Persuasion needs better PR. In a polarised age, it’s too often seen as a dark art, a way for blaggers to win arguments or advertisers to bend people to their will. But in the NHS and other public services, we rely on influence every day. It helps others to see things from our point of view and makes it easier for them to say yes.

Whether you need to persuade colleagues to try something new, or give difficult news to patients and their families, these ten practical tips will help you build trust, connection and influence that lasts.

If people don’t trust you, nothing else matters. Influence begins with credibility: doing what you say you’ll do, being honest about what you don’t know and treating others fairly. Small acts of consistency build a reputation that makes your future arguments far more convincing.

One of psychologist Robert Cialdini’s classic persuasion principles is ‘reciprocity’. People feel a natural pull to return a favour. Offer help, information or support first, and others will be more inclined to give you time, effort or agreement later. A small gesture of goodwill can open big doors.

‘Framing’ shapes how people see an issue before they even think about it. Would you rather eat a yoghurt that’s “95% fat free” or “5% fat”? The words change the feeling. So, when you’re making your case, choose frames that match your goal. Talk about safety not risk, opportunity not burden, improvement not change.

Taking cues from others is one of the brain’s favourite shortcuts. If you want people to adopt a new behaviour, show them that others already are. Instead of saying “no one’s completed the new form yet”, try “most teams have already started using the new form successfully”. Social proof turns compliance into belonging.

Influence is a conversation, not a lecture. Former FBI negotiator Chris Voss reminds us that good questions promote open, healthy dialogue rather than put people on the defensive. Questions that start with ‘what’, ‘how’ and ‘why’ encourage reflection and ownership.

You’ll learn more, lower resistance, and often let the other person persuade themselves.

Voices people see as knowledgeable or experienced are more persuasive. That might mean referencing evidence, guidelines, or respected peers. But authority without empathy sounds arrogant. Combine expertise with curiosity.

Big yeses start with small yeses. Get agreement on a first step. A pilot, a trial, or even a shared definition of the problem. Once people have made a small public or written commitment, they’re far more likely to follow through. Momentum is persuasive.

We like to think we’re rational, but emotion drives most decisions. Stories, examples and visuals stick longer than statistics. If you want people to care about a change, show its human impact before the numbers.

Daniel Kahneman and Amos Tversky found that our brains cling to the first number or idea we hear, even when it’s effectively meaningless. That “anchor” quietly shapes what feels reasonable next. Once it’s out there, everything else is judged against it. Choose your starting point with care.