Persuasion and Influence Skills Comments
Definition: Persuasion and Influence is the ability to strategically inspire action, shape perspectives, and drive alignment by communicating compelling messages rooted in vision, expertise, and integrity. It involves influencing attitudes and behaviors through deep audience understanding, emotional connection, and fact-based arguments while adapting communication styles and negotiation tactics to shifting dynamics. Strong persuasion and influence foster trust, broaden thinking, and build coalitions that support innovative change and long-term organizational goals.
Management
Establishing Focus/Direction
Managing Performance
Supervisory Skills
Persuasion and Influence
Project Management
Delegation
Performance
Questionnaires Measuring Persuasion and Influence:
Survey 1 (4-point scale; Competency Comments)
Survey 2 (4-point scale; Competency Comments)
Survey 3 (5-point scale; Competency Comments)
Survey 4 (5-point scale; radio buttons)
Survey 5 (4-point scale; words)
Survey 6 (4-point scale; words)
Survey 7 (5-point scale; competency comments; N/A)
Survey 8 (3-point scale; Agree/Disagree words; N/A)
Survey 9 (3-point scale; Strength/Development; N/A)
Survey 10 (Comment boxes only)
Survey 11 (Single rating per competency)
Survey 12 (Slide-bar scale)
Survey 13 (4-point scale; numbers; floating anchors)
Survey 14 (4-point scale; N/A)
Survey 1 (4-point scale; Competency Comments)
Survey 2 (4-point scale; Competency Comments)
Survey 3 (5-point scale; Competency Comments)
Survey 4 (5-point scale; radio buttons)
Survey 5 (4-point scale; words)
Survey 6 (4-point scale; words)
Survey 7 (5-point scale; competency comments; N/A)
Survey 8 (3-point scale; Agree/Disagree words; N/A)
Survey 9 (3-point scale; Strength/Development; N/A)
Survey 10 (Comment boxes only)
Survey 11 (Single rating per competency)
Survey 12 (Slide-bar scale)
Survey 13 (4-point scale; numbers; floating anchors)
Survey 14 (4-point scale; N/A)
The statements below can be used in your self-assessment (self-feedback) or performance appraisal as examples to demonstrate your "persuasion and influence skills". Having persuasion and influence means having the ability to strategically inspire others, shift perspectives, and drive alignment toward shared goals through compelling communication rooted in vision, expertise, and integrity. It reflects a deep understanding of audience dynamics, emotional connection, and fact-based reasoning, allowing individuals to navigate complexity, build trust, and mobilize support across diverse teams. This capability empowers leaders and contributors alike to shape outcomes with confidence, ethical conviction, and lasting impact.
Change Agent
Change Agent behavior reflects the ability to influence others to rethink beliefs, adopt new behaviors, or engage in transformative actions - particularly when facing resistance. This form of adaptability relies on persuasive strength and emotional intelligence to move people from reluctance toward buy-in, often around challenging, unfamiliar, or even unpopular initiatives. Whether it's shifting team mindsets, reframing hesitation into opportunity, or catalyzing commitment to a new way of working, a Change Agent brings people along by actively altering how they think, feel, or act about change.
- I changed the attitudes, behaviors, and beliefs of others.
- I moved employees from being afraid of change to having a growth-oriented mindset, sparking more employee engagement.
- I understood how employees would react to new/proposed changes.
- I was able to change other people's thoughts, beliefs, and actions.
- I got others to adopt new positions or ways of doing things.
- I got employees to change the way they processed inputs.
- I got people to change their minds and altered the way they did things.
- I encouraged employees to consider the merits of an unpopular change recently implemented.
- I persuaded others to perform tasks that were viewed as difficult or undesirable.
- I overcame employees' resistance to change and action.
Visionary
Visionary behavior centers on painting a compelling, future-oriented narrative that mobilizes others through purpose, inspiration, and alignment. This dimension of influence focuses on anticipating what's next - be it trends, challenges, or opportunities - and translating that foresight into vivid, energizing language that helps others see their place within a larger mission. Visionaries use metaphors, storytelling, and forward-thinking strategy to turn abstract ideas into shared direction, consistently reinforcing momentum toward bold, collective outcomes. Their persuasion lies in crafting a future worth striving for and connecting individuals emotionally and practically to that future.
- I helped employees envision their future success within the team's broader achievements.
- I anticipated future trends and communicated their implications in ways that energized and prepared the team.
- I built coalitions by enrolling influential voices in shaping and communicating the vision.
- I regularly celebrated progress toward the vision, reinforcing momentum and belief in the journey.
