, ..."

"So, as a next step, I'd love 20 minutes to walk you through the model. Would Thursday or Friday work?"

Listen: the ask.

Tap outside to close

Two moves

Making a convincing point has a shape. First you anticipate resistance: who you're talking to, what you want, and why they'll hesitate. Then you make your point in four steps: a claim that sparks curiosity, evidence that builds trust, a bottom line that delivers clarity, and an ask that invites action.

Most pitches skip the first move and open with the ask. This framework slows down and does the preparation on purpose, so that by the time you ask, the objection has already been answered.

Listen: introduction.

Tap outside to close

A full example

Scenario: You're pitching your HR lead to approve a financial well-being program.

Preparation

Audience: Our HR director

Action: Approve a financial wellness program for staff

Likely objection: She'll think it's a personal benefit, not a business one

Step 1, Claim

"The fact is, this financial wellness program will pay off for our staff personally, and for us as an organization."

Step 2, Evidence

"For example, last spring, participants at Meridian Manufacturing in Detroit paid down an average of $4,200 in debt within a year, compared to $600 among non-participants. Job retention among participants was 90%, compared to 71% company-wide."

Step 3, Bottom line

"The bottom line is, it improves personal finances and job performance."

Step 4, Ask

"So, as a next step, I'd love 20 minutes to walk you through the model. Would Thursday or Friday work?"

Tap outside to close

Scan to open on your phone

persuasion.guide

Tap outside to close

Make a convincing point

First, anticipate resistance

Then, make your point

Build your script

Anticipate resistance

Make your point

Ready to say:

Audience

What it does

How to do it

Action

What it does

How to do it

Likely objection

What it does

How to do it

Claim

What it does

How to do it

Evidence

What it does

How to do it

Bottom line

What it does

How to do it

Ask

What it does

How to do it

Two moves

A full example

Preparation

Step 1, Claim

Step 2, Evidence

Step 3, Bottom line

Step 4, Ask

Scan to open on your phone