Spy techniques can elicit useful intel
If you really want to know why the project you and your team just put six months of your life into ended in disaster, this guy can help.
Peter Earnest is a former CIA spy master who knows how to get information from people or – as he and his co-author call it – use elicitation techniques. Which is a nice way of describing the science of interrogation by way of conversation.
In their new book “Business Confidential: Lessons for Corporate Success from Inside the CIA,” Earnest, who worked for the CIA 36 years and is now executive director of the International Spy Museum, and business writer Maryann Karinch, explain how techniques of our national espionage and intelligence services apply to business success.
The section on gathering intelligence and collecting information on people gets to the heart of getting to the bottom of who did what and what was said. The authors offer up verbatim psychological approaches that may be more productive than the typical post-mortem meeting taking place in companies every day.
Perhaps these approaches which involve “flattery, criticism and using the leverage of someone’s emotions” can be put to work in your office.
For instance, if you are a manager trying to get to the bottom of why the deal of the century fell apart, instead of “Who dropped the ball on this?” you might try “direct questioning” which would sound like this: “What signs did you notice that the deal was falling apart?”
Or there’s the “emotional appeal”: “Your concern for your team has always been evident, so just do what’s best for them. Tell me what went wrong so everyone can learn from it.”
There’s always the when all-else-fails “futility” proposition: “I don’t see any way for you to get out of this mess without your career taking a hit. Why don’t you tell me what happened with the project. Maybe I can make some sense of it.”
The “fear down” overture: “You seem very upset about the failure of the project. Don’t worry. Just calm down and we’ll figure this out and fix the problems.”
The “pride and ego down” approach: “I think you’ve been slipping lately, but maybe other members of the team are making you look bad. Tell me exactly what happened with this project.”
Or the “we know all” position: “A few of the team members have sent me e-mails about the project, so I have a pretty good idea of what went on. Tell me what you think happened here.”
The “silence” approach: “Have a seat. Let’s talk about the project.” Then you say nothing, waiting for the person to start blurting things out. Yes, silence is that awkward.
Your technique for obtaining information in business “will be shaped by whether you want an operational relationship or just a quick bit of information from someone you may never see again,” the authors say.
For example, you can simply throw someone a bone – which is giving information to get it. I must say, I find this technique a bit underhanded. Nonetheless, it goes like this:
You say, “There was a proposal talked about at such-and-such meeting” – knowing darn well the proposal was shot down. But you don’t mention that fact.
“When you talk about something that seems to be confidential, that sense of quid pro quo often takes hold,” they say.
Sneaky stuff? Perhaps. But these techniques, based on an understanding of human nature, can get to information without being threatening. Which goes to show that the intelligence mindset used in the world of espionage can also have value in the world of business.
Andrea Kay is the author of “Work’s a Bitch and Then You Make It Work: 6 Steps to Go From Pissed Off to Powerful.” Send questions to her at 2692 Madison Road, #133, Cincinnati, OH 45208; www.andreakay.com or www.lifesabitchchangecareers.com. She can be e-mailed at: andrea [at] andreakay [dot] com.
By on 16/12/2010