Reason makes us think, but emotion makes us act. So how can we build emotional arguments into our presentations?
When we consult Maslow’s Theory, we learn that people have a hierarchy of needs. At the bottom of the pyramid are physiological needs—the need for air, water, food and excretion. Most business arguments cannot invoke these as rewards for compliance, or as punishments to be feared if the listener fails to do what the speaker suggests.
Next up on the list are the emotional needs for safety. These include the needs for security of body, employment, and property. Politicians often claim that certain ideas, programs or “isms” threaten our security. Healthcare companies appeal to our deep need for well-being. And business arguments can invoke the loss (and the possible increase) of employment security as emotional reasons to endorse a particular initiative.
The need for love in the business world is the need for social connections and a sense of belonging. Since we spend more hours with our colleagues at work than we do with our families, this need provides a strong lever for a business speaker seeking to sway an audience.
The workplace is even more significant for us as a forum in which we can earn distinction and status. Our need for esteem is profound, both self-esteem and the need to be respected and acknowledged by our peers. It is often said that pay is not the greatest motivator. The greatest motivator is recognition and acknowledgement.
If we are lucky enough to satisfy all the needs mentioned above, then we will work for self-actualization. This will include our desire to make a difference, to develop our deepest human abilities for feeling, imagination, caring, and spontaneity. It seems that Apple Computer and Google have marketed themselves as employers where self-actualization is possible—where creativity and “changing the world” are part of the business culture.
All persuasive arguments have an emotional component. But it requires a deft touch. If you overplay your point, you lose credibility. Subtlety and indirectness are essential.
For instance, you cannot say, “You are a small and vulnerable outsider dealing with a vast, deceptive insurance industry. Work with us. We’re friendly.”
Much better to hire a little talking gecko with an Australian accent and get him to personify your company. He’ll reduce your audience’s anxiety, and build customer loyalty, even while he’s making a simple rational argument that he can save you money.