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The Scientific Difference Between Female & Male Brains with Dr. LouAnn Brizendine

May 02, 2019 by Lace Gilger in Decision Making, Influence & Communication

In this episode we discuss the the male and female brains. Are they different? If so, what are the differences and do they matter? We look at the science behind all of this and unlock key insights into how you can improve your health, happiness, and relationships with by using a few simple strategies with our guest Dr. Louann Brizendine.

Dr. Louann Brizendine is the Founder of The Women's Mood and Hormone Clinic and a neuropsychiatrist at UCSF. She is the author of the New York Times best-selling books, "The Female Brain" and "The Male Brain"  and executive producer of the 2017 movie, The Female Brain. She has served as faculty at both Harvard and UCSF and her work has been featured in The Harvard Business Review, The Guardian, and much more!

  • How do we use science of a decision-making framework?

  • Should we stop using science to shape our decisions because it gets things wrong?

  • Why do scientists and experts often hedge their bets when citing evidence and research?

  • Can we believe Science? Is science useful or not?

  • Don’t throw the baby out with the bathwater - science and give us really actionable and useful information starting today 

  • The process and the progress of science is constantly questioning and constantly testing your assumptions - this is how you move towards the best answers and objective truth

  • The male and female brain are more alike than they are different, but they do have differences 

  • Starting as early as eight weeks of fetal life, the male’s tiny testicles start to pump out testosterone that shape substantial changes in the male’s brain vs the female’s brain

  • The biology is straightforward - males and females have different brains

  • The major differences in the male and female brain have to do with reproduction 

  • Puberty impacts males and females differently, and shapes their brains and behaviors in a number of ways 

  • From age 11 to age 15 - a man's testosterone levels spike by 25x 

  • How much of our gender roles are a result of culture, parenting, and biology?

  • “Relationship play” vs “rough and tumble play” for young boys and girls 

  • Is the debate on nature vs nurture dead?

  • These behavioral patterns and traits are like a standard distribution that mostly overlap, but do have differences 

  • Does this research about the human brain reinforce gender stereotypes and biases?

  • What is ‘daddy brain’ and how does it affect men?

    • Testosterone decreases by 30% for about 6 months

    • This triggers the male brain to be more protective and more nurturing 

    • You can hear infants cry from much further away

  • Video games impact the male brain by tapping into your search for mastery and flow

  • How do we shape or change our behavior as a result of our different brains?

  • Other people are different from you - they think differently! 

  • Why offering people advice or solutions instead of validating their feelings can often be the wrong strategy 

  • If you’re missing the emotional component when to try to influence people, you’re missing a key piece 

  • Homework: For men - say “Honey, I know how you feel” and then pause 

  • Homework: For women - Men’s testosterone levels are 10x more than yours, that means your partner is (if you’re the same age) 3x more sexually interested than you are 

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Dr. Brizendine’s Website

  • Dr. Brizendine’s Facebook

  • Dr. Brizendine’s LinkedIn

  • Dr. Brizendine’s Wiki Page

Media

  • [Blog Article] Carl Sagan’s Cosmos, Conciousness, Venus Colonies and More by Matt Bodnar

  • [Article] Simply Psychology - “Pavlov's Dogs” By Saul McLeod

  • [Article] “Eleanor Maccoby: How Much Do Parents Matter? Reading and Misreading Behavior Genetics” By Christine VanDeVelde Luskin

  • Article directory on Huffpost

  • ABC News - Louann Brizendine: 'The Male Brain'

  • [Article] The Guardian - Do women really talk more? By Stephen Moss

  • [Article] Booktopia - Nature v Nurture – Louann Brizendine’s take on it all by Toni Whitmont

  • [Article] HBR article - One Reason Women Don’t Make It to the C-Suite by Louann Brizendine, MD

  • [Podcast] Art of Manliness - #410: The Male Brain

  • [Podcast] Live Life Better - LouAnn Brizendine

  • [Podcast] Human Current - Episode 59: A Closer Look At The Female Brain

    • Accompanying Blog post: Dr. Louann Brizendine on Modern Life & the Female Brain by Haley Campbell

  • [Podcast] Podfanatic - Episode: Brizendine, Dr. Louann — The Female & the Male Brain: There is a Difference

Videos

  • Maker’s Video Interview List

  • LouAnn’s Youtube Channel

  • Philippe SHOCK Matthews - Dr. Louann Brizendine on the Male HATE Brain

    • Dr. Louann Brizendine on the Sexual Harassment Brain

  • The Female Brain by Louann Brizendine - Book Review

  • The How Movement - Ghetto Stress on the Female Brain - Dr Louann Brizendine

  • Louann Brizendine | Talks at Google (

  • One Mind - The Female and Male Brains in Psychiatry: Dr. Louann Brizendine

  • TED Talks - Louann Brizendine at TEDxBerkeley

  • The Female Brain (2017 Film Adaptation)

Books

  • [Book] The Female Brain by Louann Brizendine

  • [Book] The Male Brain: A Breakthrough Understanding of How Men and Boys Think by Louann Brizendine

Misc

  • [Wiki Article] Couvade syndrome

  • US News Health Profile - LouAnn Brizendine

  • LouAnn Brizendine IMDB page

Episode Transcript

[00:00:04.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[0:00:11.8] MB: Welcome to the Science of Success; the number one evidence-based growth podcast on the internet with more than three million downloads and listeners in over a hundred countries.

In this episode, we discuss the female and male brains. Are they different? If so, what are the differences and do they matter? We look at the science behind all of this and unlock key insights into how you can improve your health, happiness and relationships by using these simple strategies with our guest, Dr. Louann Brizendine.

I’m going to tell you why you’ve been missing out on some incredibly cool stuff if you haven’t signed up for our e-mail list yet. All you have to do to sign up is to go to successpodcast.com and sign up right on the home page.

On top of tons subscriber-only content, exclusive access and live Q&As with previous guests, monthly giveaways and much more, I also created an epic free video course just for you. It's called How to Create Time for What Matters Most Even When You're Really Busy. E-mail subscribers have been raving about this guide.

You can get all of that and much more by going to successpodcast.com and signing up right on the home page, or by texting the word smarter to the number 44-222 on your phone. If you like what I do on Science of Success, my e-mail list is the number one way to engage with me and go deeper on what I discuss on the show, including free guides, actionable takeaways, exclusive content and much, much more.

Sign up for my e-mail list today by going to successpodcast.com and signing up right on the home page, or if you're on the go, if you're on your phone right now, it's even easier. Just text the word smarter, that's S-M-A-R-T-E-R to the number 44-222. I can't wait to show you all the exciting things you'll get when you sign up and join the e-mail list.

Have you ever desperately wanted something and then as soon as you get it, or as soon as you achieve it, you seemingly toss it aside and move on to the next thing? In our previous episode, we explored the powerful brain science behind why this happens. We looked at dopamine; how it shapes your behavior, why it causes you to do certain things and motivates you to achieve new things, but also why it can be dangerous if it becomes too imbalanced. We shared strategies for enhancing and harmonizing with your brain’s dopamine circuitry and much more in our previous interview with Dr. Daniel Z. Lieberman. If you want to finally break free from the cycle of chasing your tail, listen to that episode.

Now, for our interview with Dr. Brizendine.

[0:03:09.8] MB: Today, we have another unique guest on the show, Dr. Louann Brizendine. Dr. Brizendine is the Founder of the Women's Mood and Hormone Clinic and a Neuropsychiatrist at UCSF. She's the author of the New York Times bestselling books, The Female Brain and The Male Brain, and the executive producer of the 2017 movie, The Female Brain. She has served as faculty at both Harvard and UCSF and her work has been featured in the Harvard Business Review, The Guardian and much more. Dr. Brizendine, welcome to the Science of Success.

[0:03:40.7] LB: Hi, Matt. Thanks for having me.

[0:03:42.8] MB: Well, we're very excited to have you on the show today and to really explore some of the topics that you've researched and written and spoken about. Before we get into the meat of your work, I'd love to start with something that we were hashing out and just started to have a really interesting conversation about in the pre-show that I think is really relevant for the listeners. This is the idea of science as a decision-making framework. How do you think about how we integrate and use scientific knowledge to make better decisions?

[0:04:11.8] LB: Well, I think one of the things that when you're in the scientific world, you're so cognizant of the fact that everything that we know today – you can ask me a question today, what as of today do I know to be true? I can only tell you what I know to be true today, but I can also tell you about well, we're not quite sure about this and we're not quite sure about that, so we're doing more work on these things, so that maybe five years from now, we'll have some different answers for you.

It's always this issue of hedging your bets, even about what you know to be true today. In science, I think it's confusing sometimes to the public because we are as scientists, always hedging our bets. We also do know three or four things that are lurking in our peripheral vision that may do something to change our theories a bit, or to change what we think is scientifically true a bit.

We're always a scientist holding what we know is true today, but that tomorrow it may not be quite as true. For the public, it feels like well, if something is hedgy, if someone's hedging on, an expert's hedging on it today, what can we really believe? Is science really true, or science not true? I think that's an unfortunate conclusion that sometimes the public makes. As you throw the baby out with the bathwater, you don't focus on something that can be actionable, some really important piece of scientific information that we know to be say 98% true today that you could take in your life and make it actionable and really help yourself.

I encourage your audience to take some of the scientific truths of today for just what they are. They are the truths of today, which doesn't mean that we're not going to have modifications of them in coming years.

[0:05:59.6] MB: What would you say to somebody who thinks to themselves, or even has a friend or family member who says something like, “Well, science gets stuff wrong all the time. I'm just going to ignore it, or I'm just going to go with my gut, or I just don't believe that”?

[0:06:13.6] LB: I would just say that of course, science gets things all wrong all the time and they get many things wrong. A lot of things they of course get right, but the process and the progress of science is constantly questioning, okay, is this thing that we just showed in this experiment, okay, how true is it? Is it true in all situations? Let's do another set of 10 experiments to test that out to see if that theory is true in other situations.

Science is always constantly – the whole goal of science is to test, test, test to make sure that what we think is true really is true, so we are constantly questioning ourselves as scientists, questioning our theories. That is just part of the progress of science, but it is the heart of the scientific process itself.

[0:07:00.1] MB: We're getting out on a tangent a little bit, but to me, somebody like a Carl Sagan is such an intellectual hero of mine, because he really popularized and taught and shared people the power of the scientific method and constantly questioning yourself, constantly testing your assumptions, and how that can be a very useful and impactful way to think about the world and to think about your life.

[0:07:27.2] LB: Absolutely. I think that Carl Sagan is also a hero of mine, because of the way of thinking about science and the scientific method. I think this is why it's important for all of us to have at least a little bit of scientific learning through different parts of school, is so that we understand how scientists think. Scientists never claimed to have the absolute once and for all truth about something. Scientists are always experimenting and trying to move the ball further and further down the field.

[0:07:59.5] MB: Ultimately, that that questioning and that constant testing gets us to stronger answers and moves us towards a more robust understanding of what is really true.

