027.“Tell Me About a Time You Persuaded Someone” (Influence Without Being Pushy)

 

“Tell Me About a Time You Persuaded Someone” (Influence Without Being Pushy)

Persuasion isn’t “talking until they agree.”

Real persuasion at work looks like:

• understanding what the other person cares about

• reducing their risk

• presenting options with tradeoffs

• and making the decision feel safe

Hiring managers ask this question because influence is a multiplier.
People who can persuade calmly can lead—even without a fancy title.

TL;DR

Strong persuasion answers show:

• you listened first

• you reframed the goal (shared outcome)

• you brought evidence or a small test

• you addressed risks

• you got buy-in and delivered results

Related: Disagreed with your manager (7 safe answers)

What NOT to do (common persuasion mistakes)

Avoid:

• “I told them they were wrong.”

• “I kept insisting.”

• “I was right, so they finally agreed.”

• “I escalated until I won.”

That sounds like ego, not influence.

The “BUY-IN” framework (copy-paste)

Use this and you’ll sound senior:

B — Build trust (listen first)
“What’s your main concern?” / “What does success look like for you?”

U — Understand incentives and risks
Why might they resist? What are they protecting?

Y — Your proposal with options
Offer 2 options, not 1 demand.

I — Instrumentation (evidence/test)
Pilot, data, examples, success criteria.

N — Next steps (close the loop)
Confirm decision, owners, timeline.

Copy-paste lines that win buy-in

• “What would make this a ‘yes’ for you?”

• “Here are two options with tradeoffs.”

• “To reduce risk, can we run a small test?”

• “If we do nothing, the risk is ___.”

• “Let me summarize what we agreed on and next steps.”

The persuasion move that instantly boosts credibility

Don’t argue about opinions.
Make it about one of these:

• risk

• cost

• time

• customer impact

• reversibility

• measurable success criteria

If you frame it that way, you sound like a decision-maker, not a debater.

7 safe persuasion stories (with scripts)

1) You persuaded a stakeholder to change priority

A stakeholder wanted to prioritize the loudest request, but I believed another item had higher customer impact and risk. I asked what success looked like for them, shared a short impact/risk view, and proposed two priority orders with tradeoffs. Once they saw the risk of delaying the high-impact item, they agreed to the revised order. We delivered the critical work first and avoided a bigger issue later.

2) You persuaded the team to run a pilot instead of arguing

We had disagreement on direction and no perfect data. I suggested a small pilot with clear success criteria and a decision date. The pilot produced evidence, reduced emotion, and we aligned quickly. The team moved forward with confidence because the decision was based on results, not opinions.

Related: Deal with ambiguity (CLEAR framework + examples)

3) You persuaded someone by addressing their real concern

A teammate resisted my idea, but I realized the real concern wasn’t the idea—it was the risk and workload. I asked what they were worried about, adjusted the proposal to reduce effort, and offered a phased approach. Once their concern was addressed, they supported the plan and we delivered smoothly.

4) You persuaded with a simple business case

I proposed a change that would save time, but people were skeptical. I measured how much time we were losing, shared a simple before/after estimate, and offered a low-risk trial. The trial showed improvement, we rolled it out, and the team gained time back every week.

5) You persuaded by aligning on shared goals (not personal preference)

We disagreed on approach, so I reframed the discussion around the shared goal and constraints. I asked what outcome mattered most and presented options with clear tradeoffs. Once we aligned on the goal, the decision became easier and the team committed fully.

6) You persuaded a manager with options (respectful pushback)

My manager preferred one approach, but I saw a risk. I raised the shared goal, explained the risk with evidence, and proposed two options. We chose the safer path, and I executed it fully. The result was smoother delivery and fewer surprises.

7) The 30-second recruiter screen version

“I persuaded someone by listening first, understanding their concerns, proposing options with tradeoffs, and reducing risk through evidence or a small test. We aligned and delivered results.”

How to make your persuasion story sound real

Add one line showing empathy:

• “At first, they weren’t against the idea—they were protecting a risk.”

• “Once I addressed the workload concern, buy-in improved.”

• “The turning point was making success measurable.”

That’s what real persuasion sounds like.

Mini-mission (write yours in 3 minutes)

Fill this in:

• Who I needed to persuade: ____

• Their main concern: ____

• Shared goal: ____

• Options I offered: A ____ / B ____

• Evidence/test: ____

• Result: ____

• Lesson: ____

Now your story is credible and interview-ready.

FAQ

Do I need data to persuade?
Not always. A small test or clear success criteria can be just as strong.

What if they didn’t agree?
You can still use the story if you show you listened, proposed options, and aligned on a decision path (even if it was partial).

How long should I answer?
60–90 seconds.

Update log

Updated: 2026-01-08

Next: Questions to ask the interviewer (25 smart questions)