How to quickly get the information you need from any person
Miscellaneous / / March 02, 2022
Tips from a real scout.
For any spy, the ability to extract information is one of the most important. Including Jason Hanson, former CIA special agent. He shares his secrets in the book "Agent of Influence", which is published in Russian by the MIF publishing house. These techniques are also useful in business.
In the third chapter, Hanson talks about the "hourglass" method, which helps to extract the necessary information from anyone. The writer does this on the example of a conversation between spy Ryan and his target - Ted, a specialist in the field of particle physics. With the permission of the publisher, Lifehacker publishes this excerpt.
Every time Thad had something important to say, Ryan immediately changed the subject. While this may seem counterintuitive at first glance, it is actually a necessary part of the general-to-specific or hourglass technique that is used by scouts.
Starting a conversation with a broad general topic and gradually narrowing it down to a specific one, and then bringing it back to a general one plane, you can quickly extract valuable information from a person without arousing suspicion by unnecessary curiosity. First you start a conversation about children, then you switch to work (or the true goal of your interest), and then you ask where the person likes to relax or what his favorite food is.
People usually remember the beginning and end of a conversation, but not the middle. That is why the scouts are probing the soil as if by the way. This allows them to figure out if the object has the information they need. In the business world, using this method, you can find out the degree of interest in the product, the needs and expectations of potential clients and even their plans to move to a competitor.
Just remember (and any intelligence officer will confirm this) that by pursuing purely personal gain, you risk failing the operation. To lure information from colleagues, prepare something of equal value in return. With practice, you will master the hourglass method and save a lot of time when looking for new clients.
Ryan needed to establish whether Ted really had the level of competence in his field that was attributed to him. To do this, it was not necessary to thoroughly understand his work, it was enough to check it for compliance with the criteria. Ryan also needed to know what Ted was most valuable to and whether he could be trusted. Ryan couldn't just go straight out and say, “Tell me about your job. Will it really change the world and cause an international outcry on the issue of security? And what would you prefer - money or weapons?
After all, you will not immediately after acquaintance at an event to ask: “Until I have invested a lot of time and money in our relationship, tell me honestly how much product you Are you planning to buy from me? The approach, of course, is original, but, alas, socially unacceptable (you will lose a client and expose yourself fool). But in the same way that Ryan got the necessary information from Ted, you can find out whether a potential client is going to make a deal.
How to use the hourglass method
Step 1. clear goal
The method will not help you if you do not know what kind of information you are looking for. Scouts prepare in advance to collect the maximum amount of information about a person. They don't act randomly. To get the best result, arm yourself with as much data as possible before moving on. Ryan figured out the following:
- Is this person competent enough?
- What could motivate him, and will he be able to provide it to him?
- What are his personality traits? Will it work with him?
Step 2 Throw an unobtrusive challenge
When Ryan got a chance to talk to Thad alone, he subtly challenged him. Simply put, this is a secular tete-a-tete conversation in order to find out something from the interlocutor.
It is very important to avoid sensitive topics that can stir up serious passions, challenge deeply rooted opinions, or offend. It is better not to get into politics and news. Your goal is to find common topics, which can be probed later. Ryan chose the theme of family and gave this challenge: “It's very beautiful here. And everyone is so hospitable. I had to go with my wife and children.”
An unobtrusive challenge is a harmless assertion. This part of the conversation should be casual and enjoyable.
Here are other examples of such statements:
- “I am at this conference (event, meeting) for the first time.”
- “I generally don't like business trips, but this place is fantastic!”
- "It's much colder (or hotter) in here than I expected."
- "All reports are very informative."
- “It seems to be a very positive organization.”
- “My daughter just recently learned to ride bicycle».
- “It seems to me that there are excellent slopes for skiing.”
- “At this time, I usually walk the dog.”
Analyze and observe
When Ryan said that he would like to show his wife this place, and Thad replied that his wife would also like it here, the scout extracted important information: Thad is married. From the answer to the next innocuous question, it turned out that he had children. Family became a common theme. Ryan watched closely. body language.
Speaking about the family, Ted showed positive signals, which means that he is comfortable and pleased to discuss this topic. He was encouraged by this conversation - he turned his feet to Ryan, relaxed his chest and smiled. The information obtained will be useful to Ryan later, when he begins to find out more specific things.
With four indicators: where to start
Of course, scouts like Ryan have been developing for years intuition. These skills improve with time and practice. But without experience it is not always clear how to apply them in business. Where to start? How do you know what to look for?
To simplify the task, I propose first of all to find out the true desires of a person. Usually we are so busy promoting products or services that we have no time to stop and think about what potential customers really want and are looking for. Focus on four things:
- Price. Can you produce what they buy for less? Or offer a discount on your services?
