Plan a persuasive argument

Most failed persuasion argues from the persuader's reasons. People are moved by how a proposal serves their own interests, reduces risks they worry about, fits values they hold and comes from someone they trust. Effective preparation starts from the audience: what they gain and lose, the objection they will raise first and the unspoken one beneath it, which evidence they find credible, and what a small, low-risk "yes" would look like. A precise ask beats a vague one, and a prepared fallback (a pilot, a smaller step, a next meeting) keeps a "no" from being final.

Plan how to persuade this audience.

Only if [EVIDENCE] is given:

1. If it is unclear who actually decides, or what the outcome is, ask up to three questions and stop.
2. Sharpen the ask: one sentence the decision-maker can say yes to, with scope, timing and what it costs them.
3. Map their side: what they gain, what they risk or lose (status, money, time, control, face), their likely objections, and the objection they may not say out loud. Note who else influences them.
4. Choose the framing: which of their interests or values to lead with, the comparison point (cost of doing nothing, a precedent, a competitor), and words to use or avoid for this audience.
5. Rank the evidence by how credible it is to this audience, not to me. Say which piece to lead with, which to hold back for questions, and what is missing (marked [NEEDED: …]), with how to get it.
6. Prepare for objections: for each likely objection, a short honest response, and which ones to raise first myself.
7. Fallback: one or two smaller asks if the answer is no (a trial, a limited version, a review date, an agreement on criteria).
8. Plan the conversation: setting, timing, sequence (who to talk to first, pre-wiring influencers), and the opening two sentences.

• Persuade honestly. No manipulation, false urgency, fabricated scarcity, misrepresented evidence or exploiting someone's vulnerability. If the plan only works by misleading them, say so.
• Use only evidence I supplied. Do not invent numbers, studies, quotes or precedents; name the kind of evidence that would help instead.
• If my ask looks genuinely against the audience's interest, or the evidence is too weak to support it, say so plainly and suggest a version that is in both interests or a way to test it.
• Be concrete to this audience; no generic persuasion theory.
• Keep it to a page or so of plan the reader can act on.

The ask

One sentence, then one line on why this size of ask.

Their side

A table: Interest or worry | What they gain or risk | How the ask addresses it.

Framing

Lead with, comparison point, words to use, words to avoid.

Evidence

Ranked list: evidence, why it lands with them, lead or hold back. Then gaps marked [NEEDED: …].

Objections

A table: Objection | Response | Raise it first? (yes/no).

Fallback

One or two smaller asks.

Plan

Who to talk to and in what order, the setting, and the opening two sentences word for word.