Learning objectives :

• Developing a strategic approach centered on dialogue: understanding stakeholders' perspectives to adapt and strengthen your arguments
• Use practical techniques to gain the support of decision-makers at key moments
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Course :

Module 1: Building a Persuasion Strategy
The classic mistake is trying to convince others without first understanding them. A good persuasion strategy begins by seeking out the opinions of those who influence the decision, so you can tailor your arguments accordingly and know whom to rely on. Participants learn to map out their environment and define a strategy for each profile.

Example of a tool : The Phrasing Kit for Engaging a Key Stakeholder (phrases to open dialogue, ask questions that get people talking, rephrase to show you’ve listened, and tailor your message to what you’ve understood) + Influence Mapping / Stakeholder Mapping (identify who has influence over the decision, what their current position is—favorable, neutral, or opposed—and how to approach them accordingly) + The Allies Strategy (leverage supporters to spread the message, engage the neutral parties with the right arguments, and manage detractors without trying to convince them at all costs: listen to them to understand their objections, provide them with information throughout the process, and aim to soften their stance rather than convert them).

Case Study : Map the stakeholders of a real-world project, identify supporters, detractors, and neutrals, and develop a tailored outreach strategy for each group using appropriate messaging.

Session 2: Making the Most of Key Moments
Having a solid influence strategy isn’t enough if you find yourself thrown off balance at the crucial moment: the strategic meeting, the meeting with the decision-maker, or the presentation to the executive committee. This session gives participants the tools they need to arrive prepared and make a stronger impact during these pivotal moments that can sway a decision.

Example of a tool : "Killer questions" to anticipate during a strategic meeting (identify the most likely objections based on each participant’s profile and prepare strong responses before entering the room) + The memo to convince a decision-maker (construct key arguments in a structured way, proactively address potential concerns, and tailor the level of detail to the decision-maker’s profile and priorities).

Case Study : Choose an upcoming key moment (strategic meeting, meeting with a decision-maker, project presentation), prepare your influence memo, identify the killer questions that are likely to come up, and walk away with a ready-to-use script.