[0:08:11.9] LB: Absolutely. I think, especially I'm so aware of that in my field, which is looking lots at the brain connections and the brain aspects of gender differences in the brain, because the male and female brain are more alike than they are different. After all, we are the same species, right Matt?

[0:08:33.6] MB: I think so. No, I’m just kidding.

[0:08:36.2] LB: Yes. There's so much involved in that. What we do know is that from the moment of conception, when that sperm enters the egg, if the sperm is carrying an X, the baby will be female. If it's carrying a Y, the baby will be male. From the moment of conception onwards, we are gendered, if you will. Well, you're going to be male or female. At eight weeks of fetal life, the male tiny testicles start to put out huge amounts of testosterone that marinates the brain and body of the male fetus changing the brain and the body into male. By the time we're all born, we're either born male or female.

That doesn't mean that we're obviously not in different species, but we are a version of humanity. You end up being a male version of humanity, or a female version of humanity. Most everything works just about the same, but there's a whole bunch of different things in different parts of the circuits the area for sexual pursuit, is about two times larger in the male brain, right? From the get-go. That's made during that fetal life and is then triggered by all of the testosterone surge at age 10, 11, 12, 13, 14, 15. In males during male puberty, that whole system is turned on like a light bulb.

It's important to know that that's completely the natural, normal unfolding of the male sex. That's how you guys are wired. In females, we are developed from that moment of conception until we're born without testosterone. The absence of testosterone lets our circuits develop in the female, or the default mode. The default mode in a way is the female circuitry. Then of course during puberty, we get all the estrogen surges and the progesterone surges and we shape our circuitry, our behavior, our motivations are tilted in the female direction.

These things are built on those principles. Those are the principles that we understand that we know and those haven't changed really from our understanding from the last 50 years. That different aspects of it of course and new elements of how that happens, in some ways in which it can be a bit different happen. The same-sex attraction that happens in – if you're going to be same-sex attracted, that usually happens in puberty for both males and females, that unfolds in that direction.

We don't understand much about how that happens for different brain circuits, but we know that all of the aspects of who we're going to be sexually attracted to happens usually at the unfolding of puberty.

[0:11:30.4] MB: Before we dig into some of the puberty effects on the brain, I want to come back to this fundamental premise and perhaps even explore a little bit, or hear about your journey and your story of how you came to some of these conclusions that the male and female brain are in fact different.

[0:11:48.8] LB: Right. I just laid out how the science goes, how the biology and the unfolding of if you have a Y-chromosome, you're going to develop in the male direction, if you have an X, you're going to develop in the female direction. Now that says something about how your brain circuits and your body and your genitals, how they develop, that's just biology. I mean, that's how the biology unfolds.

I think that what happens is that many people then it's hard to take that into other realms. Like oh, does that mean girls aren't good at math and that boys are better at math? Basically, both brains can do the same kinds of things. There's an equal number of high, very high IQ females, as there are high IQ males. The aspects of intelligence and the aspects of other parts of how the brain functions aren't different. The male and female brain are like I said, they're more alike than different. After all, we are the same species.

The parts that are different have to do with reproduction. Basically, the means of reproduction, or the seeking out a sexual partner to reproduce, those are made in different categories; male and female. That's how we all get started in life. That doesn't necessarily mean that the only thing we are is male or female. I'm a female, who happens to really like science. Matt, you may be a male who – maybe I don't know, maybe you like to – maybe you like costumes, or fabrics, I don't know. I mean, it doesn't – whatever it is that you happen to be interested in, doesn't necessarily only have to do with which sex you are.

[0:13:31.6] MB: Tell me more about these changes, or these differences in the brain and how it impacts male and female behavior, especially around reproductive behavior.

[0:13:44.7] LB: I think one of the things that I like to talk about and I talked a lot about that in my book, The Female Brain, which I think when a lot of guys read that, they say that – especially chapter 2, which is the teen girl brain chapter, really explains a lot about what it's like to be a teen girl in terms of looking at it from the brain perspective.

For example, as the estrogen-progesterone cycles start to happen after a girl goes through puberty, all kinds of things get stimulated in her brain that are – she gets very interested in her appearance. I mean, you probably know this. Both of you guys know some girls in your life that are like, they're really into dressing a certain way, they want their shoes to be a certain way, their hair, their makeup.

I can remember myself at that age, I would read. In those days, it was the Seventeen Magazine, or all the girls’ magazines. I wanted to know what it would be like. I want to look like – I want to be hot. I want to be, have males be attracted to me and what was I going – how did I do that? How did I figure that out?

Girls are trying to figure that out all the time, because part of their biology and their hormonal triggering of the motivation, the behavioral motivation in their brain to look hot and attract the opposite sex, if they're opposite sex attracted, is basically to spend time on their parents; figure out what that's going to be like, how you're going to get guys to be attracted to you is the subtext of that urge and that motivation.

I mean, it's almost like the hormones that trigger your hunger. These things are built-in biologically. We don't think that they are. We think, oh – I mean, I know a lot of guys that I've talked to, they're in the teenage age group. They feel like – and I have a 29-year-old son, so he goes just like, “Mom, I just can't stand all these girls with all this makeup and all the time they spend on this and their hair.” He says, “Why are they doing that for? It doesn't make them look any better.” That's from a guy's perspective.

From the woman's perspective, it's very different. Trying to attract male attention is how the female brain is wired during those stages of a female's life. On the flipside, the male at age 13.5 is the average age of male puberty. We measure that by the age at the first wet dream is 13.5. We know that all the systems are working by then. Girls are about age 12.1 if they're Caucasian, Asian girls are a little later, like about age 13, African-American, Hispanic girls are a little bit younger, more a bit like 11.

Female puberty happens say between somewhere between ages 10 and 13. Their circuits are going to light up in wanting to be spending more time being attractive. The males on the other hand, once their testosterone goes up from about 15 or 20 up to a level of 300-400. Of course, by the time you're about 19-years-old, your testosterone level can be up to the level of 800 to a 1,000. It really is a very rapid curve straight up during ages 13, 14, 15.

That turns on all of these circuits that I call that area for sexual pursuit. Guys are like, they're tracking things, every pair of breasts that walk by catches their attention, all kinds of sexual interest all over the map for boys. Their thoughts of sex come rapid-fire. Anything can make them think of sex. That's a teenage boy’s motivation, interest in their biology is all hooked into that as it were. That's how the hormones and biology are motivating their behavior.

I mean, it's not the only thing they're doing. It's not that they are not going to do their homework, or they're not going to practice whatever sport they're doing, but they are going to have this other thing. It's almost like having – you walk into a sports bar and the TV is always on in the background. It's this whole area for sexual pursuit is always on in the background after a male goes through puberty. That's just how you’re normally naturally wired.

I think that it's interesting. When females – when girls find that out, you know that that's what's going on in the male brain, they're quite shocked actually. I think when guys figure out what's going on in the female brain at their stage, it's also very interesting, especially when you have your first girlfriend and you make it into the areas of the other area I study which I study PMS and kinds of the mood issues of the menstrual cycle is another one of my areas of expertise.

There's a whole lot of interest, I think in young males trying to figure out what that's about since the female brain and their hormones changes up to 25% a month, certain areas can go through a lot of hormonal structural changes.

[0:18:57.7] MB: During this onset of puberty, these hormone levels are spiking to, forgive me for probably botching the numbers, but I mean, it's 10X, 20X, 50X, huge spikes, right, for both men and women of different hormones.

[0:19:12.4] LB: Yeah. I have a graph on page 33 of my book, called the male brain, that takes the male from age about 11-years-old to 15. Yes, that curve goes straight up, like times 25. It's just a 25-fold increase in testosterone levels. The testosterone, it's going to be making male beards grow, hair grow, makes your Adam's apple grow larger, your voice is going to change and get deeper, penis gets larger, testicles get larger, all the male sexual characteristics get larger; your muscle mass starts to change a lot, because testosterone is a huge growth factor for muscle. Males are just turning into the male body that we all know. That's happening at that age.

[0:20:02.1] MB: How did your research change, or shape your perceptions on whether or not, or which gender roles are socially constructed and which are more biologically skewed?

[0:20:14.4] LB: That's a great question, because that gets us into to the taking it out somewhat of the biology, but not as much as you might think, but putting it into. How much is the construction of which gender we are happen by the way we’re raised, or the way culture raised us? Like the phrase, boys don't cry, right? They're like, man up. Boys don't cry. When you say that to a four-year-old who's just falling down on the soccer field and rip the skin off his knee, that is a cultural overlay on to telling that little boy what's acceptable and what's not acceptable based on his gender.

Or just maybe allowing, encouraging little girls, or comforting little girls more when they cry, let's say. The meaningfulness of those kinds of behaviors towards children based on which sex they are don't go unnoticed. We all will respond to what we're encouraged, or discouraged from doing. You look at three and four-year-old boys in preschools, a woman named Eleanor Maccabee down at Stanford worked for about 40 years in the preschool setting, taking detailed research of all the behaviors of the boys and girls who played in their play groups.

Little boys would very quickly start to – they would sit down with the little girls maybe in play, what's called this role play type of thing, where the little girls say, “Okay, you be the daddy and I'll be the mommy, or you'll be the doctor and I'll be the patient.” Little boys will sit and go through maybe one turn or two of that, and then they're up and wanting to run and do stuff with the other like, “Come on guys. Let's go get them.” They want to fight the enemy.

These behavioral modalities, about 90% of little girls are more interested in what's called relationship play at that age, than little boys are. Little boys are much more interested in fighting the enemy and they get more interested in explosions and basically, having much what's called rough-and-tumble play. No one really taught them how to do this, it's been discovered, but this is just part of the way boys tend to be wired, or at least 90% of them. They are then culturally reinforced for that. Or maybe the 10% of little girls who prefer the rough-and-tumble play, they may be discouraged a bit from that.

I think the way things have changed in the last 25 years is basically having more allowances for just having the individual child develop along whatever path they choose, rather than trying to impose, or the cultural mandates on them of how a little girl versus a little boy is supposed to behave. That being said, those things that are culturally mandated either by your family, or by your school, or by your peers, or by your peers’ families, whatever the source of it is, don't go unnoticed. We start to craft who we are in terms of our personhood based on our gender by these experiences we have that will either provide us an outlet to be encouraged or discouraged from certain behaviors that are considered gender specific.

[0:23:29.1] MB: You made a comment and this might be pulling from the depths, and forgive me if this is out of left field. You made a comment in your Google Talk, which was some time ago. You said that nature versus nurture is dead, or something around that. I was curious. That particular line really stuck out to me and I wanted to know what you meant by that. I think it might fit into the context what we're talking about now. I'd love to hear you elaborate on it.

[0:23:53.6] LB: Exactly. I mean, the old theory was that everything was nurture and not very much was nature, right? That everything, that gender was completely socially constructed and that everything was based on nurture, whether you became a boy or a girl. Of course, the biology that I just told you about is very clear and that is nature.

The other piece that we also know is that all of the things that are the nurturing things we talked about, or the environment, or the cultural mandates about gender, those start to act also upon the brain. You're learning and behavior all start – if you're punished for crying as a little boy, then that becomes part of your inhibitory brain circuits. Your brain circuits start to shut down that behavior, shut down the – whenever you want to start to cry, you'll just start to shut that down. That is not just only a conscious decision, but your actual brain circuits start to develop in such a way that they will shut those behaviors down.

