The Power of Persuasion: A Lesson from Steve Jobs and Andy Grove

In the world of tech giants and visionary leaders, few names shine as brightly as Steve Jobs and Andy Grove. These two titans of the industry shared a unique mentorship and friendship that spanned decades. Their interactions often showcased the power of persuasion, emotional intelligence, and respectful disagreement. Today, we delve into a fascinating exchange between Jobs and Grove that reveals valuable lessons on changing someone's mind.

The Year: 1995

The year was 1995. Steve Jobs was at the helm of Pixar, a groundbreaking animation company that was making waves in the graphics industry. Jobs and his mentor, Intel CEO Andy Grove, had been engaging in discussions about how Intel could benefit from the knowledge and expertise of Pixar. However, things took an unexpected turn when an Intel engineer reached out to Jobs via email.

In this email exchange, which can be found in the book "Make Something Wonderful: Steve Jobs in His Own Words," recently published by the Steve Jobs Archive, the engineer inquired about the potential collaboration between Intel and Pixar. Little did he know that his message would trigger a fascinating interaction.

The Suggestion of Payment

When the Intel engineer sent the email to follow up on their discussions, Steve Jobs suggested that Intel should pay for the valuable information they sought. This suggestion seemed to catch the engineer off guard, leading him to put the meeting on hold. He responded, stating that Intel had never entered into financial arrangements for ideas related to their microprocessors in the past and had no intention of doing so in the future.

Jobs, known for his directness, was offended by this response. He retorted, "This approach has not served you well in the past, as evidenced by your poor graphics architectures and performance." He didn't mince words in expressing his disappointment.

Grove's Masterful Response

What happened next was a masterclass in communication, persuasion, and emotional intelligence, courtesy of Andy Grove. Just one day later, Grove penned a response to Jobs that would go down in history as an example of how to change someone's mind effectively.

In his email, Grove stood firmly with the Intel engineer, stating, "Steve, I am firmly on our engineer's side on this one." He emphasized that their previous conversations had never suggested a commercial exchange and that he had perceived Jobs' offer as genuine help, not a business proposition. Grove then recalled instances when he had offered assistance to Jobs without any expectation of payment, emphasizing that this was what friends and friendly companies do for each other.

But Grove's response didn't stop at respectful disagreement. He concluded his email with a powerful statement: "I am sorry you don't feel that way. We will be worse off as a result, and so will the industry."

The Turning Point

This last statement from Grove was a stroke of genius. It appealed not only to Jobs' intellect but also to his emotions. It suggested that the potential collaboration wasn't just about money; it was about advancing the industry and doing something bigger. It tugged at Jobs' sense of purpose and vision.

And it worked.

Five days later, Jobs responded with humility and a change of heart. He admitted his faults, expressed gratitude, and affirmed that he had altered his position. He committed to freely helping Intel's engineer enhance their processors for 3-D graphics and concluded with a heartfelt "Thanks for the clearer perspective."

Lessons in Persuasion

This exchange between Jobs and Grove offers valuable lessons for anyone faced with the task of changing someone's mind:

1. Be Respectful: Even in disagreement, maintaining respect for the other person is essential. Andy Grove's response was respectful and never resorted to attacking or belittling Jobs.
2. Focus on What Matters: Highlight what the other person values. Grove reminded Jobs of their past collaborations and the bigger picture of advancing the industry.
3. Appeal to Emotions: Persuasion isn't just about logic; it's about connecting on an emotional level. Grove's closing statement touched Jobs' emotions and prompted him to rethink his stance.

In the end, this exchange serves as a testament to the power of persuasion and emotional intelligence. Changing someone's mind requires not only convincing their intellect but also engaging their heart. It's a delicate art that Steve Jobs and Andy Grove mastered, leaving us with a lesson in effective communication and the ability to inspire change.