Merely stating an intention to reach a goal or even forming an ordinary action plan is considerably less likely to succeed. There are good reasons for the superiority of if/when-then plans: the specific sequencing of elements within the plans can help us defeat the traditional enemies of goal achievement. The “if/when-then” wording is designed to p

although generating an intention is important, that process alone isn’t enough to get us to take all the steps necessary to achieve a goal.

Similarities and compliments cause people to feel that you like them, and once they come to recognize that you like them, they’ll want to do business with you. That’s because people trust that those who like them will try to steer them correctly. So by my lights, the number one rule for salespeople is to show customers that you genuinely like them.

Certain kinds of information do, in fact, combine initial pulling power with staying power. Information about oneself, for example, packs that potent one-two punch. If you doubt it, try a small experiment with some friends. Take a group shot with a digital camera and then pass the camera and resultant photo from hand to hand. Watch how each individ

Knowing what to do next wasn’t difficult. Toil on the book was routed home, while I consigned colleague-targeted work to my university office.

Waitresses coached to mimic the verbal style of customers doubled their tips. Negotiators coached to do the same with their opponents got significantly better final outcomes. Salespeople who mimicked the language styles and nonverbal behaviors (gestures, postures) of customers sold more of the electronic equipment they recommended.77

full five-hundred-word essay describing what he called “the focusing illusion,” his answer is neatly summarized in the essay’s title: “Nothing in life is as important as you think it is while you are thinking about it.”

Compare that to the wisdom of employing a commitment procedure.

influence attempts, including pre-suasive ones, will be successful only to the extent that the associations they trigger are favorable to change.