- Speed. Can you provide faster service? Are your production volumes ahead of your competitors?
- Service. Clients dissatisfied services that you provide them now? Can you provide faster and better service?
- Guarantees. Are you confident enough in your work to give an unprecedented guarantee? What will it be?
By focusing on these important things, you will know where to start. If the VP of Operations is sharing with you how the production line is lagging behind graphics, try to get more information and see if you can help him decide problem. If you hear that someone is losing customers because of poor service, step in and tell them what you would do in their place.
Like my colleagues who are still working in intelligence and are constantly looking for new reliable sources, I always unobtrusively try to find out the true desires and needs of a businessman and understand how I could to satisfy. IN such conversations listen and pay attention. Watch the body language of the interlocutor in order to push or retreat in time.
Body language can be considered positive if a person:
- sits in a comfortable relaxed position;
- turned to you with the whole body, feet directed in your direction;
- slightly leaned towards you;
- lowered his hands and turned his hands palms up;
- gesticulates while talking;
- maintains eye contact;
- nods in the affirmative;
- laughs;
- shakes your hand firmly, but not too hard.
Step 3 To the private - we narrow the topic
Finding an interesting topic he and Ted had in common, Ryan began to steer the conversation in the right direction. It was time to ask a more direct question. Ryan asked Thad why he didn't travel often and casually remarked that he must have a very important job. He pushed Thad to tell him where he works and why they won't let him go.
No one will talk about such personal things, this is at least strange, and if the reason for the restriction of freedom is in the possession of state secrets, then it is also dangerous. The essence of the method is to casually touch on a certain issue and look at the reaction interlocutor.
Analyze and observe
When Ryan pointed out the impossibility of traveling, Ted responded with body language. Openness and joy were replaced by manifestations of discomfort, he stooped. Although Ryan never found out what exactly prevented frequent travel, it was obvious that there was an obstacle.
Body language can be considered negative if a person:
- avoids eye contact;
- looks down;
- unnatural, forced smile;
- turned away the feet from the interlocutor to the exit;
- stamps his foot;
- looks at his watch;
- blinking too often;
- crossed his arms over his chest.
Step 4 back to general
As soon as Ryan noticed that Ted was not entirely comfortable with the topic of travel, he immediately returned to the general topic. The conversation took place at the bar, so it was easy to switch attention to something simpler - for example, to the question of what drink to order. They briefly discussed local drinks, Ryan paid for both, shook hands with Ted in the same way as the night before, and left, leaving him in the company of students.
A sharp change in the topic of conversation occurred intentionally, and here's why: usually people remember the first topic of conversation with the interlocutor and the last one, and everything that happened in the middle is forgotten. Thus, Ted would most likely remember the warm conversation about the family and associate communication with Ryan with positive emotions. And the question of restrictions on movement and the unpleasant feelings associated with it would fly out of his head. Ryan could repeat this cycle until he had all the necessary information about Ted. […]
Scout Techniques in Action: How I Acquired a Billionaire Client Using the Hourglass Method
A few years ago, I attended a private event where a very wealthy businessman was to attend. I knew he was being threatened (wealthy people are more likely to do this than you might think), and I considered myself the perfect bodyguard candidate. If he hired me to guard or train self defense, then I would have received a pass to the world of rich clients.
But you can't just go up to him and say that I'm the best and he should hire me. Besides, I wasn't the only one who wanted to offer my services.
So I spoke to his girlfriend, who was basically an access agent. I started with general topics: we discussed the food and how we ended up at the event. After an exchange of pleasantries, when I realized that she didn't mind continuing the conversation, I narrowed the topic down to a security issue. I told her that I owned a security company and was amazed at how often wealthy people receive threats. The businessman's girlfriend confessed to me that she was very worried about him. She didn't think he took the threats seriously, so she decided to hire someone herself, since he wasn't going to.
Having received such joyful news, I again returned to general themes. We discussed our hobbies, after which I said that I was very pleased to meet her, and said goodbye, citing employment. We agreed to have a phone call. I called her two days later. She remembered me, was delighted, and eventually hired me. I taught self-defense to her billionaire boyfriend and the entire board of directors.
The hourglass method worked great. A billionaire's girlfriend hired me because I gave her a sense of security about a topic that bothered her. I didn’t push or demand, because I knew that everyone always wants to give her guy something or promote him for investment. And sympathized with her and shared anxiety. Another additional conclusion: you never know who exactly makes decisions on cooperation and has the right to vote when concluding a deal.
"Agent of Influence" is a complete manual that will help you transfer the methods of special services to the business world. Jason Hanson not only explains how to quickly learn information, but also how to assemble a team of honest people or, for example, how to engage in strategic planning.
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