- I inspired others by articulating how individual roles contributed to a greater organizational purpose.
- I championed change by framing it as an opportunity to lead, not just adapt.
- I used compelling analogies and metaphors to make abstract goals tangible and relatable.
Insight Sharing
Insight Sharing persuades through resonance rather than redirection. This behavior centers on using personal stories, lived experiences, or emotionally compelling narratives to help others better understand an issue, build trust, or visualize a successful path forward. Rather than confronting resistance directly, Insight Sharing illuminates perspectives and fosters connection - encouraging reflection, alignment, and confidence. It's about inspiration through clarity and emotional relevance, creating the "aha!" that often precedes meaningful action.
- I used real-life examples to foster understanding and encourage thoughtful action.
- I drew on personal insights to inspire and inform employee choices.
- I gave examples of personal experiences to employees to help persuade them of the correct course of action.
- I shared relevant personal experiences to illustrate effective approaches and guide decision-making.
- I described the issue in terms of the customer's experience to help create a mental image for employees to connect emotionally to issues facing customers.
- I used storytelling as an effective means of persuasion.
- I created a compelling message that was persuasive.
Expand Perspectives
Expand Perspectives, by contrast, focuses on broadening thinking in the present - helping individuals see challenges or decisions from new angles. It's about introducing alternative viewpoints, experiences, or data to encourage reflection, questioning, and cognitive stretch. Rather than offering a singular path forward, this behavior facilitates exploration and thoughtful reconsideration, aiming to shift mindsets through exposure and dialogue. The influence comes not from rallying around a singular vision, but from creating space for discovery and personal insight that reshapes how others think, learn, and ultimately act.
- I persuaded others to consider alternative points of view.
- I encouraged employees to broaden their perspective through new insights, experiences, and reflective learning.
- I exposed employees to new information, observations, and experiences to influence their thinking.
- I helped employees shift perspectives and frame information in a new way.
- I facilitated opportunities for employees to engage with fresh perspectives and deepen their understanding.
- I created an environment where employees could explore new ideas and evolve their approaches to problem-solving.
- I persuaded others to adopt new views and perspectives.
Strategic
Strategic behavior in the Persuasion and Influence dimension is about aligning influence efforts with broader objectives, future trends, and systemic leverage points. It focuses on anticipating dynamics, shaping long-term narratives, and adapting approaches to ensure that influence is not just situational, but purposefully directed toward enduring organizational goals. This includes tailoring messages by stakeholder, optimizing tactics to overcome resistance, and connecting individual action to high-level strategy - ensuring every persuasive effort moves the bigger picture forward.
- I expressed my own goals and needs.
- I took a long-term view and acted as a catalyst and champion of change.
- I adapted influence strategy based on results and changing dynamics, continuously optimizing the approach.
- I strategically shaped communication to align with broader business priorities, ensuring that influence efforts supported long-term organizational goals.
- I employed strategies and tactics to move parties to new positions.
- I strategically connected individual and team objectives to market trends.
- I convinced department employees of the soundness of the strategic plan.
- I identified key stakeholders and tailored influence strategies to each, maximizing impact and coalition-building.
- I anticipated objections and proactively adjusted messaging to address concerns while maintaining focus on desired outcomes.
Expertise
Expertise relies on knowledge as the core persuasive asset. It's about demonstrating a deep command of a subject and using that mastery to educate, guide, and influence others. The strength of influence here flows from the ability to explain complex ideas clearly, apply data effectively, and offer grounded, insightful recommendations. A person demonstrating expertise often shapes decisions by consistently adding value through substance - becoming the trusted advisor who mentors, equips, and persuades through capability.
- I served as a go-to resource within the organization, shaping opinions through consistent, reliable expertise.
- I was a high performance salesperson.
- I was an excellent spokesperson for the department/company.
- I leveraged industry insights and benchmarks to support persuasive arguments and strategic recommendations.
- I demonstrated deep subject matter knowledge through clear, confident explanations that built trust.
- I translated complex technical or strategic issues into accessible language that motivated action.
- I mentored others by sharing expertise in ways that developed capability and strengthened buy-in.
- I anticipated questions and provided well-reasoned, evidence-backed responses that reinforced the strength of my position.
- I exhibited expertise in the matter and was able to convince others in the best course of action.
Argument and Debate
Argument and Debate focuses on clarifying ideas, challenging assumptions, and influencing thinking through structured reasoning. It emphasizes logic, evidence, and empathetic engagement to explore opposing viewpoints, resolve misunderstandings, and co-create stronger outcomes. This behavior thrives in settings where the goal is understanding, persuasion, or resolution through intellectual clarity and respectful challenge. Itâs about constructing thoughtful positions, engaging in constructive friction, and reframing disagreement as an opportunity for growth and mutual insight.
