The Influential Mind (2017), by Tali Sharot — book review

AI-generated image (taken from DALLE’s open forum at Discord).

In the fast-paced world of business, we make decisions that impact not only ourselves but also the people around us. The ability to influence others can be a powerful tool in achieving our goals, whether it’s selling a product, motivating a team, or negotiating a deal.

But what makes some people more influential than others?

In her book “The Influential Mind,” Tali Sharot, a Cognitive Neuroscientist and Professor at University College London & the MIT, delves into why we often fail to influence others and how to recognize when others are influencing us, plus valuable lessons on how to boost this skill.

Through extensive research, she has identified seven key factors that contribute to our ability to influence others: prior beliefs, emotions, incentives, sense of agency, curiosity, state of mind, and knowledge & actions of other people.

The Science of Influencing Others

In her book “The Influential Mind,” Sharot explores the science of influence, drawing on research from psychology, neuroscience, and behavioral economics. She argues that our ability to persuade others is rooted in the way our brains process information and make decisions.

One of her key findings is the power of emotions in shaping our decisions and behaviors. She notes that emotions can be contagious and can influence the decisions of those around us. For example, if we are feeling anxious or stressed, this state can “organically” spread to others in our social network, potentially impacting their decisions and behaviors as well.

Another important factor is our ability to tell stories. They can be a powerful tool for engaging and persuading others, as they allow us to convey complex ideas and emotions in a way that is easy to understand and remember — mostly, because it triggers an empathy component that is crucial to bond people with the narrative they are listening to.

Sharot also explores the role of social networks. Our behavior is often shaped by the people around us, which means those networks are a crucial element for businesses, as it suggests that if we want to change the behavior of our employees or customers, we need to understand and target the social networks in which they are embedded.

In addition to these factors, Sharot also discusses the key role framing and context play in decision-making processes. In other words, the way we present information can have a powerful impact on how it is perceived and acted upon. For example, if we frame a message in terms of loss rather than gain, this can be more persuasive, as people are often more motivated by the fear of losing something than the prospect of gaining an equivalent amount.

Highlights to consider

Book cover for US edition, 2017.

• The human brain has a built-in optimism bias, meaning that people tend to overestimate the likelihood of positive events and underestimate the likelihood of negative events.
• This bias can be both beneficial and harmful. On the one hand, it can help people to take risks and pursue opportunities. On the other hand, it can lead to poor decision-making and failure to prepare for negative outcomes.
• Sharot’s research shows that people who are depressed or anxious tend to have a more accurate perception of reality, but at the cost of reduced motivation and engagement with life.
• She argues that it is important to be aware of the optimism bias and to balance it with a realistic understanding of the world. She suggests that this can be done by seeking out diverse perspectives and actively challenging one’s own assumptions.
• Social influence is important in shaping our beliefs and perceptions. Therefore, we should surround ourselves with people who challenge us and expose us to new ideas.
• Overall, Sharot’s talk highlights the power of mindset and perception in shaping our lives and outcomes, and the importance of being mindful and intentional in the way we think and interact with the world.

From the book pages to your company’s strategy

Finally, here are four actionable items you can take from Sharot’s work:

1. Harness the Power of Emotion: Emotions are a powerful driver of behavior. By appealing to the emotions of others, you can influence them more effectively.
2. Storytelling Matters: Narrative is a powerful tool. By crafting compelling stories that resonate with your audience, you create a more engaging and persuasive message.
3. Understand Social Influence: Social influence plays a critical role in shaping our behavior and decision-making. By understanding the social networks in which individuals (customers or employees, for instance) are embedded, you can target influence efforts more effectively.
4. Frame Information Carefully: The way in which information is presented can have a significant impact on how it is both received and perceived.

References

Kahnemn, D; Tversky, A. (1979). Prospect Theory: An Analysis of Decision under Risk. Econometrica, 47(2), 263–291.

Sharot, T. (2017). The Influential Mind: What the Brain Reveals About Our Power to Change Others. Henry Holt and Company.

Sharot, T. (2014). [Video]. How to motivate yourself to change your behavior. TEDxCambridge.

Sharot, T. (2012). [Video] The optimism bias. TED Talks.