The RASCALS Principle

The RASCALS Principle



The art of turnaround management is –amongst other skills- the arte of achieving results fast, very fast. In a crisis there is no time too loose because troubles need to be shot immediately and not at some point in the future.



Being able to deliver change fast, means to be able to win the hearts and minds of people quickly. Even if you are the CEO and sole principal of an organisation, there are still stakeholders that won’t be made to behave in certain ways by direct orders, because these stakeholders might be customers, suppliers, the press, unions or other groups that don’t answer to you, but are vital to the business.



Hence, wouldn’t it be great to find out how you can influence people, no mater what industry, culture or background?



Am I saying there would be such a thing as a "universal" principle of persuasion that worked anytime anywhere?



Regardless of the cultural context, values, language, line of business? Surely such a bold claim seems unlikely. But does it?



Robert Caldini explored in his book Influence: Science and Practice" that there are a number of principles that indeed are shared by man, simply because man shares the same psychology.



For instants, if people do us a favour, whether we requested such a favour or whether it was volunteered, we develop empathy for these people. No surprise here.



Since 2000 years we are looking at experts to show us the way: spiritual leaders, physicians, gurus, scientists, generals, business captains. No surprise here.



It seems to be embedded in our genes that we want more what we can’t (easily) have. The less available the resource, the more we want it. No surprise here although often this process runs subconsciously.



We also want to act consistently with our commitments and values, for reasons as simple as to feel good about ourselves. If we want to be perceived as honest an honest person, we usually behave honestly. A surprise at least to the cynics among us.



We like people who are like us. No surprise here.



We look to what others do to guide our behaviour. If we didn’t know yet, at the latest since the advent of social networks like Facebook and twitter we know. Some surprise there.



"Now" I hear you saying, "Just how does this relate to me as a turnaround manager on a project? How to apply these interesting findings to a business context?"



That’s the million Dollar question! And the answer that won’t cost you a Penny!



If you want something out of people, start by giving them whatever you can. The law of reciprocation will make them feel obligated to return favours performed for them. It doesn’t matter whether what you are giving them has anything to do with your business, it’s all about the symbol a gift conveys. That’s the real reasons why every year millions of pens and key rings are given away. It’s not because people haven’t got enough pens. It’s not because a key ring is something oh so rare and original. The simple reason is that these are vehicles that carry the message "I care for you, please accept this as a token of appreciation".



If your job is to show others the way, make sure you are perceived as an authority. You can do so by ensuring that stakeholders know about your expertise and experience, your accomplishments and where you have been instrumental in the past. This will make them feel more comfortable and convince them to be in a save pair of hands, and it will increase your credibility and your standing.



Make your product scarce to increase demand. (Limited edition). Make being part of a project a limited experience so people want it big time. Even when your task is difficult and you are swimming upstream, you can tell staff "We don’t often get the opportunity to be involved in a challenge like this" and make it desirable to be part of it.



Appeal to people’s values: Americans are great in talking about "something that is bigger than us" to gain commitment. Why? Because people want to act consistent with their commitments and values. Appeal to people’s loyalty, diligence and inventiveness and you will reap loyalty, diligence and inventiveness!



Be a people person. Help others, love others. They more you like them, the more they like you. The more they like you, the more they will do for you. The more they will do for you, the less they will oppose you.



Apply the rule of social proof: Teenagers want to wear what their peers wear. Grown up people want to buy perfume endorsed by Paris Hilton or the Beckhams. Why? Social proof! We want to be like others. So just tell your clients that 8.000 other clients already bought your new product, tell your day-shift staff that the night-shift has increased productivity by 8% last week, tell your Southern Territory sales people that the Northern territory team is selling 25% more than they do and then watch the sparks flying and what will happening!



In short, from this point forward, apply the RASCALS principles:



The Six Universal Principles of Influence:



1. Reciprocation (we feel obligated to return favours performed for us)

2. Authority (we look to experts to show us the way)

3. Scarcity (the less available the resource, the more we want it)

4. Commitment / consistency (we want to act consistently with our commitments and values)

5. Liking (the more we like people, the more we want to say yes to them)

6. Social proof (we look to what others do to guide our behaviour)



As a special gift the first 25 readers will receive a free RASCALS pocket card worth £ 5 absolutely free. Simply send a SASE (self-addressed stamped envelope) to: Rembor & Partners, 64 New Crane Wharf, London E1W 3TX and quote "RASCALS".



The author, Eugene Rembor, is a turnaround expert and owns a turnaround management firm in London. He regularly speaks at the IoD and has published several books. His website is www.RemborPartners.com