Purdue University, Mitch Daniels School of Business
March 18, 2025
I recently received an appeal from the John Purdue Club to reactivate my membership, which had inadvertently lapsed. While my wife, Jo Anne, and I had been loyal members for years, I was on the fence about re-upping, questioning its value for Boilermaker fans like us living far from campus.
I needed to be persuaded.
At its essence, communication is the art of persuasion. Buy my product, vote for my candidate, support my cause. What this means for leaders is that when done well, communications can drive change — and revenue.
To be persuasive, you first must connect emotionally. If you can arouse feelings, you can have influence. The surest way to do that is through compelling stories supported by powerful images and videos. In fact, last year Jo Anne was so moved by a video from St. Thomas Aquinas that she immediately made an online donation to the church we attended as students more than 40 years ago.
Stories are the most powerful form of communication for two reasons: they paint a picture, which makes them memorable, and the element of empathy activates our brain chemistry, motivating us to take action.
Next, understand that we are persuaded by people we like, not by people we don’t. So, be likable. Display confidence and bring positive energy. You must believe yourself to get anyone else to believe. Be confident, but don’t brag. Demonstrate, don’t assert. Combining humility and gratitude is a direct path to likability.
Even if you are naturally likable, you won’t display true confidence if you’re not prepared. So, remember the prep roadmap described in my Preparation Triumphs Over Authenticity post here last November.
Another important element in the art of persuasion is building relationships with your stakeholders and customers based on mutual respect and mindfulness of their needs and goals.
Ask questions — then ask follow-ups. When people see you are interested in them, experts tell us dopamine gets released in their brains, and they associate that positive feeling with you and your enterprise.
Listen — and make their feelings a central part of your argument. Help them understand the stakes and how you can help them. Look for common ground and shared experiences. Align with their priorities.
Give options. Be collaborative and non-judgmental. People will buy into the solution if they feel they had a voice in it. Accept their feedback and adapt. Make your argument based on their moral foundation, not yours.
The John Purdue Club’s appeal demonstrated this perfectly. The membership guide's cover featured the iconic white Purdue basketball jersey — simple but powerful. I love that jersey. Inside was a letter from new football coach Barry Odom, whose leadership and vision impressed me. His message centered on his plan for Purdue's success and the vital role of supporter contributions.
“None of our progress would be possible without the dedication of supporters like you,” Odom wrote. “You are changing lives for the better. Together, let’s build a future where Purdue stands tall in the Big Ten and beyond.”
The themes of standing together and shared purpose resonated deeply. I’m in. Time to contact my JPC rep, Meaghan King. As Coach Odom wrote, “See you at Ross-Ade Stadium.”
This article originally appeared on Purdue Business: Mastering the Crucial Art of Persuasion.
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