I mean, you can watch how – if you train dogs, right? You train animals and you basically have them rewarded or punished for doing certain things. It starts to become part of their brain circuit. That's why how you're nurtured, or how your culture mandates certain things, it be interwoven into the brain circuits, so that becomes nature. Nature and nurture are really not different. They are the same thing. That's why the nature-nurture dichotomy is dead.

[0:25:30.1] MB: Pavlovian conditioning is such a powerful mental model. It's really interesting to hear how it can play into childhood development and even gender roles to some degree as well.

[0:25:40.1] LB: Absolutely. I mean, part of that it's true for all of us. That's why really trying to enhance each individual's – to maximize each of our own creative and intellectual potential is what I think as a society, we are trying to work towards with all children. That would be certainly the ideal to work towards.

[0:26:01.8] MB: That's another point that you brought up earlier that I think is worth rehashing and bringing up is this idea that a lot of these behavioral patterns are more like a standard distribution, that have a lot of overlap with some differences. Each individual may be on one side of the other distribution and they may exhibit a lot of tendencies that may not, maybe atypical or different, but every individual was totally unique in the way that they interact with the world and their preferences, behaviors and that thing.

[0:26:32.3] LB: Exactly. I think in pie charts sometimes, because it's helpful to – The pie chart of me, who I am, when I was second, third grade, I really enjoyed – I would say I was more of a tomboy. That meant that I liked to go with the neighborhood boys next door and go out and hunt for lizards and snakes. I mean, I was into the reptiles. That was not very girly. I'm just not. I also had my dolls. I also had toys and I definitely liked fashion and I liked fabrics and liked designing clothes for my dolls.

Those were all parts of me and who I was. I always went – I was fishing with my dad from the time I was about three or four. I could put a hook into a fish. I could gaff a fish and unhook him, from the time I was pretty young. Those are things that were both because of my family of origin, but also because nobody told me I couldn't go hunt for lizards with the boys in the neighborhood, right? Those are parts of me that were maybe not – some of them might have been supposedly in the other category of being more boy things.

I think that everybody has – you may fit right in the median on some of your tendencies and you may fit two standard deviations off in other areas, which is that's not – that doesn't mean there’s anything's wrong with you. It's just how you as an individual and your particular genetics are wired.

[0:28:06.1] MB: This might be getting a little bit off-topic, but I'm curious, how have you dealt with people who would characterize your research as furthering gender biases?

[0:28:16.1] LB: Well, I can understand that if you just take it on a very simplistic superficial basis and not having read anything I wrote. I mean, if you just think it like, “Oh, someone talks about the male and female brain. That's just going to reinforce gender stereotypes and blah, blah, blah.” I can certainly understand it from that very superficial perspective.

On the other hand, I talk about – the stuff I talk about is just basic science of hormones, behavior and biological development. I think stereotypes are very dangerous actually. Some of the studies where they will read some girls that are maybe junior high, they'll read them a paragraph about how girls can't do math and all this stuff. Then they'll take another and then give them a test. Then they'll take another group of girls and tell them how girls are good at this and good at other things and can be good – Those girls, maybe they all have the same IQ and the girls who are told that girls aren't good at math will do badly on, or do worse on the test than the other girls.

That's one of those – I think a profound study that shows the negative aspects of stereotypes, of gender stereotypes. I think we all have to guard against gender stereotypes, racial stereotypes. All kinds of stereotypes are just – they're very offensive to the individual that you're trying to deal with, because that person, you have no idea who that person is, where they came from, what their background is, what their talent sets are. The reason brains like to deal with stereotypes, it's an ability to have shorthand. Our brain likes to be able to make up shorthand for something, so that we don't have to think too hard, right?

Every individual that you run across in your life, ideally you would take them as being someone you would just like to learn who they are about, what they're about, what their background is and you don't come to them with any stereotype. You just want to let them flower the way they are. That's my comment on stereotypes. I think all of them are bad.

[0:30:21.8] MB: I want to change gears radically and come back to something else you've written about, which is very relevant for me personally having a six-month-old, daughter which is daddy brain. Tell me a little bit about that.

[0:30:36.7] LB: I think that if you start with the phrase human brain, human parenting brain, the parent brain. I think that a lot of women, because we are the ones who carry the baby, birth the baby, breastfeed the baby, right? That's what's going on in your household right now. Fathers are really incredibly, even biologically involved. They basically have found that in the first – within the first two or three months of your partner's pregnancy, if you're living together in the same house, I think this may or may not be true if someone's spouse is away, say in Iraq or something.

If you're living with that person and you're the father of that child and your partner, your wife is pregnant, you start to have hormonal changes that you may or may not be aware of. I mean, you heard of couvade syndrome, or couvade syndrome, C-O-U-V-A-D-E. It's where the male gets basically the same appetite as the female and often gains up to 25 pounds during her pregnancy, because you're also eating for two, but it's thought to be pheromonal/hormonal. Male’s testosterone level drops about 20% to 30%. Your other hormone, which is called prolactin, P-R-O-L-A-C-T-I-N, prolactin. It means actually pro-lactation. It's the hormone that causes milk in the breasts.

Males also have it. We don't really know what it's doing in the male brain, or in the daddy brain, but it increases by 20% or 30% during the whole gestation of the – then after birth. Right at about six months, yours is starting to go back to your pre-levels. During that first six months of the baby's life, if you're living with that child, your testosterone level is still a bit low and your prolactin level is very high.

The thinking is that it's really triggering the male brain, the daddy brain to become protective and basically, to become parent. You've probably seen those studies where they measure the ability of the female brain to hear an infant crying. If the female has had babies before, if she's already had children versus someone who hasn't, she hears the babies, infants cry a lot more. It's a lot louder, it's a lot she wakes her up more, than a female who's never had children. If you take a male who's never had children, he hardly hears the crying at all.

You take a dad, once you've had the experience as well, it's not quite as robust or as for a female brain in terms of hearing an infant cry, but once you've been a dad, your ability to hear infants cry based on MRIs studies of crying infants, that whole auditory circuit in your brain just lights up a Christmas tree when you hear babies cry. Beforehand, before you ever became a dad, it was – it’s flat-lined in your auditory circuits for hearing the baby cry. I think that's very interesting to watch the actual formation of the daddy brain.

[0:33:41.0] MB: I've definitely experienced that. I used to be able to sleep through a hurricane and now I'm like a ninja. I can hear my daughter crying from half of building away. I'm like, “What was that? Was that a cry?”

[0:33:51.9] LB: You see. There you go. You’re proof positive, Matt. Isn't it amazing though that you watched the changes you've gone through and just the – I don't know if you've just felt like that. You're in awe. You're a totally different person.

[0:34:05.2] MB: You said after about six months, the testosterone levels start to revert back to normal, is that correct?

[0:34:11.2] LB: Yes, yes. You should be right on the threshold.

[0:34:16.2] MB: Very exciting.

[0:34:19.4] LB: I don't know that. There's all kinds of theories about why that happens, whatever. The comments also often made well, that keeps him – he's not going to be out chasing skirts. He should be home, trying to build the nest for his child. That's the way mother nature made it, so that you'll stay close to the nest and be set up to be more nurturing and protective of your child. That all makes sense. Obviously, not every male does that, but about 90% of men have this phenomenon happened to them.

[0:34:50.8] MB: If you're like me, you have tons of skills and abilities that you want to master. That's why I'm excited about our sponsor for this week, Skillshare. Skillshare is an online learning community for creators with more than 25,000 classes in design, business and more.

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Skillshare is awesome. I highly recommend going to sign up, check it out. There's definitely a course, or probably a number of really high-quality courses and classes on exactly what you want to master in your life today. One more time, go to skillshare.com/success and sign up now.

[0:36:46.1] MB: Another topic that you've talked a little bit about and I'm very curious to dig into is how video games affect the male brain.

[0:36:55.0] LB: Well, that's these days a very, very big question. Things are also related to the amount of minutes or hours you do this thing, right? If you're playing a video game over and over and over again, I know that the major games that guys like to play are these single shooter games, right? The single shooter games are the best – the billion-dollar industry. That repetitive play, depending on how many hours a day you do it, etc., it basically can crowd out other things.

The effect of the video games on the male brain are it gives guys great pleasure in doing that, because they love the mastery that comes from being able to have the fine motor skills and also to understand the aspects of the game and to actually be able to win and to go up levels, all that. It's a very gratifying world to live in. I think, the only thing that – especially we look at in teen boys is that the danger becomes that that is the world they live in. That their daily diet of video games, versus other things that you need to be learning to do, and say your social world, or even in physical activity world, get downplayed a bit when you're doing too many hours of that.

[0:38:13.5] MB: I want to look at some of the conclusions or lessons that we can draw from your research, whether that's communication strategies, or behavior changes, how do you think about – for somebody who's listening to this episode, how can we start to apply some of these lessons around the different – the male brain and the female brain to shape our behavior more effectively?

[0:38:37.9] LB: Well, I think that it's a generalizable thing that comes out of it, which is basically that the other person in front of you is different than you are. That really comes as a big aha moment for many of us, because we like to think that other people are just like us, or that their motivations and the way they will make a decision about something that's presented to them would be the same that we would do.

I think that just on a very basic foundation is that to know that the female’s motivation, driven to some extent by the hormonal fluctuations that are totally normal and appropriate are maybe driving her, or urging her to do things that are different than would be driving you as an adult male with your high testosterone levels to do.

I think that the actionable thing from this research is that your level of understanding of being able to put yourself in the other person's shoes based on something that you've learned from this science is really, really helpful in your ability to deal with the opposite sex.

[0:39:49.7] MB: I'd love to have a specific example of that, if you have one.

[0:39:53.6] LB: Okay. Because I study premenstrual syndrome, or PMS, which is that usually for about 80% of females, about three or four days, or even that one or two days right before onset of your menstrual period is a time when your progesterone level has been very, very high and all of a sudden, it crashes down into the pits by whatever, 10, 20-fold. Progesterone acts in the brain almost like valium. It makes you feel pretty calm. Then all of a sudden when it drops, it makes you feel almost in valium withdrawal, which means very irritable, very emotional, easily triggered.

Different females, 20% don't have any of this. About 80% will say, “Oh, they will become either irritable, or pushing you away,” or we call it in my clinic the crying over dog food commercials sign. Bursting into tears over something that ordinarily wouldn't make you cry. If you take your girlfriend to the movie that's a sad movie, but maybe not that sad, she might on that day before her period starts to cry easily over things. Or you may say something to her that was a little bit insensitive, but maybe not all that insensitive. She may just either fly off the handle in an angry rage at you, or burst into tears, or to feel rejected by you and like you don't love her, or all of – It's an emotional overreaction that can actually happen very, very easily in that particular hormonal state.