- I persuaded others through effective argument, debate, and discussion.
- I constructed well-reasoned arguments that balanced logic, evidence, and empathy to influence outcomes
- I used logic and reasoned to persuade and influence others.
- I knew how to win an argument.
- I deconstructed complex or emotionally charged topics into manageable points to guide rational decision-making.
- I was aware of boundaries and limits on interactions to prevent disputes.
- I engaged in constructive debate to clarify assumptions, challenged ideas, and co-created stronger solutions.
- I reframed disagreements as a path to better understanding, clarity and trust.
- I used persuasive dialogue to redirect unproductive conflict into collaborative problem-solving.
- I made effective arguments.
- I listened actively to opposing viewpoints and responded with thoughtful counterarguments rather than defensiveness.
Negotiates
Negotiates emphasizes collaborative problem-solving aimed at reaching agreement and shared outcomes. It involves navigating competing interests, balancing assertiveness with flexibility, and adapting strategies based on stakeholder dynamics. Whereas Argument and Debate seeks to shape beliefs or clarify truths, Negotiates seeks to align goals and build consensus - often with a tactical awareness of power, leverage, and long-term relationship outcomes. Success in negotiation hinges on strategic empathy, stakeholder management, and a readiness to creatively bridge gaps in interest or expectation.
- I balanced assertiveness and collaboration to reach outcomes that aligned with both organizational priorities and stakeholder interests.
- I negotiated with others to obtain consensus.
- I negotiated decisions that impacted the organization.
- I used persuasive questioning and active listening to surface hidden interests and unlock creative solutions.
- I adjusted communication style and tactics based on counterpart dynamics to maintain engagement and forward momentum.
- I built trust by framing negotiations around shared goals and mutual value, not just positional wins.
- I prepared thoroughly for negotiations by anticipating objections, identifying leverage points, and mapping paths to agreement.
- I focused negotiations on decision makers.
Planning
Planning emphasizes the tactical orchestration of influenceâhow, when, and through whom a message or proposal is delivered. It involves sequencing communication, gathering input to reduce friction, preparing visuals or metaphors to enhance clarity, and coordinating trusted allies to reinforce key messages. While strategic influence paints the "why" and "where," planning ensures the âhowâ is executed with precision. It's about building persuasion brick by brick so that each moment of influence is deliberate, audience-specific, and grounded in readiness.
- I gathered data and stakeholder perspectives in advance to anticipate resistance and tailor persuasive approaches.
- I designed communication strategies that sequenced information logically and built understanding and commitment step by step.
- I coordinated with allies in advance to ensure messaging was reinforced by trusted voices.
- I developed key messages and timing to maximize receptivity and impact across different stakeholders.
- I prepared influential and convincing reports.
- I engaged in careful planning and preparation before communicating or proposing new ideas/projects.
- I identified decision-making inflection points and planned interventions that shaped outcomes without forced consensus.
- I set the proper context for employees to make the best decisions.
- I prepared visual aids, storytelling elements, and analogies in advance to reinforce complex points.
Convictions
Convictions reflects a leader's values-driven resolve -- the willingness to uphold personal and organizational principles even when facing resistance, unpopularity, or pressure to conform. It is a powerful influence trait rooted in moral clarity and long-term purpose, where decisions and actions are guided by deeply held beliefs rather than expedience. A person strong in Convictions persuades by embodying ethical consistency, inspiring others to align with a purpose greater than immediate outcomes. Their impact comes from being steadfast, principled, and unafraid to challenge the status quo in service of integrity.
- I was steadfast in beliefs and not easily influenced by others.
- I understood the core values and beliefs of the team members.
- I maintained strong convictions to convey the importance of my beliefs/values.
- I used values-based language to inspire alignment and a shared sense of purpose among team members.
- I modeled moral clarity by making decisions that reflected personal and organizational identity.
- I stood firm on principles, even when under pressure to compromise for short-term gain.
- I advocated consistently for decisions aligned with ethical and organizational values, even when unpopular.
- I defended the long-term vision against short-term pressures that compromised integrity or purpose.
- I engaged in difficult conversations with honesty and respect, guided by core beliefs rather than tactical advantage.
- I did not sacrifice personal values to try to win over others.
