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.

Simplicity at Reader’s Digest

Here’s Dan Lagani, the (relatively) young (he’s 48) president of Reader’s Digest North America on how he learned how to keep management simple. From the excellent Sunday New York Times column “The Boss.”

I feel as if I’ve spent the last 25 years getting ready for what I’m doing now. During that time, I’ve found that simplicity is crucial in running a business, from keeping your mind open to ideas that present themselves in everyday life to ensuring that your processes are straightforward. It’s a matter of paring complex problems to the essentials.

A Facebook policy for grown-ups

Our Facebook Policy

We have no Facebook policy.


FAQ on our Facebook policy

Say what?

That’s right. We don’t have one.

Don’t we have to have one?

Says who? Employment lawyers? Been there, done that, got the t-shirt. No, we don’t have to have one.

Why not?

Because we only hire grown-ups to work here. And grown-ups don’t need to be told how to behave.

But isn’t Facebook different?

Why? Because it’s on a computer? Time to let go of the twentieth century, Orville. Yes, sometimes things are on computers now. Or phones or tablets. Things like books, movies, TV shows, music, mail, phone calls, funny cat pictures, snarky comments, and other social interactions. Deal with it.

I don’t know. I’m dubious.

I’ll say.

What?

Oh, nothing.

There can’t be any harm in having a little Facebook policy. Just to keep the employment lawyers happy. Please?

No. In fact, a Facebook policy can cause harm. The National Labor Relations Board, which is trying to expand its role in the nonunionized sector, is actively going after companies with dumb Facebook policies.

Oh. That seems uncool.

Totes.

Still, without a Facebook policy, how do we know what we can and can’t post?

Look: somehow you managed to figure out that it’s a bad idea to yell on a street corner that your customer is a moron. Yet we have no Street-Corner-Yelling Policy. And you accurately deduced that you probably shouldn’t shout in a crowded theater that your coworker sleeps with farm animals (or shout “Fire!”; I think I learned that in law school). Yet we are completely bereft of a Shouting-Slanderous-Statements-in-Theaters Policy. Facebook is no different.

So nothing will happen to me if I post on Facebook that my coworker sleeps with farm animals?

No, dumbass. We’ll fire you faster than the Red Sox can blow a nine-game division lead in September. The fact that you’re thinking that means we probably shouldn’t have hired you in the first place.

But there’s no policy against it.

Now you’re catching on. That’s right: there’s no policy against it. We know you’re a grown-up and we trust that you’ll be professional and respectful of others. If our trust was misplaced, we’ll fix that.

Got it. Thanks.

Have a great day.

Want to learn more?

Get in touch with Jay today