I think that for guys to realize that and that there's nothing you can't – don't you dare say, “Oh, wait. Honey, is at that time of the month?” We don't appreciate that, because that just makes it worse. I think being on the alert about that particular vulnerability that's not – it's not about who she is. It's not who she is the whole month, but it may be just a vulnerability on that single day before her period starts.

Just to also know that if she blows up at you, it's not – if it's a fight that you just had that there's something need to be resolved, I tell the guy when they come to my office as a couple, I'll have him write down on a sticky or something what the issue was, put it in a drawer. Three or four days later, if it's something important to discuss, bring it up again when you're both in your best state.

[0:42:24.0] MB: Another example that I've heard you share is and forgive me if I’m misphrasing, or mischaracterizing, the idea of how males will often focus on solution-seeking, instead of validating feelings.

[0:42:37.7] LB: Oh, boy. That's a big one. Because when I was writing The Male Brain, my husband is a neuroscientist too, but he's a guy's guy, what can I say? I wrote this little yellow sticky for him on his computer that said – it just had the words, “Honey, I know how you feel, period.” Whenever I would come home with something that was going on at the clinic, or something at the university, or somebody did this or that and I was – I would come home and be upset about it and telling them about it, he used to just turn to me and say, “Honey, you know what you should do, you should do blah.” He was immediately telling me how to fix it, right?

He had the solution handed to me. That is not what I wanted actually. I needed to hear him say, to empathize with them to say, “Honey, I know how you feel. He would now turn and read that little yellow sticky off his computer.” I was surprised, because it was just a little game we had played. It was not really meant to – I mean, I didn't realize it would have that effect it had on me. When he said that to me, “Oh, my God.” All of my nervous system just relaxed and I was actually then more open to hearing what he had to say to try to fix it.

Before when he immediately would jump into like, “You know what you should do. Blah, blah, blah, you should do this, or you should – ” I felt he hadn't really heard me. He hadn't gotten on my wavelength about how I felt about it. That seem to be a very common complaint and big difference between male and female approaches to emotional problem-solving.

[0:44:13.4] MB: That was one that definitely resonated with me. I mean, longtime listeners of the show will probably know this as well, but I'm a huge proponent of rationality and cold rational thinking and we were talking earlier about Carl Sagan and the scientific process and all this. When I encounter a problem, my state is always, “All right, how can we rationally break this down and solve it?” The other thing that I've learned over the course of doing this show and lots of interviews with tons of scientists and psychologists and people who talk about emotional intelligence is that there's a whole other side of interaction that if you're ignoring the emotional component, you're missing a huge piece of the ballgame.

[0:44:50.5] LB: Oh, absolutely. I think that they try and teach this in businesses. They try and teach it in business school and stuff now to some degrees. If you are somehow missing the emotional component of whatever is going on in the room, or going on with that person, or that client, or that – or your partner, or your girlfriend, or your boyfriend, if you’re missing the emotional component, then you're not going to get buy-in from them at all about, because they don't think you get it. If you're not able to express that you understand the emotional component of where they're at, then whatever you're trying to negotiate is really going to fall flat.

[0:45:29.2] MB: What would be one action item, or concrete step piece of homework that you would give to somebody listening to this episode, to concretely apply some of the ideas and themes that we've talked about today?

[0:45:42.8] LB: Well, I think guys might do well to take a little yellow sticky that says, “Honey, I know how you feel.” Put it on your computer, or wherever it is you're usually in the house when she comes home and just try it out. Do a little experiment. Do a little scientific experiment and see how that works. When she comes home, or she's whatever, or she’s telling you, “God, you know what my sister did? Or do you know what my mother or my father –” Usually family stuff, right?

Did this today, whatever and you're listening to it and you can hear how upset she is, then you just say, “Honey, I know how you feel.” Then just pause after that last word for a moment. That would be something that's an actionable experiment to try, because I do agree that males tend to be – they like the process of rational decision-making so much that they get overly – that's the part that they like the best and they take some bad experiences sometimes to learn the other, so that would be good.

I think just to understand that maybe the other person – I mean, for women, it's very important to realize also that the male testosterone levels are always about 10 times what yours are. That makes sexual interest and sexual drive on the male's part on average, if you're the same age as your partner, about three times more in the male than the female. Obviously, that's not always true, but it tends to be on average what studies for 50 years have found.

I think, just to understand that that's not because they don't find you attractive, that's not because they're not sexually interesting, that's not because they don't love you that they may not be as sexually interested all the time as you are. Some of this is hormonal stuff that's just the way biologically we are built. It's not anybody's fault, or it's not anybody's – it's not a behavior to – don't blame somebody's behavior on them, until you understand what might be the underlying biological principle of how they're dealing with the situation.

[0:47:54.2] MB: For listeners who want to find you and your work online, what's the best place for them to do that?

[0:48:00.0] LB: Well, they can – if they want to check out on Amazon, The Female Brain, there's both the book and the movie. The movie is out on streaming now. The books are easily available in Amazon, The Female Brain. For guys in your age group, guys that are in their late teens up to about age 40, reading chapter 2 of The Female Brain, which does talk about all the hormones and all of that might be a good place for them to start. Just read that. I guess, it's about a 16-page chapter. It's very easy to read.

For females that are in this age group, they might want to read that chapter too, the teen boy brain. This talks about the hormones in the male brain, in the male brain which you can also find The Male Brain book on Amazon. That's what I would suggest. When the new book comes out, I'm just working on a new book that's going to be about all of it – basically, healthy aging and the brain. Healthy hormones and aging of the brain. We may talk about that in the future, but that one is due to come out January of 2020.

[0:49:04.5] MB: Well, Dr. Brizendine, thank you so much for coming on the show and sharing all your research and knowledge. I think we definitely want to have you come back on and dig into the science of healthy brain aging as well, down the road.

[0:49:17.2] LB: Excellent. Thanks for having me, Matt. I really appreciated the opportunity to talk with your audience.

[0:49:23.7] MB: Thank you so much for listening to the Science of Success. We created this show to help you our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

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Next, you're going to get an exclusive chance to shape the show, including voting on guests, submitting your own personal questions that we’ll ask guests on air and much more. Lastly, you’re going to get a free guide we created based on listener demand, our most popular guide, which is called how to organize and remember everything. You can get it completely for free along with another surprise bonus guide by signing up and joining the e-mail list today. Again, you can do that at successpodcast.com, sign up right at the homepage, or if you're on the go, just text the word SMARTER, S-M-A-R-T-E-R to the number 44-222.

Remember, the greatest compliment you can give us is a referral to a friend either live or online. If you enjoyed this episode, please leave us an awesome review and subscribe on iTunes because that helps boost the algorithm, that helps us move up the iTunes rankings and helps more people discover the Science of Success.

Don't forget, if you want to get all the incredible information we talked about in the show, links transcripts, everything we discussed and much more, be sure to check out our show notes. You can get those at successpodcast.com, just hit the show notes button right at the top.

Thanks again, and we'll see you on the next episode of the Science of Success.

May 02, 2019 /Lace Gilger
Decision Making, Influence & Communication
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Find Your Purpose In Life When You’re Lost, Confused, and Uncertain - Lessons from Death’s Door with Jon Vroman

February 28, 2019 by Lace Gilger in Focus & Productivity, Influence & Communication

In this episode we discuss how to find your purpose in life, especially when you’re lost or confused about what to do next. We hear some incredible stories and unforgettable lessons from people who are fighting through life threatening illnesses, and look at how to really push yourself beyond what you thought was possible to achieve what truly matters to you, all of this and much more with our guest Jon Vroman. 

Jon Vroman is the co-founder of The Front Row Foundation, a charity that creates unforgettable moments for individuals who are braving life-threatening illnesses. Jon teaches others to “Live Life In The Front Row” through teaching and inspiring others with the Art of Moment Making. He is also an award-winning speaker, podcast host, and multi best-selling author.

  • Learning about living life, from people who are fighting for their lives

  • When you are facing down death - things become super clear. A lot of things that we used to worry about seem to fade into the background

  • Why one woman was happy that people looked at her with disgust when she was going through her chemo treatment

  • Your life is going to end. The ride is going to come to an end. How does that shape and change your thinking?

  • When you recognize that there is a finite amount of time, every day counts more, every day matters more because there is a finite end. 

  • When you think about your summer - you have 16 Saturdays - that’s it

  • You have 18 summers with your child before they go off to college

  • There are seasons of life.

  • How do you face the reality of existence, and mortality, with a sense of vibrancy and positive urgency instead of anxiety and fear of death?

  • If we ask powerful questions, we get powerful answers. Questions shape our lives.

  • If we get ask the wrong questions, we get the wrong answers. 

  • You have to manage your mindset. You have to create a positive environment and you have to surround yourself with powerful positive relationships 

  • 3 Key Focuses

    • Mindset

    • Environment

    • Relationships 

  • How do we foster powerful relationships 

  • Action Item: Write down the 8 most important people in your life, then write down that their #1 goal or dream. Do you know it? How can you help THEM achieve it. 

  • 3 Key Values of the Front Row Community

    • Hope

    • Celebration 

    • Presence

  • Hope can powerfully shape your behavior 

  • How good of a listener are you?

  • “Hope is not weakness"

  • Hope is uniting, hope is collaborative, hope brings things to life 

  • When life throws you curve balls, when you get punched in the face - hope brings you through - it creates the power of possibilities 

  • Ask yourself and others “what dreams are making you come alive right now?” If this year was wildly successful for you how would it change your life? 

  • How do you fuel yourself? Why do you want to do what you do?

  • What are your fears?

    1. What are your loves?

  • The power of telling yourself “If you can’t, you must"

  • Purpose relieves pain, and pain often becomes our purpose

  • When your why has heart, your how gets legs. When the why really matters, you will always find a How. You don’t have to know how, you can figure the how out if you have a strong enough why. 

  • How to create real purpose, real fuel in your life - to really push yourself beyond what you thought was possible to achieve what truly matters to you

  •  How do you find your purpose in life, how do you find your “heart?"

  • For someone who doesn’t have it, who is lost or confused, how do they find their heart or their purpose?

  • You have to listen. You have to create space and silence - to listen to yourself and find out what really matters to you. 

  • If your face is buried in Instagram, facebook, podcasts, books, content - constantly consuming - you may be missing the message your body and mind is trying to share with you - you’re missing the silence. You may have missed who you are. You may have missed what you want. 

  • The story of “Hey little man, try again"

  • We often treat other people like we remember them in the past, not as who they’ve become 

  • A real goal is to know how to be appropriate in the moment - the purpose of a goal is to be approrpiate and shape our action in the moment 

  • Being a parent vs being a business person - where does your identity sit? 

  • A family man with a business vs a businessman with a family 

  • How does shame show up in your life? 

  • The ego, the false self, and the true self

  • We are all born our true selves, then society, school, growing up creates shame and pain in our lives and creates a “false self” - you don’t feel cool enough, you start to change who you are as a person because you’re afraid that who are as a person is not enough 

  • When are in around 4th or 5th grade we start to build a protective castle, a boundary, around ourselves to project an image to the world of who we are and how we want to be identified. We want to protect ourselves from other people hurting us. 