Authoritative
Authoritative draws its persuasive power from presence, credibility, and perceived stature. Rather than leaning heavily on technical mastery, it's more about commanding respect, often through a strong reputation, confident demeanor, or organizational standing. This style influences by projecting confidence and decisiveness, often establishing direction through gravitas. Authority persuades because others believe in the individualâs leadership, character, and ability to steer the way forwardâeven when expertise may be implicit or broad rather than deep.
- I had the support of the team members.
- I maintained a high reputation within the department/organization.
- I used a high personal reputation to gain acceptance from others for a point of view.
- I had an air of credibility and authority in interactions with others.
- I was viewed by others as someone with credibility and authority.
- I maintained a high personal and professional reputation.
- I was viewed as authoritative, professional, and experienced.
- I persuaded others through the use of power, credibility, and authority.
Influential
Influential behavior reflects an individual's ability to shape outcomes through presence, charisma, and goal-oriented momentum. It's about mobilizing others to act; often decisively; by leveraging confidence, credibility, and sometimes positional authority. The emphasis is on effectiveness: getting others to align with a direction, complete goals, or raise performance standards, even when the internal commitment may not be deeply emotional or reflective. This form of influence can be powerful, especially when coupled with credibility and clarity, but it may sometimes operate more at the behavioral level -- moving people to act, comply, or perform.
- I have excellent influencing/negotiating skills.
- I was skilled in shaping the opinions of others.
- I influenced others to complete tasks and goals.
- I was able to influence others to meet certain goals.
- I was a charismatic speaker able to influence others to exceed performance standards.
- I successfully wielded influence over others.
Persuasive
Persuasive emphasizes engaging others in a way that leads to genuine belief shift and emotional alignment with the message. It involves active listening, reframing arguments around shared interests, and using narrative, empathy, and logic to spark internal motivation. Where influence might move someone to act, persuasion aims to move them to care. A persuasive person doesn't just generate compliance -- they cultivate conviction. It's a slower burn, but often more enduring, because it connects action to shared meaning and voluntary buy-in.
- Attempted to persuade others rather than simply control them.
- I worked to persuade others.
- I framed proposals in terms of shared benefits, linking outcomes to what mattered most to the audience.
- I cultivated advocates for the project to help spread the word through their peers.
- I listened actively and adapted messaging to resonate with different viewpoints without diluting the core message.
- I engaged others with logic, empathy, and enthusiasm to inspire voluntary commitment to ideas and initiatives.
- I used influence to shape thinking, not just actions - prompting reflection, reconsideration, or belief shifts.
- I reinforced key messages through repetition, storytelling, and strategic emphasis, making them memorable and actionable.
Strong Character
Strong Character emphasizes integrity in action and presence, grounded in humility, self-awareness, and emotional steadiness. This trait is about how a leader shows up -- modeling accountability, professionalism, and respect under pressure. Where Convictions influence by anchoring to beliefs, Strong Character influences by setting an example that earns trust. It persuades not by argument, but by embodiment: doing what's right, even in discomfort; standing tall with quiet strength; and maintaining dignity while inviting others to do the same. Itâs less about defending values than living them visibly and consistently.
- I exhibited good sense and moral character.
- I responded to challenges with composure, modeling emotional steadiness during uncertainty or conflict.
- I demonstrated consistent integrity and professionalism, earning the respect and trust of others.
- I served as a role model through consistently high standards of behavior and performance.
- I was calm and avoided emotional outbursts.
- I admitted mistakes openly and took accountability, reinforcing a culture of trust and honesty.
- I earned the respect of employees by consistently doing what I asked of them - modeling the behavior I wished to see.
- I protected the dignity and voice of others in group settings, even when disagreeing.
- I advocated for what was right-not just what was popular-while respecting opposing views.
Fact Oriented
Fact Oriented persuasion is rooted in evidence and logical rigor. It prioritizes the use of verified data, measurable outcomes, and clearly supported arguments to earn credibility and influence others. This behavior excels in environments where objectivity, transparency, and analytical clarity are paramount. It often helps build trust by showing consistency, staying grounded in facts during emotional or high-stakes conversations, and presenting multiple perspectives before landing on a conclusion. Ultimately, it persuades by making complexity concrete -- bridging understanding through specificity and proof.
- I aligned proposals with factual trends or performance benchmarks to underscore relevance and urgency.
- I used clear examples and measurable results to support arguments, making complex issues more tangible.
- I used knowledge and charisma rather than position, power, or coercion to influence others.
- I confronted individuals with information about their beliefs and values.
- I grounded recommendations in data and evidence, enhancing credibility and trust in decision-making.
- I stayed focused on evidence even in emotionally charged discussions, modeling composure and integrity.
