The Result Triangle: Getting people to do what you want

You know how hard it is to get someone to do what you want them to do?

It’s pretty hard. And you know what? We make it harder. We get lost in the details. We fuss about incentives and penalties and policies. We overcomplicate problems.

So if complexity is our problem, then it stands to reason that simplicity is the solution. We need to figure out exactly what we’re trying to do and how best to do it. Well, that sounds fine. But how do we actually make simplicity solve our problems?

To find out, I went through nearly two decades of case files, looked at thousands of business interactions. Where had I messed up? Where had things gone smoothly?

And a pattern emerged, where complexity caused problems and simplicity led to success.

That same pattern appears in hundreds of business books, in all kinds of business interactions. This pattern teaches us the best way to get someone to agree to do something. It comes to down to three simple points. And these three points make what I call “The Result Triangle.”

The Result Triangle works in every business context: negotiations, sales, customer service, management, litigation, pricing. Whatever field you’re in, you can use the Result Triangle to simplify your problem and get someone to do what you want them to do.
The three simple points are:

  1. clarify the goal
  2. show you care, and
  3. address the fear

The Result Triangle

These three points help you figure out what you want … and how to get it. Let me give you 3 quick examples to show how they work in real life.

Clarifying the goal

I usually fly Southwest Airlines. And many of you know that on Southwest, you have to check in early so that you don’t get stuck with a middle seat. Southwest doesn’t do seat assignments. Instead, you check in and get assigned a number. Get a lower number, get a better seat.

Why does Southwest do this? Because their goal is to keep their planes in the air as much as possible. Open seating, flying only one type of jet, and even “bags fly free” all lead to more time in the air. And more airtime means more profit.

Planes make money in the air, not on the ground. Their planes spend 30 percent more time in the air than their competitors’, and they’re the only airline making a profit. By clarifying their goal — “planes in the air” — Southwest gets their people to focus on doing what’s most important.

We tend to take our goals for granted without giving them a lot of thought: To close the deal. To win the case. To make the sale. But a goal needs to be more precise. Clarifying your goal — boiling it down to its essence — is the first step to achieving it.

Show you care

The second point is “show you care.” Let me give you an example:

My dad had this winter coat that he loved and he wore it until it finally fell apart. Turns out my brother was planning a trip up to L.L. Bean in Maine, so my dad asked him if he could pick him up a new coat while he was there.

So my brother brings the coat to try to exchange it and of course he has no receipt because my dad bought it so many years ago. And the folks at L.L. Bean can’t find the same coat. So instead of sending him away, they give him a different one, brand new, without any hassle. Because L.L. Bean cares so much about customer satisfaction.

So my brother gets back and gives the new coat to my dad. And my dad says, “Thanks. But I didn’t get it at L.L. Bean!”

And you know what? L.L. Bean must have known that, but they gave him a new coat anyway. Because they were focused on showing how much they care.

Showing that you care makes people want to do what you want them to do. Because of the coat, my family keeps coming back, and we’ve told this story to hundreds of people. By showing they care, L.L. Bean gets people to keep shopping there and tell others how great they are.

Address the fear

The third point is “address the fear.” I was at a Denver steakhouse recently. Great food, fantastic service. This place focuses on a great experience. When it came time to order, we picked out our steaks and we were trying to settle on a side dish to go with the steaks. The waiter recommended this fancy Brussels sprouts dish.

Now, I like Brussels sprouts as much as the next guy, I really do. But this dish sounded a little too daring for me. The waiter said, “Why don’t you just give them a try? If you don’t like them, I’ll whisk them away and replace them with anything you want, no questions asked.” So we tried them, and you know what?

They tasted like feet.

But even so, we didn’t ask him to replace them. We just moved them around on our plates. Because we didn’t want to ruin the experience. The waiter had addressed our fears about not liking the Brussels sprouts, and that made us happy, even though our fears actually came true.

People’s fears are what keeps them from doing what you want. By addressing those fears, you help people get past them. Even if you can’t prevent those fears from coming true. Simply addressing the fear helps make them want to do what you want them to do.

And that’s the Result Triangle:

  1. Clarify the goal
  2. Show you care
  3. Address the fear

You can start using it today. Anytime you need to get someone to agree to do something, whip out your trusty Result Triangle. You’ll be amazed at how this focuses your efforts.

When you do these three things, you simplify the problem you need to solve and you improve your chances of success. People will want to do what you want them to do.


Download a handy PDF of the Result Triangle Worksheet that you can use right now to help solve whatever problem you’re facing.

How not to do online-chat customer service, by AT&T

Calling customer service can be very frustrating. Some companies realize that, and have begun offering online-chat services as an alternative. This makes sense. I would rather type a quick summary of my issue and read the answer realtime instead of waiting on endless hold. Plus, online chat allows you to avoid insipid remakes of Christopher Cross songs or worse, advertisements for other things sold by the company you’re currently unhappy with.

So when I had an issue come up with my AT&T, I noticed that they had a button for online chat. I had become a reluctant customer since the iPhone was introduced in 2007. I live in a major suburb of Boston, and yet in the four years I had an account with AT&T, I had an average of three to five calls drop a day. Every day.

So last November, when the iPhone 4S came out, I pulled the plug and moved my number to Verizon (actually, back to Verizon, because I had ported it to AT&T to get my first iPhone). This, of course, led to an unexpected complication.

You see, last summer, before I quit AT&T — “Ah wish Ah knew how to quit you” — I gave my 11-year-old daughter one of my previous iPhones and added her to my AT&T account. But after I moved my phone to Big Red, AT&T somehow forgot how to process my autopayments for my daughter’s account. Which led to my daughter getting pestered with texts and phone calls. “Daddy, what’s a deadbeat?” (OK, possibly not an actual transcript.) Read more

Noon to four is not a time. It’s a cop-out

So the Thermador dishwasher-repair guy calls to confirm that he’s coming today.

“When?” I ask.

“Between noon and four,” he says.

“You can’t tell me any more specifically than that?” I ask.

“Nope,” he says. “We’re busy.”

Nice. And I’m not.

That suggests to me that he doesn’t really know his job very well. You’ve got to figure that an experienced dishwasher guy would have an idea how long repair calls usually take. And you’ve got to think that the appliance company he works for would have some experience in how to effectively dispatch the repair guys.

For the better part of two decades as a lawyer, I scheduled appointments, calls, and meetings with clients, courts, and other lawyers. Not once did I schedule something for “noon to four.” If I thought a client meeting would run longer than the hour I was planning for, I’d make sure not to schedule something for the next hour. It’s not that hard.

Cable and phone companies, appliance-repair companies, and delivery services: it’s time to start caring about your customers and their time. Either figure out how long your calls will take, or get better at staffing and dispatching. Or both. It’s really not that hard. Giving customers four-hour windows is a cop-out. It’s also disrespectful.

Note: not only did this particular repair company say that they charge by the hour, but they made a point of saying that they also charge in six-minute increments. Nice. Looks like I’ll be watching this guy like a hawk. When he eventually arrives.

Want to learn more?

Get in touch with Jay today