  • Being a better parent isn’t about learning to say specific things to your kids, it’s not about practical and logical action steps and items - it’s about awakening and developing yourself

  • Homework: write out the list of your top 8 relationships and write out their dreams, do something once a month to support their dreams. And follow up. And do it right now. Do it with no expectation of anything in return. 

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We’re proud to announce that this week’s episode of The Science of Success is brought to you by our partners at Athletic Greens!

Athletic Greens is offering our listeners 
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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Jon’s Website Front Row Factor

  • Jon’s Website Front Row Dads

  • Jon’s Podcast

  • Facebook

  • LinkedIn

Media

  • [Article] Your Life in Weeks By Tim Urban

  • [Article] The Tail End By Tim Urban

  • [Profile] Jocko Willink - Echelon Front

  • [Article] Inc. - “Life isn't as Meaningful in the Cheap Seats” by Entrepreneurs' Organization

  • [Podcast] The Good Dad Project - Making Moments for Your Family with Jon Vroman

  • [Podcast] Becoming Superhuman - The Art of Moment Making w/ Jon Vroman

  • [Podcast] Legends and Losers - 061: How Jon Vroman Built A Movement & A Company At the Same Time

  • [Podcast] Craft of Charisma - The Art of Moment Making – with Jon Vroman

  • [Podcast] Create Your Own Life - 369: Jon Vroman | The Blueprint to Living Your Life in The Front Row

  • [Podcast] Inspired Moments - IM 033: Transform Your Life with the Art of Moment Making | Jon Vroman

Videos

  • Jon’s channel - Jon Vroman Keynote Presentation

  • Emeka Ossai - 😭EMOTIONAL😭How This Best SellIng Author Is Changing Lives | Jon Vroman Front Row Foundation

  • Consolidated Coaching - Special Guest Jon Vroman

Books

  • The Happiness Advantage: How a Positive Brain Fuels Success in Work and Life by Shawn Achor

  • Connected: The Surprising Power of Our Social Networks and How They Shape Our Lives by Nicholas A. Christakis and James H. Fowler

  • The Dream Manager by Matthew Kelly and Patrick Lencioni

  • The ONE Thing: The Surprisingly Simple Truth Behind Extraordinary Results by Gary Keller and Jay Papasan

  • Loveable: Embracing What Is Truest About You, So You Can Truly Embrace Your Life by Kelly Flanagan

  • The Awakened Family: How to Raise Empowered, Resilient, and Conscious Children by Shefali Tsabary Ph.D.

Misc

[Movie] The Shawshank Redemption

Episode Transcript

[00:00:04.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[00:00:11] MB: Welcome to the Science of Success, the number one evidence-based growth podcast on the internet with more than 3 million downloads and listeners in over a hundred countries.

In this episode, we discuss how to find your purpose in life, especially when you're lost or confused about what to do next. We hear some incredible stories and unforgettable lessons from people who were fighting through life-threatening illnesses and look at how to really push yourself beyond what you thought was possible to achieve what truly matters to you. All of these and much more with our guest, Jon Vroman.

Do you need more time; time for work time, for thinking and reading, time for the people in your life, time to accomplish your goals? This was the number one problem our listeners outlined and we created a new video guide that you can get completely for free when you sign up and join our email list. It's called How You Can Create Time for the Things That Really Matter in Life. You can get it completely for free when you sign up and join the email list at successpodcast.com.

You're also going to get exclusive content that's only available to our email subscribers. We recently pre-released an episode in an interview to our email subscribers a week before it went live to our broader audience. That had tremendous implications, because there is a limited offer in there with only 50 available spots that got eaten up by the people who were on the e-mail list first. With that same interview, we also offered an exclusive opportunity for people on our e-mail list to engage one-on-one for over an hour with one of our guests in a live exclusive interview, just for e-mail subscribers.

There's some amazing stuff that's available only to email subscribers that's only going on if you subscribe and sign up to the email list. You can do that by going to successpodcast.com and signing up right on the homepage. Or, if you're driving around right now, if you're out and about and you're on the go, you don't have time, just text the word “smarter” to the number 44222. That's S-M-A-R-T-E-R to the number 44222.

In our previous episode, we asked how champions are made. Are they born or are they built? Is nature versus nurture even a useful model for understanding human performance? We looked at the incredible power of focus and how it translates into championship performance. We studied how Navy SEALs use the technique of drownproofing and how you can use the same thing to conquer your own fears and perform like a champion. We discussed all of that and much more with our previous guest, Dr. Rowan Hooper. If you want to learn the truth about world-class performance, listen to our previous episode.

Now for our interview with Jon.

[00:02:55] MB: Today, we have another great guest on the show, Jon Vroman. Jon is the cofounder of The Front Row Foundation, a charity that creates unforgettable moments for individuals who are braving life-threatening illnesses. Jon teaches others to live life in the front row through teaching and inspiring others with the art of moment making. He’s also an award-winning speaker, podcast host and multi-bestselling author.

Jon, welcome back to The Science of Success.

[00:03:20] JV: Hey, guys. Great to be here.

[00:03:21] JV: Well, we’re super excited to have you back on the show, and for listeners who may not be familiar with you or your work or might not have heard your previous interview on Science of Success, I’d love to start out with a core theme that really inspires and flows through all of your work, which is this idea of learning about living life from those who are fighting for their lives.

[00:03:43] JV: Yeah. That been a decade-long study for me and a privilege to be a witness to so many people who are in the fight, and after we started Front Row Foundation back in 2005 and here we are 13 years later. When we wrote the book, The Front Row Factor, we realized there's so much wisdom here from people who are facing death, and this isn’t terminal situations, but when somebody has an illness, a disease, something in their world that's threatening their existence, a lot of things become super clear. A lot of things that we used to make a big deal about seem to no longer be such a burden, and that what’s truly important tends to emerge, and that's what we want to define.

We just had so many opportunities to be in conversation with people that were experiencing that level of focus, and I can actually – I’m a storyteller. That's what I do, is I’ll give you an example of what I mean, because I’m not just speaking in theory, right? We took a woman on an event one time, her name was Nikki, and she was battling breast cancer at the time. We took her and her husband to go see the Dallas Cowboys, and it was in the midst of their Front Row experience. We’re in a limousine. We’re heading to dinner right before the game, and I don't how we got here, but she made a comment that when she walks into public places sometimes people look at her with kind of like a look of disgust, because she has her head shaved or she might be in treatments and she's not looking per se at her best and she says people give her this look.

When she said it, I felt myself getting angry at the people. I felt myself wanting to stand up for her, kind of fight somebody on this and call them out. Right as I'm getting angry she's like, “And that makes me happy,” that they're looking her that way. I was like, “Okay. You caught me. What do you mean it makes you happy? Tell me.”

She said, “Jon, it makes me happy because if they look at me with disgust, it means they have no context to my situation. Certainly they've never battled cancer and they don't know anybody who has, because if they did they would never look at me that way. So I'm happy they don't know this pain.”

When she said that I realized how much room I had to grow as a human, how much I could evolve in the way that I viewed people in my situation and are in entanglement with others, and that type of story showed up time and time again from kids to people that were at the end of their life fighting for their life, but those are the lessons that I've been learning and trying to live myself, trying to be a better human myself and then trying to teach other people what we're hearing and witnessing.

[00:06:16] MB: And I think one of the most important lessons that comes to me out of all the things you’ve taught and written about is this idea that the finite time in our lives in many ways can seem sort of scary and morbid, but if you really think about it, it can create an appreciation for the now and for the moments in our lives.

[00:06:36] JV: 100%? Yeah, it was a little bit of like the moment you realize that – The moment you come to grips with the fact that this is going to end. People don't like that idea at first, like I’ll stand in a room and giving a speech and I’m like, “The one thing we all have in common is that 100 years from now everybody here is dead.” Barring any miracle medical evolution, we’re all gone. This is going to end for everybody. That's a scary thought. I don’t like to think about my sons, my two boys. I have a nine-year-old and a four-year old. I don’t like to think about the end of their life. But when I recognize that there is a finite amount of time, every day counts more because you appreciate it, because it has an end.

So as an example, I remember coming to my buddy, John Cain, one of my best friends in the world, and it was a summer, few summers ago, beginning of the summer, and I said, “Hey buddy, we have 16 weeks this summer, 16 Saturdays with our boys. Let's not waste a single one,” and he was like, “Oh my God. I never thought about that, that in a summertime we get 16 Saturdays.”

Then I had a buddy of mine, Jim Sheils, who wrote a book called The Family Board Meeting, and he talks about 18 summers. When you have a child that is born, you have 18 summers with them before they are an adult and often to the world. Now, I know that my wife fights me on this and she's like, “Our kids are never leaving the house. It’s not just 18. You get many more,” and I get that. It’s just – But when we recognize that there are seasons of life, and there's statistics about how you will spend like 90% of the time with your children before they reach the age of like 12 or something like that, right? It's staggering to think that these are realities that many people do face in their life.

I remember being on an airplane and pulling out a journal and putting a little dot on the left-hand side and a little dot on the right hand side. Left side was my birth, right side was my death, and I thought, “Oh, let’s just say I live to 100, right? Let's take 80 of those years were amazing years. I put a dot right where I was at the time, which is about 37-years-old.” I was like, “Oh my God! That's it. I'm looking at my whole life on a timeline and I'm almost halfway through the great years that I have.” That didn't create a paralyzing feel. That created energy. That created vibrancy, appreciation, an urgency to make sure that I made the most of my moments. It changed the way that I approach my days, and that's what I hope to inspire with other people so that we don't have to face a life-threatening illness to get that wisdom and that lesson.

[00:09:04] MB: How do people wake up? How do they have a reaction of vibrancy and the urgency to live and appreciate and truly experience life instead of being in a place of fear or paranoia?

[00:09:16] JV: I think a lot of it goes back to – Well, three things that we teach in the book, right? These are the three areas of focus of living a front row life as we call it, and one is that it's your mindset. So what you think, and this is not new, right? But it’s good to be reminded of this. I often tell people that personal growth isn’t always about learning something new. It's about remembering what's true. It’s practicing the habits and the rituals and the ideas and the rhythms that actually work, and one of them is the questions that we ask. The questions that we ask shape our future. If we ask powerful questions, we get powerful answers. One of our dominant questions of the charity is how can I consciously create experience and celebrate the meaningful moments of life?

If somebody goes through their day and their dominant question is how can I consciously create experience and celebrate the meaningful moments of life? They're acting differently than if somebody goes through life saying, “What's wrong here? What am I missing? What's not happening in my life that's happening in everybody else's life? Why are they so much further ahead than I am? Why are they on vacation and I'm here slaving away?” We ask the wrong questions and we get the wrong answers.

I didn't make that up. That seems to be every wise person that's traveled the road ahead of me said that about the power of questions. So I think managing our minds, that’s really important. Part of how we manage your mindset is by the environment that we put ourselves in and the relationships that we’re in. If our environment lights us up, we’re bound to behave differently.

Shawn Achor and The Happiness Advantage. He was a Harvard professor and he did a lot of research on happiness, and one of the things he wrote about his book with this 22nd rule where he wanted to learn guitar and he thought, “Well, I never play it, but it's always in my closet. What if I put the guitar in the middle of the room?” The percentage of times that he played the guitar went way through the roof.