- I objectively presented multiple viewpoints before guiding others toward a well-supported conclusion.
- I framed difficult feedback or challenges in terms of observed behaviors and verifiable impact.
- I always provided specifics and facts to backup arguments.
Consensus
Consensus behavior centers on facilitating group alignment through inclusive, outcome-focused engagement. It emphasizes bringing diverse stakeholders into the decision-making process, gaining participation, and actively forging agreement around shared goals. The influence here flows from collaboration and structured coalition-building -- persuading others by helping them feel heard, respected, and part of the solution. It's more strategic than relational: achieving agreement to move forward, often in the face of conflicting interests.
- I ensured stakeholders were involved in the decision-making process.
- I sought to obtain consensus or compromise.
- I forged a consensus among individuals who had a diversity of opinions and interests.
- I obtained the support of others to accomplish goals.
- I gained acceptance from employees for new ways of working.
- I identified key stakeholders and solicited them for their help.
- I gained participation by others to accomplish goals.
- I sought the acceptance by others of my point of view.
Communication
Communication emphasizes how a message is crafted and delivered to achieve clarity, impact, and influence. It focuses on the sender's ability to shape content -- whether through written reports, spoken presentations, or interpersonal dialogue -- in ways that resonate, inform, or persuade. This behavior involves selecting the right words, tone, structure, and delivery method to express ideas effectively. It reflects skill in articulating a point of view and actively listening to others to refine understanding and response.
- I communicated effectively with others.
- I created clear reports with impact.
- I considered carefully the messages to be sent to employees to ensure they conveyed the correct sentiment and information.
- I listened attentively to others to better understand their points of view.
- I effectively communicated a pointed of view.
- I was successful in describing and communicating an image of the problem.
- I prepared and delivered messages through verbal and written communication to individuals or groups in order to impact attitudes and behaviors.
- I made effective presentations.
- I used public methods of communication to impact the greatest number of individuals.
- I communicated in a way that encouraged employees to think about the issues that currently mattered the most.
- I was able to deliver extemporaneous speeches to influenced employees.
Interpersonal
Interpersonal is rooted in the quality of relationships and personal credibility. This behavior focuses on trust-building, rapport, and emotional intelligence to influence through connection rather than consensus. Itâs about creating the kind of relational capital that makes others more receptive -- whether in a client conversation, an internal persuasion moment, or a longer-term cultural shift. Influence emerges from likability, consistency, and emotional resonance, not just alignment.
- I developed a good rapport with others.
- I built an interpersonal rapport with clients and customers to more successfully persuade them to purchase specific products.
- I changed how employees valued customer relationships and influenced them to focus more on long-term satisfaction.
- I built and sustained a strong personal brand grounded in trust, competence, and ethical conduct.
- I built personal relationships to more effectively persuade and influence others.
Situational Awareness
Situational Awareness is about navigating the human, relational, and contextual dynamics surrounding a persuasive moment. It emphasizes strategic timing, political savvy, reading emotional cues, and selecting influence tactics that resonate with a particular audience or moment. This dimension is less about the content of the message and more about the conditions under which the message is delivered. It ensures the "what" lands well by mastering the "when," "how," and "with whom," enabling greater adaptability without diluting intention.
- I quickly read shifts in stakeholder sentiment and revised my approaches without compromising the core message.
- I analyzed the situation and topics to develop the appropriate strategies and tactics for the greatest influence.
- I performed a situational analysis to determine the appropriate way to implement the project.
- I calibrated messaging styled based on the emotional climate, urgency, and readiness of the audience.
- I assessed power dynamics and informal influencers to determine the most effective pathways to obtain buy-in.
- I timed proposals to align with broader organizational decision cycles for maximum receptivity.
- I knew when, where, and how to act based on the context.
- I monitored cues - verbal, nonverbal, and organizational - to adjust strategy in real time.
- I identified cultural, political, or organizational sensitivities before making a case, avoiding missteps that could undercut credibility.
Awareness of the Customer/Audience
Awareness of the Customer/Audience emphasizes how well the communicator understands the needs, mindset, and context of the receiver. It's about analyzing who the audience is, what motivates them, and how messages will be interpreted -- then tailoring the approach accordingly. This behavior reflects empathy and insight into stakeholder dynamics, recognizing that influence stems as much from relevance and resonance as from message design.
- I understood what others need.
- I deeply understood the audience/team.
- I developed sales pitches based on the unique needs of the customers.
- I was aware of how messages may be received and interpreted by individuals.
- I performed a careful analysis of the audience/stakeholders to determine the necessary drivers of change.