14 December 2025

Executive Summary (TL;DR)

Influence is a science grounded in human behavior, not a dark art. Robert Cialdini’s research identifies principles such as liking, reciprocity, social proof, consistency, authority and scarcity that shape how people respond to requests. Forbes adds a seventh principle, unity, emphasizing shared identity. Power, meanwhile, is simply the ability to influence people and events; it is neither good nor bad. Inclusive leaders use these principles to create ethical persuasion and build diverse coalitions.

Influence is research‑based

In the 1980s, psychologist Robert Cialdini went undercover in car dealerships, charity organizations and telemarketing centers to observe how people are persuaded. From these real‑world experiments he distilled six universal principles: liking, reciprocity, social proof, consistency, authority and scarcity. Decades later these principles remain remarkably durable because they reflect deep human tendencies.

Liking means people say yes to those they like. Genuine compliments and shared interests foster rapport. Cialdini advises uncovering real similarities and offering authentic praise. Reciprocity holds that people feel obliged to return favors; giving first,  whether through valuable information, time or resources, makes others more likely to help you later. Social proof leverages the herd instinct; when people see that “others like me” are doing something, they are more likely to follow. Companies use testimonials and user numbers to show that their product is the default choice.

Consistency is the desire to act in ways that align with prior commitments. Cialdini’s work shows that people who make public, voluntary commitments, even small ones, are more likely to follow through. Leaders can harness this by asking team members to state goals aloud or write them down. Authority taps into our respect for expertise; showcasing credentials and experience increases compliance. Finally, scarcity exploits the tendency to value things more when they are rare. Warning that a sale is ending or spots are limited heightens urgency. Importantly, scarcity works best when it is genuine; contrived scarcity erodes trust.

Unity: Beyond similarity to shared identity

Forbes highlights a seventh principle, unity, which captures the power of shared identities. When people perceive that “we are one,” they are more likely to support each other. This can be based on family, ethnicity, profession or mission. Forbes notes that Cialdini discovered this principle by observing communities where shared identity drove cooperation. For entrepreneurs building communities around a brand or mission, unity can be a potent force, but it must be inclusive and authentic.

Power is not evil

Many founders hesitate to pursue influence because they associate power with oppression. Yet power is simply the ability to influence people and events. Forbes argues that seeking power is natural and necessary for leaders; without enough influence you cannot secure buy‑in for your vision or motivate teams. Importantly, power can be distributed inclusively. Leaders who share power, invite dissenting voices and build cross‑cultural competence foster innovation and representation. This inclusive approach not only strengthens decision‑making but also counters the negative stereotypes associated with power.

Applying the principles ethically

While Cialdini’s principles can be used manipulatively, ethical leaders use them to create win‑win outcomes. Here are ways founders can apply them:

• Liking: Build genuine relationships with employees and investors. Find common ground and express sincere appreciation for their contributions. People are more likely to support leaders they feel connected to.
• Reciprocity: Offer value before asking for help. Share insights, introductions or resources with your network. When you need support, others will be inclined to reciprocate.
• Social Proof: Highlight case studies and testimonials. For example, when launching a new product, share how pilot customers benefited and use metrics to demonstrate adoption.
• Consistency: Encourage small commitments. Ask your team to publicly articulate goals in meetings, and follow up. This increases the likelihood of action.
• Authority: Earn trust through expertise. Share your credentials, experience and evidence backing your decisions. Bring subject‑matter experts into conversations to bolster credibility.
• Scarcity: Use limited access thoughtfully. Beta programs, invitation‑only events or limited early‑bird pricing can create urgency, but ensure scarcity is real.
• Unity: Build communities around a shared mission. Communicate how employees, customers and partners are part of a larger story. Emphasize collective identity over individualism.

Combining influence and power

Influence techniques are most effective when supported by legitimate power. For example, a CEO may use reciprocity and social proof to persuade employees to adopt a new workflow, but if she lacks the authority to allocate resources, the initiative will falter. Conversely, a leader with positional power who ignores social dynamics may face resistance. Effective founders blend soft influence with the structural power to make things happen. They also ensure that power is used to empower others rather than centralize control. Inclusive power distribution encourages employees to exercise their own influence, creating a culture of shared leadership.

Persuasion is not about trickery; it is about understanding human nature and communicating in ways that resonate. Cialdini’s principles, liking, reciprocity, social proof, consistency, authority, scarcity and unity, provide a science‑backed toolkit for ethical influence. Power, when used inclusively, allows leaders to enact their vision and support diverse voices. For founders building global companies, mastering these principles and wielding power responsibly can mean the difference between fleeting attention and enduring impact.

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