What if we shape our environment intentionally in all areas? What if we put things in our way? What would become the chief marketing officers in our own lives? Why do we wait over the world to market to us? Why don’t we market to ourselves? We don't put enough time and attention into where we show up in life. Literally, our environment, we work very hard in the charity that shape people's environment by sending them to these incredible events.

One of the reasons I love going to retreats is because it changes my environment, and there's amazing research on this, right? I literally have studied people, older folks, who they created an environment where they turned back the clock. There’s a famous study I wrote about in the book where they literally put people in an environment where all the magazines, all the pictures in the wall, everything was from 20 years earlier. These are men in their 70s. What they did is they took all the vital signs before the experiment, all the vital signs afterwards and they recognized that, literally, by putting somebody in an environment where they were not only acting like they were younger but they were in an environment that suggested they were younger, that these men, by saliva tests and measuring their height and flexibility and all these other different measurements, they literally changed physically and mentally. They were sharper. Their eyesight improved. Some of their hands got longer because their arthritis diminished. It was incredibly profound about the power of our environment.

Then the other way is by the relationships. I mean, listen, we have such a strong desire to connect with people that when we have somebody that we’re accountable to, when we have somebody that we’re connected to, it changes our world. I mean, the incredible book Connected, written by Christakis and Fowler. That basically proved with science that we’re affected by our relationships. The biggest determining factor of somebody's health and happiness in life is the relationships they have.

So if we want to wake up every day and make the most of our moments, if we want to live life to the fullest, if we want to make the most of our time, we have to focus on those three areas. What's going on inside our head? How are we dictating that conversation? What is our environment look like? Every piece of it that we can manage – Some of your listeners might be like, “Oh, I can't manage my environment right now. I live in this area. I can't move away from this area.” “Okay. Well, manage what you can, and then it’s relationships.” Choosing who we want to be in the front row with, right? Who's in our front row? Whose front row are we in? Who are we connected and close to?” That’s it.

[00:13:11] MB: Tell me more about the power of relationships and creating close connections with people that can help foster accountability and create really meaningful impact in your lives.

[00:13:22] JV: Here’s one of the things that we teach, which is you write out a list of your topic relationships and you rank them in order of importance, one through eight. That’s very hard for some people to wrap their heads around, but you can do it, right? You rank them one through eight. Then what you do is you write down what their biggest dream or goal is. Amazingly, for the eight most important people in your life, a lot of us, me included at many times in my life, I can't tell you what they are. A lot of people are married. They can’t even tell you what their spouse’s number one dream or goal is.

It just goes to show that here's the thing, we spent a lot of time focusing on our own dreams and our own goals and how we can grow, and I get that. Me to, I want it just like everybody else, but the front row philosophy is showing up for others. We have no shortage of attention of the philosophy of get in the game. Play the game. Don't be on the sidelines. We almost like condemn people that are on the sidelines, like, “Oh, you’re on the sideline. Well, I’m in the game. I’m awesome.”

People have challenged overtime. I talk about living life in the front row and they’re like, “Well, I don't want to be in the front row. I want to be the one on stage,” and I’m like, “I get it, man. I'm a professional speaker. I understand the value of being on stage, but let me tell you that that can't be it in life. We can't go through life always wanting to be the one on stage or be the one playing the game. What about supporting others? What about cheering somebody on? What about putting them on stage, making them the rock star?” Both have to play a role, but what we want to do is we want people to say – Zig Ziglar said it best. He was like, “If you want everything you want in like, you got help enough people get what they want in life.” That's the key, right? I probably just butchered how we said it. He probably said it way better than that, but that's basically what he said.

So I think that part of how we nurture these relationships, part of how we build relationships is we show up to serve. We show up to give. Put somebody in the front row, shine the light on them, make them the rock star, and that's living life in the front row. It's a life of service. That's what it is. When you do that, the best fans get the best show. When you do that, you will get the best performance from the people around you. They’ll want to play for you. They’ll want to serve you. They want to play for you because you showed up for them. That's how I think the game works.

[00:15:28] MB: There’re so many avenues that I want to explore coming out of that. To zoom out and come back a little bit, for listeners who may not have been familiar with this term living life in the front row, tell me a little bit more. You started to get into that, but tell me more about what does that mean to live life in the front row.

[00:15:44] JV: Yeah, I’m glad you asked to clarify that. Sometimes I get all fired up and I forget about context. So the charity is Front Row Foundation. We put people in the front row, their favorite event, and then we teach them how to live life in the front row as we say. What that means is living life in the front row is about getting close. It's a metaphor for getting close to the people, places and things that make you come alive that you can show up for. That's what it's about.

Tony Robbins has always that proximity is power. That's the philosophy. What do get close to? So a front row life is where you intentionally and consciously create experience and celebrate the meaningful moments of life. So when I talk about living life in the front row, that's what I'm talking about. I'm talking about somebody who values also three things that we talk about.

Now, I talked about the three areas of focus, of relationships, of mindset, of environment, but the three things that our community values the most is hope, celebration and presence. I like to think of life as like this pendulum that swings from the past to the future. When our pendulum is swinging into the future, we’re thinking about what's next. What's the next call we’ve got to be on? What's the next thing we’re going to do? As we record this, what's going to happen around the holidays? What do we want to create? Where are we going? What's next? That's our future.

When we really have hope for the future, we are able to bring the power of possibility into the present moment so we can do something about it. It's not wishful thinking. This is not weakness. Hope is very powerful, because it creates change, because when we look into the future and we’re excited about something, we know what makes us come alive. We know we want to create. How we want to serve. It can change how we behave in the moment.

People who live life in the front row understand the power of celebration, looking in the past. They understand they can look back and say, “What worked? How can I do that again? What's worth celebrating?” Some people go through life and they achieve so much success, but they never take time to celebrate it and they miss out on that really amazing feeling of looking back on the day and saying, "What am I grateful for? What we’re the highlight moments? What were the wins today?” That’s a huge part of how we feel in the present moment, and there's so much science behind that, right? Talk about Shawn Achor, who we’re talking about earlier. His science behind gratitude and looking back and celebrating wins is huge, massive victories there. In the space of science saying, “How does this affect somebody's chemistry of their body, the chemicals that releases?”

Then it's being in the present moment, like this pendulum, we’re kind of swinging through the present moment. Very hard to be in the moment. Very hard. We can practice it. I mean, even meditation is the practice of coming back to the present moment. You get distracted, you come back to it. They go, “That’s actually meditating. Not standing in the present moment, but the art of coming back to it.”

So being in the present moment is just the ability to not always pull out your phone and take a video or a picture per se, but to just feel it, to be there, to be witness to it, to be in that experience. I think that living life in the front row is understanding the power of those three things, and we have countless examples of that in the charity. You talk about hope, people fighting to stand up for the national anthem at their front row event. Working hard weeks and months prior in their physical therapy so they can stand up for the national anthem. That’s the power of hope, changing how we behave.

People on their on their deathbed literally days away from losing their life, looking back at photo albums with a smile on their face, celebrating their front row moments. Taking the pain away from their present moment because their focus goes elsewhere on the celebration of life and what they've done and experienced. Then this idea of being able to like do something with your moments as its unfolding, as it's happening. How good of a listener are you when someone's talking? It’s a great example. That’s a front row life. That’s a front row skill, listening.

A lot of time in society we put all the value in what you're saying, and it's ironic because I’m doing a lot of talking right now, but normally in my life when I'm not on a podcast interview, I’m focused on listening. I'm actually focused on not saying much, but hearing more, and I think that's a front row life. We have a world where we want to talk and put all these value in the things that you say, the brilliant things you say. How you lead. What about just how you listen to people at times? I think these are ways that we can live a front row life.

[00:20:08] MB: We went pretty deep in our previous interview into celebration and then how to really create celebration in your life. I want to explore a little bit more this idea of hope, and especially I really like the notion that you share, this idea that hope is not weakness.

[00:20:24] JV: That kind of sounds a little light. If you’re like, “Hey, I want to come in and talk to your sales team about hope.” They’re like, “Oh! I much be more interesting in like closing sales,” right? Yeah, it feels a little light.

[00:20:37] JV: So tell me more about why hope isn’t weakness.

[00:20:40] JV: Well, I think that hope changes the way we behave. One of my favorite movies, and I don’t’ remember if we talked about this in the previous interview, but Shawshank Redemption, right? Nobody knows what that's about. It's basically about a man who escapes from prison. An innocent man was put in prison and he finally escapes. The movie to me was about persistence. The movie to me was about being steadfast in your belief that you can see the light at the end of the tunnel, pun intended.

In this movie he gets out. He just suffers and suffers and suffers and your heart is breaking with this character of the movie, and at the end, when he gets out – By the way, I don't know whether or not you’ve seen the movie, but I’m talking to all the people out there who may not have seen the movie. It's like – And as a reminder to those who have, when he gets out, he gets to this one tree and he digs up kind of a treasure that his cellmate had told him about and he starts reading a letter, and one of the things is hope is a good thing. Maybe the best of things and good things never die.

I'll never forget hearing that line in the movie. I'll never forget understanding how hope creates in our world this determination and perseverance and gives us this energy to act, and I think that's the difference, right? It's a way of understanding the power of dreams that people have in their life. One of my friends, Matthew Kelly, who’s a wonderful author, wrote a book, wrote many books, but one of them is called The Dream Manager, and The Dream Manager is all about understanding that as a manager of people, we sometimes underestimate the power of knowing what their dreams are and how their current role and their current job can actually help them to live out their dreams.

So on his team – And he's a consultant and works with big companies all over the world. On his team and what he teaches other people to do is to literally have dream sessions with their teams, where people come to a staff meeting with a list of a hundred dreams and they literally go around the table and you just start with your number one dream and you read it off to the group and you talk about that dream and then you keep going around the table.

What's amazing is that people can actually start to help make other people's dreams come to life, and then now that sales team, that team of nurses, that group of accountants, all of a sudden they find more meaning and purpose in their moments, because they have hope for the future and that they can actually find out how what we're doing today, our team. Why are we together? Why are we working together? It's not just to do these numbers as an accountant, but it's to actually be in relationship with one another. It's actually to understand what each other's hopes and dreams are and to help each other move forward. That this becomes a vessel, that this will work that we do becomes a conduit to our possible future, right? That to me is the magic of hope. Hope is united. Hope is collaborative. Hope brings things to life, but I think that's something that we all need.

I mean, truly, when a company talks about a 10-year vision, or in Japan and overseas, they talk about the hundred year vision that companies are creating. Really, what they're talking about is what they're hopeful for. What do they hope happens within their company? The reason in some ways is hope is because nobody controls the future. I mean, look at most – Most plans become – They become archives immediately, because they literally – We don't know what the future holds for that plan. That's why so many great leaders that I know are like planning beyond like 90 days. Yeah, you could cast a vision. Yeah, you could be helpful for things that you could create, but – I mean, we just don't know what's going to happen. We don't know what's going to happen.

