The Magna Influence Method The Human Integrity Method
Your Company Does Not Have Three Problems. It Has One System.
A company buys sales training. The numbers lift for a quarter. Then everything snaps back, and the assumption is that the training was weak or the team was lazy. Neither is usually true. Three connected systems were treated as three separate problems.
Leadership affects sales. Sales affects service. Service affects loyalty. Loyalty affects growth. And integrity affects everything.
Why the Usual Approach Stalls
Three budgets. Three vendors. One result that will not move.
The sequence is almost always the same. Sales misses the number, so a sales trainer is brought in. Attrition climbs, so a leadership coach is brought in. Complaints climb, so a customer-experience consultant is brought in. Each one is competent. Each one works on a third of the problem and hands the other two thirds back untouched. Nothing in the system is asked to agree with anything else.
A team taught to sell on value, reporting to a leader who approves every discount request by Friday afternoon. The training was right. The environment overruled it.
Leaders aligned on standards, in front of a sales conversation that still opens with the product and closes with the price. The standard has nowhere to land.
A service team recovering promises that sales should never have made. Satisfaction scores measure the repair, not the cause.
Change one discipline and the other two pull it back. Change all three at once, with one shared language, and it holds.
The Shape of It
Leadership creates it. Sales communicates it. Service keeps it.
Leadership Excellence creates the environment. Leaders set the standard everyone else lives by — and when what leaders say differs from what they approve, nothing downstream survives the difference.
Sales Excellence communicates the value. The best salespeople do not sell. They help clients make decisions that are genuinely good for them, and build value so clearly that price stops being the only thing left to discuss.
Service Excellence keeps the promise. Service is where every promise sales made is either honored or broken — and where a relationship is either deepened or quietly ended.
Leadership affects sales. Sales affects service.
Service affects loyalty. Loyalty affects growth.
And integrity affects everything.
What the Method Is Made Of
One operating system, not a shelf of models.
Two frameworks carry the structure. Everything else is a tool that works inside them. Nothing here is a separate course to be bought later — they are one system, and each piece is where it is because of the one before it.
The relational shape
MAGNA
How trust is actually built, in five moves.
Motivations already exist inside the person in front of you — they cannot be manufactured, only uncovered. Aspirations point at where they want to be. Between the two you build the bridge, and the person who builds it becomes the guide rather than the vendor. Every agreement worth signing is psychological before it is material.
- M Motivations
- A Aspirations
- G Goals
- N Nurturing
- A Agreements
The lifecycle
CAVAR
Stakeholder management from first contact to lasting partnership.
CAVAR is Portuguese for to dig — if you know where and how to dig, you find water in a desert. It runs end to end: connect on the person's terms, adapt to how they think and decide, build the value, assist them into results, and reaffirm the value they received so the decision keeps proving itself. Satisfaction becomes loyalty. Loyalty becomes partnership.
- C Connect
- A Adapt
- V Value
- A Assist
- R Reaffirm
HANDY SUCCESS
Builds the person doing the work.
Five forces of excellence — Identity, Vision, Communication, Learning, and Little Extra. One per finger, which is the point: it travels with you. People are the decisive pillar of value, so this one comes first.
PIB SELLING
Grows the value of the need.
Problem, Impact, Benefit. Most sellers try to add value to their solution. The move that works is adding value to the need first — because a need worth little can only justify a solution worth little.
PRIMO
Turns one room into two hundred conversations.
People, Relationships, Interests, Motivations, Objections — the five things to prepare before you present to a group, so a single hour carries the conviction of a hundred one-to-one meetings.
TOE
The three channels value travels on.
Technical, Operational, Economic. It works in both directions: it is how you read which channel a person is deciding in, and how you answer them in the same one. Mismatched channels are why good answers land badly.
THE SIX MOTIVATORS
What people are actually deciding on.
Gain, loss, comfort, safety, status, and how the interaction made them feel. The last one decides more deals than any of the others, and appears on no requirements document.