So when life is throwing us curveballs, when we’re getting punched in the face, when we’re in the storm, hope brings us through, because it creates – It's always a possibility. Who doesn't need that? Who doesn't need to overcome adversity? Every business owner, every parent, everybody, there’s not a person on the planet. So on some level this has to be a role in someone's life. This has to be a place. We don't live in the future. I don't live in hope. I just live into it.

[00:25:03] MB: The whole discussion around dreams and goals and the exercise you shared earlier I think is really powerful, which is this idea of writing down the dreams and goals of the people who are closest to you even thinking about people in my own life. It's amazing how it's so easy to overlook that and yet there's such a rich ground for engagement and meaning and relationship building if we just wrote that list down and began with that.

[00:25:29] JV: Yeah. It's so fascinating even for me to think about how I'll teach this and then occasionally I'll go, “Oh! I should probably do what I teach,” and I go, “Oh! I actually need to go back to the basics in my own life.”

One of my favorite questions always is what dreams are making you come alive right now? What are you chasing? What are you hopeful for? Did everything worked out? If this year we’re wildly successful, what would change in your life? Those are the things I want to talk about. That’s much better than what do you do at a party? Asking that question what do you do? It's like, “Hey, what are you excited about right now?” It’s so cool. Let people take it wherever they want.

[00:26:09] MB: I’m definitely going to upgrade my cocktail conversation to use that question.

[00:26:14] JV: Right. Right. Oh! It’s so funny, speaking of that. I remember years ago I was at a networking event of some type or a personal growth conference and I never do this, but I did it in the moment where I said to the woman, I go, “What do you do?” and her response was, “Ugh! I hate that question.” I was like, “Me too! I’m so sorry I asked it.” But she gave me the most direct, brutally, honest response to that question. I thought it was super funny.

[00:26:39] MB: And I think it also underscores – You touched on this earlier, but I think it's worth coming back to and exploring, the importance of showing up to serve others and to put others often times or many times ahead of yourself and how that can really create meaning in our lives and help foster and develop incredibly powerful relationships.

[00:27:00] JV: Yeah. Yeah, it’s true.

[00:27:03] MB: So something else that you’ve talk about the past and you actually talked about it in our previous interview, but we didn't get to go deep on it and I wanted to come back and explore in this conversation is the idea of creating fuel for your life, fuel to really help you move forward and be energized and excited about engaging with the world. I’d love to hear a little bit more about how you think about creating kind of that evergreen fuel or energy for yourself.

[00:27:27] JV: I think fuel is purpose. It's the why behind things. When we started Front Row Foundation, one of the questions that led to the decision to start it was, “What are your fears and what are your loves?” We thought those are two opposite ends of a spectrum that are very important to explore to understand why you want to do something.

So, in our case, one of the things that I love was experiences. I wanted to get to the end of my life and feel like I had made the most of my time, that I didn't just kind of watched the world go by, that I really stepped into it and was a part of it and I was interested in not just being somebody that was letting happen – Letting moments happen to me as much as I was creating those moments with intention. My greatest celebrations at that time were times where I really did something epic and I would tell that story for years. I would have a party at my house and I would really work hard to make sure all my friends had a really good time and I would end up telling that story down the road. We would celebrate that. I thought, “There's something there to life that these experiences over things was very important,” and that's what I would be proud of, is not a life of material possessions that I collected, but experiences that we created.

Then the fear was actually just the opposite of that, which is getting to the end and thinking that I didn't do that. My greatest fear was wasting my life. So if I knew that my greatest fear and my greatest love were very complementary of one another, how could I help people who had a life-threatening illness to have perhaps arguably one of the best days of their life ever and then to let that be a metaphor for how they live every day of their life. It was actually those questions that led us to the start of Front Row Foundation.

In the very beginning we were running an ultramarathon to raise money. Now, is was not a runner. I don't know if we talked about this before, but I'd never run more than 3 miles in my whole life, literally. Never ran track. I was never – I never did it for fun. I never did it for any reason. I never ran more than –Most I ever ran was 3 miles one time with my dad when I think I was like 13 or 14-years-old. I’d never forget, he was so blown away that I actually made it 3 miles. But since then, never ran.

In fact, I had been in sports and had some knee stuff and I used to tell myself, “I’m not a runner. I have knee problems.” My buddy comes to me and says, “Let's run a 52-mile ultramarathon.” I remember laughing. I mean, like, “Dude, you're insane. I've never run 10 miles, 5 miles. You want my first marathon to be 52 miles?” and then he’s like, “Yeah.” I said, “I can’t I got bad knees.” He goes, “If you can't, you must,” and that moment when your friends say something to you and you’re like, “I don't have a good come back for this, but you're right,” like in many ways like I am glad that he challenged me. I loved that idea that if you tell yourself you can't do something, maybe that's the thing you need to go do more than anything to overcome that fear and to push beyond that boundary, that limiting belief of your life. So I reluctantly signed up. Then we started training. Long story short, we ended up doing it. We ended up running 52 miles 16 weeks later, 16 weeks, that's what I trained for, 16 weeks, and it's a much longer story and I wrote about it in the Front Row Factor book, but I will tell you that what hit me during that run, the most valuable lesson I got from the whole thing was that I was in excruciating pain at mile 26. I didn't think I could move my foot another step. I have this really bad pain in my right knee now, which I know is an IT band that was tight. It feels like somebody was stabbing me in my knee every step I took. I was literally on the ground at 26 miles. I was grabbing my leg. I was in tears. I was crying. I’m 30-years- old, I’m on the ground, I’m crying grabbing my leg. I'm in so much pain.

Then I have this thought, I have this thought about this little girl named Sophie who we did an event for. Sophie was four-years-old battling a brain tumor, in and out of surgeries, treatments. We took her to go see Kelly Clarkson. She had an amazing time. Met Kelly Clarkson, pictures hanging like 3 feet from where I stand right now. At her funeral, her mom and dad put her VIP Kelly Clarkson badge around her neck as they buried her. I thought about the fight that this little girl was in. I thought about the pain she endured all the time and I thought about the pain that her parents endured through that journey and still beyond her passing.

Then I thought about this knee pain that I had and all of a sudden it just became in perspective, and I thought about all the people that we had written a letter to and told him that we were going to do this run and they had donated money and they believed in us, and all of a sudden with all that new purpose, the pain started to subside. The pain started to go away. I started to get connected to my purpose of why I was there. So purpose relieves pain, and pain often becomes our purpose.

So I said, “When you're why has heart, your how gets legs, and your, why you do something, why build that business, why teach at that school, why donate to the charity, why host this podcast, why write that book, why do this speech, why take your kids to school, why enroll them in that special school, why move your house to a new neighborhood, why do anything that takes a lot of effort, why do that? When you're clear about that, when your why has real heart, your how gets legs. How you get that done you'll always find a way. You don't have to know how. You have to know why to begin, and then you'll figure out how if you have a big enough reason why.

I'm not the first person to ever say it. I’m the first person to say it that way, when your why has heart, your how gets legs, but this is a concept that I’d heard people talk about and it finally made sense to me. It finally made sense. I've heard people say, “When your why is strong enough, your how reveals itself,” and it just hit me on this run that that's why I needed to move. That if I had a big enough heart, if I could stay connected, if I could hold this image of Sophie, four-years-old, in my mind. If I could hold the image of my donors, if I could hold the image of future recipients of our charity in my mind, that I would then be able to move.

So, reluctantly, I moved another 26 miles, but I did it because I had real purpose and I think that's where we find the fuel, and that’s where we find unending, real fuel. I'm not saying that you can eat garbage food and not sleep, and somehow that there's always fuel there. Now, you got to do the other things too. Yeah, eat your fruits and veggies, drink a lot of water, get some sleep, reduce stress, the bad stress, not the good stress. Those are important pieces, but the heart piece is so critically important to the fuel, that if you are missing that, then you’ve got to go back and ask yourself, “Why am I doing this? What's the real purpose of this? What’s the real purpose of my work?”

Sometimes what you will find is that you just lost your purpose. You don’t even need to change jobs. You just needed to reconnect to what it was, and then other people are like, “Now that I'm digging in, I’m recognizing this actually isn’t what I'm supposed to be doing. I need to be doing something differently,” and they finally find their flow and things click. I feel like I'm still doing that. I mean, even with my new Front Row Dads thing, like professional speaker for 10 years, and all of a sudden to wake up overnight and go, “Wait a minute. That was my calling,” and now my calling is this dad's thing. It’s very different. I’ll still probably do speaking about it, but yeah, I meant to run this front row dad's group. That's a big realization.

What’s funny is sometimes your friends will affirm it. My friends have been telling me, they’re like, “Dude, you’ve done a lot of good things that you’ve aligned with your values, but nothing has been better than Front Row Dads. This is what you were born to do more than anything in the world. This is what you're born to do.” That feels really good. Even just have somebody reflect that back to you to affirm that, and it’s not that I'm doing it for them, but boy, do I hear that, and then I know it's true and I'm like, “You're right. You're totally right. I know that,” and I'm glad you can see it too.

[00:36:00] MB: I want to come back to Front Row Dads in just a second, but before we do, how do we find that purpose without or that heart for someone who doesn't have it, who feels lost or confused. How do they go about beginning that journey?

[00:36:15] JV: A lot of it is silence. I’m such a big fan of silence. People often think it's more about reading something or listening to something. I wrote a book, I read all the time, I host a podcast, I listen to them all the time, but I'm also, as an example, I’ve got a 10-day silent retreat coming up in January in two months. 10 days, no talking, no journaling, no reading, 10 days of pure silence. I think that that's one of the things that we’re missing, is this opportunity to just not hear anything except for what's happening in our heart and in our soul.

Often times, that we’re so busy with things that we don't hear the messages. If your face is buried in Instagram and Facebook, or even on podcasts or in books, if you're buried in that, constantly trying to add something to your life, learn a new quote, or strategy, or actionable idea, if they’re buried in that, you're missing one of the biggest elements, which is silence.

I remember like a year ago I was going through a difficult time in my marriage and one of my buddies was like, “It’s so good to have people that will just call you out and like just be honest with you. I got a lot of people in my life. Thank you. By the way, for all the high-fives and the you rocks and all that, I love it. Thank you, but boy do I crave people, they’re like, “Let me tell you something nobody wants to tell you.” That’s actually to me the most valuable comment.

I had a buddy, it was like, “Dude, one of the problems is you don't know what you want. You got to stop listening to other people. You got to stop asking other people for advice. You got to stop thinking about what's right for your partner. What’s missing is you don't know who you are anymore. You don't know what you want. You don't know what direction you're going, and you need to connect with what you want, who you are, where you want your life to go,” because that's attractive also to other people, certainty. It's the balance of confidence and humility. It’s the best blend. Somebody that's both confident and humble.

Jacko Willink, I’m big fan of. Had a chance to introduce him at an event a month ago. I was talking to him backstage and I was like, “This guy is the perfect blend of confidence and humility in my opinion.” No perfection in the world, of course, but he’s awesome at that. You’d think like he's actually not a bulldozer of a person, and I know people that have been on his SEAL team, and he's not a bulldozer of a person, but he has to know when to say, “This is what we’re doing,” but he also has to know when somebody comes to him and says, “That could be the wrong move,” and then he has to be both confident enough to know when he has to say yes and humble enough to say, “You know what? You're right. I didn't see that. You're right. Let's change.” I think that for a lot of us that's the case.