SUPPORT
What to do when you meet resistance.
Do not fight the objection. Do not avoid it. Support it — seven steps that turn the moment a deal usually dies into the moment it becomes real.
Integrity is not the decoration on this. Every one of these tools works just as well in the hands of somebody manipulating a buyer. That is precisely why the method refuses to be taught without the line drawn: influence is the power to make a positive difference, or it is not influence at all.
Get the Full MapThe Method Map
Everything on one page, so you can argue with it.
Thirty years of this work compresses into a single map — every framework, every stage, and every label in its place, with the lines drawn between them. It is the sheet people print and put on the wall, and it is the fastest way to judge whether this method has anything to say to your organization.
It is free, and it is the whole structure. What a map cannot give you is the practice — the thousand judgment calls of running it in a real room, with real quotas and a real leadership team watching. That part is the work, not the diagram.
What is on it
- The three disciplines and how each one feeds the next
- MAGNA and CAVAR laid out stage by stage
- The five forces of personal excellence
- PIB, PRIMO, TOE and the six motivators, with where each one is used
- The seven steps for meeting resistance without fighting it
One page, PDF. No call required, no sequence to escape from.
What It Has Produced
The method is thirty years old because it kept working.
Three engagements where all three disciplines were addressed together, and where the client measured the outcome rather than the satisfaction score.
14×
Industrial automationReturn on the investment in nine months, with gross margin up 4.1 points and no discounting. Net profit close to doubled.
28×
Solar energyFive times revenue at the end of year one; twenty-eight times by the year before the company was acquired by a major American group.
10×
AgribusinessMore than ten times revenue across a six-year relationship covering leaders, sales and service teams together.
No engagement is ever the only thing happening inside a company. Markets moved, products launched and people were hired in every one of these. What is claimed here is the arc and the contribution — not sole causation. Client names are withheld by preference; introductions are offered where the client agrees.
Straight Answers
The questions people ask before they commit.
Is this sales training with a broader label on it?
No — and the difference is testable. Sales training changes what your salespeople say. This changes what your leaders approve, what your salespeople ask, and what your service team is left holding. If a program only touches the sales team, the sales team goes back to an environment that has not changed, which is the reason most sales training decays inside a quarter.
Can we start with only one of the three disciplines?
Yes, and most organizations do. A keynote or a single workshop is a legitimate entry point and often the right one. What matters is knowing what you are buying: one discipline moves the needle where the constraint genuinely sits in that discipline, and stalls where the constraint sits in one of the others. Part of the first conversation is working out which of those you have.
How long before anything shows up in the numbers?
Conversations change immediately — people use the questions the following week, and leaders hear the difference in their own pipeline reviews. Numbers follow the length of your sales cycle. The industrial automation engagement was measured at nine months. A company with a three-week cycle sees it sooner; one selling capital equipment sees it later.
Our people have been through several programs already. Why would this land differently?
Because it gives the whole organization one vocabulary instead of three. When leaders, sales and service all use the same words for value, impact and benefit, coaching becomes possible between events — which is the only thing that has ever made training survive contact with a normal Monday.
Is influence not just a polite word for manipulation?
Influence is the power to make a difference, to lead, to transform. Manipulation gets someone to act against their own interest. This method is built the opposite way round: you uncover motives that already exist, you grow the value of a need that is genuinely there, and you help someone reach a decision that is good for them. Where those two things separate is exactly where the method draws its line.
What languages is it delivered in?
English, Spanish and Portuguese, all delivered natively — not translated, not interpreted. For organizations with operations across the Americas, that means one method and one vocabulary across every site, rather than three regional variations that drift apart.
Where to Start
The method is the house. Pick a door.
Most organizations meet this work through a keynote, because an hour in front of the whole company is the cheapest way to find out whether the argument holds in your room. Some start with a single workshop where the constraint is already obvious. A few start with the whole thing. All three doors open into the same house.
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