[00:39:16] MB: Such a great piece of advice, and I get so many emails from listeners who are lost who can't find their purpose who feel like they don't know what they want to do with lives. They don't know which goals they should be pursuing. I think that's a really powerful piece of advice for them.

[00:39:31] JV: Yeah, and I think all the people that have traveled the road before me who have both written and spoken about and shared this into my life, into my heart directly in many different ways, but particularly my buddy Tim who directly said this to me. That was really great wisdom, because it wasn't another book that I needed and it wasn’t another podcast. It was silence. I needed to hear what I already knew to be true, and I just forgot that.

[00:40:03] MB: This episode of The Science of Success is brought to you by our amazing sponsor; Athletic Greens. I've used Athletic Greens for years to make sure that I'm on top of my game. I'm sure you've heard about it from other experts, like Tim Ferriss or even previous Science of Success guest, Michael Gervais.

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[00:41:23] MB: I want to come back in and spend a little bit of time talking about Front Row Dads and your new initiative. To start out, and I know this isn’t directly related to fatherhood, but in many ways it is. I’d love to hear the story of your son and when he was rockclimbing, and then we’ll have some lessons for everybody and then we can talk a little bit about Front Row Dads as well.

[00:41:42] JV: Yeah. So my son is four at the time of this story and we’re living in New Jersey. I’d take him out to this kind of pop-up park, this festival that was happening in our neighborhood, and they had set up a big rock wall, probably 30 or 40 feet tall. We were walking by it and he’s like, “I want to climb that wall.” He’s four. I just want to set the stage again, and I think to myself, “There's no way. This is big kid activity.” He won't fit in the harness. There's no way he's going to do this. He can't reach the different holds on the wall, but he’s super persistent as a four-year-old should be. He's just asking me repeatedly to do it.

So I kind of caved and just go, “All right. Fine. Go.” It’s kind of like I wanted to be like, “Yeah, you’re going to try it and you’re going to know I’m right.” I didn’t quite say that out loud, but that's what was going on in my heart. It was just like, “There's no way.”

Well, he gets harnessed up barely, barely fits him, and he gets his hands on the wall and the kid just shoots up like 30 feet on the wall, almost to the top, like probably 5 or 10 feet from the top, and I’m blown away. I’m sitting there –I'm beside myself. I can't believe he did it. So clearly I’m standing corrected, right? When he gets to this part of the wall where the wall inverts out, it looks to me like the expert part of the wall. The part of the wall that – The last 5 feet, most challenging. He stops right there, he turns around, he looks at me and he yells down, he was, “Papa!” He goes, “I can't,” and he's looking up and he’s looking down at me and he’s intimidated and he tries and he can't do it and I'm thinking to myself, “Of course, you can’t. You’re four, dude. I’m amazed at what you did, but I’m not shocked you can't make it past the expert part.”

So because my brain said, “Well, of course that's not for him.” I say, “Hey buddy, it's okay. You tried,” and I just thought that was like encouraging and supportive. I thought that I really nailed that as a dad. Until the guy who was the – The guy who is working at the rock wall, he looked at me, and before my son could let go, he looked at me, he said, “Hey, man,” he goes, “I think your boy can do this. He turns around and he looks up at my son and he says, “Hey little man, try again.” My son heard this confident vote to give it another shot from the guy who worked there, and my son grabs a hold of the wall and with all of his might and with every ounce of strength in this little four-year-old body he makes it to the very, very top of the wall, and he smashes his button and the lights go off and he's coming down from the wall and everybody's clapping and cheering, this little four-year-old who just made it to the very top of this wall, and he walks over to me and I give him a high five and I’m like, “Buddy, you did it. I’m blown away. I’m so proud of you.” This guy who’s standing next to me, we get to talking where he’s like, “Your boy is – I can't believe he did that. He’s only four?” I was like, “Yeah! It's amazing,” and he's like, “Yeah, that's yeah really amazing.”

Then as my son's getting the harness taken off the guy, he’s like, “Oh! You live around here?” and I’m like, “Yeah.” He goes, “What do you do?” and I was like, “I’m a motivational speaker,” and I realize as I say that how what just happened that this wall was not what a motivational speaker would do. Why was it that I was literally – I was like, “There’s no way you can do this,” like, “You tried buddy. Come on down.” Why is it that the guy who worked there was the only one who is like, “You got this. Try again.”

I realized in that moment that we often treat other people like we remember them in the past, not as who they’ve become, and that I'm actually as a father more susceptible that than even a stranger, because I think of my son as he was when he was 3-1/2, or three, or I fail to see, because I see him every day that he has grown and he has changed. I’m constantly treating him like I remember what his capabilities were, and that I realized as a dad that I need to be hyper-vigilant to not let that happen, to not let my own perceptions of my son's abilities stand in the way of his progress in life. Then I started thinking about how I do that on my team. How sometimes like somebody work for Front Row Foundation and I’ll think there have these capabilities and I treat them as such. But if they went and worked somewhere else, somebody might give them a job promotion or of another title and all of a sudden they rise to the occasion.

I mean, there's a lot of science behind that, about studies of teachers who are given classrooms and they say, “Your classroom is gifted,” and the kids perform at such. “Hey, your classroom is challenged. Be careful with them,” and then they drop in their scores.” In our lives, whether it's being a dad or a husband or a wife or whoever you are leading a team, part of your community, you have to see what's possible in situations. That's being hopeful for what's next. You have to see possibility and then you have to believe in that before it even comes true, and I think that's cool.

My friend Geoff Woods who works with Gary Keller and Jay Papasan, they work on a project called The ONE Thing, and it's a training company and an awesome book. You guys have probably read it. One of the things he talks about is Gary's definition of what a goal is, and a real goal is to know how to be appropriate in the moment. The purpose of a goal is to be appropriate in the moment, and that when we have a vision or a goal, it tells us how we can then act in the moment. I think that often times we have to understand what is our goal as a parent? What is our goal as a community leader or a team leader, an entrepreneur or whoever you are? Then how can we learn to be more appropriate in the moment.

As a father, as somebody who wants to be a leader of others, I need to be more appropriate in recognizing somebody's potential in that moment of what they could become. That's being a moment maker, by the way. When we talk about being a moment maker, that's what it's about.

[00:47:46] MB: And for listeners who want to dig in, we went really deep in our previous interview on how to create and make incredible moments in your life, but I want to spend – I know we’re running out of time, but I want to spend a couple of minutes and hear a little bit more about some of the lessons that you've learned from Front Row Dads.

[00:48:04] JV: Oh man! This has been the best project yet. Two years ago it all started because I didn't think I was an awesome dad and a husband. Like I got honest with myself, I was at a party and somebody's like, “What do you do?” I started to answer with like what I thought they were asking, which is speaker, charity thing. I cut myself off and I answered it how I wanted to answer it. How I wish I’d answered it for years, which is that I'm a father and I’m a husband. But when I'm not doing that, I happen to do these other things on the side.

Most people think of themselves, in my case, with my dads, not my dads, but guys that are my demographic, right? These are guys who think of themselves as businessmen with families versus a family man with a business. So whether you're a man or a dad or whomever, think about how you identify in the world. What's really important? Where is your identity?

So for me, one of the most valuable things about Front Row Dads is that this community holds me to the identity of being a family man with a business, not a businessman with a family. We always say these are men with wisdom who are wise enough to know there's more to learn, and that’s where I want to be. I want to be surrounded by people who are not only – That have wisdom but just that have the humility to come in and say, “What else can I know?” It’s not always about something new. It’s something true.

So what has the community taught me? Countless lessons, but a couple of really game changers. I shared one with you and I'll share it with the audience right now. That is that at this retreat that we just had, 33 guys got together for three days. I brought in one of my friends, Dr. Kelly Flanagan, to be a guest and to speak and answer questions, and this guy is great. He wrote a book called Lovable. He’s fantastic, and Dr. Kelly, or he allows me to call him Kelly, he's talking to the guys and one of the things that comes up is about shamem, this idea of like with our kids, and even as dads, how shame shows up in our life. He gives a great metaphor that I think is valuable for anybody. This is not just for dads, but it certainly applied to us, and here's what he said, he said, “I've thought a lot about this like ego that we have, this false self and the true self.” He goes, “The way I see it is that we’re all born with our true self.” That's why my four-year-old right now can run around naked downstairs and do a dance in the middle of our living room without any fear, because he's born his true self.

Then what happens is when he starts to go to school or he grows up a little bit, he actually experiences some shame, some pain, and starts to develop a little bit of a false self. Where that – Like as an example of that, it's like you don't feel cool enough because you're not wearing the cool clothes or brands or something like that or you don't have cool sneakers and you start to feel that who you are as a person isn't enough in the world and that you need to build a false self to fit in and to be loved and be appreciated and be connected. So we have to get this certain pair of shoes in order to get connected. We all experience it. It’s natural part of growing up and to different degrees and different levels, of course, with different people. But we develop this false self. Then what we do is we spend the rest of our life trying to figure out who our true self is again. We got to go back to the beginning.

Another one of my friends says – Like we call it his school. He runs a school. He calls it butterfly-cocoon- butterfly, or butterfly-caterpillar-butterflies. It’s like this idea of like they're born a butterfly free then they sort of get into this cocoon and they come out butterfly again towards the end when they figure out who they really are.

So what Kelly says, the great metaphor that I think is perfect, he said, “When we’re like, let’s say, 4th, 5th grade, we start to develop a castle, and these castle walls are like the image that we project to the world. We start to build a protective boundary around us so that people really don't know who we are. My example of that is like the castle walls are a little bit like clothes, right? We put on clothes to protect ourselves from the world and to project an image to the world of who we are. How we want to be identified. So we build these castle walls. He goes, “That's to protect yourself from other people hurting you. You're not enough, you don't fit in, you don't wear the cool clothes.”

He was, “But then usually a few years later we actually figure out that we can put cannons on that castle, and these cannons that we put on will allow us to actually go on the offense with people.” So before other people can hurt us, we can fire a canon and hurt them.” That might be with a sarcastic remark, right? That's where we can actually attack if we think we’re in jeopardy. So we learn that we can do that to protect ourselves or make ourselves feel better is to put somebody else down or to hurt somebody else before they can hurt us. That's the essence of the canon.

Then what we do is in our lives we actually find that we have a throne, and the throne as a place of righteousness. The throne is actually a place where you’re great, you're really good at something, and you can actually sit on that throne and you get to kind of lead your kingdom from there. You can be really good at math. You could be the best writer. You could be really good at sports. When you’re out of school, you might find that you’re really good at a particular business and then you get into that and you find your sweet spot and you’re just like, “I found my throne where I can sort of be right in the world. These are my opinions, my decisions,” and this is where our ego likes to live is in this throne.

He says, “But then once we have all these, we also recognize that our castle has a drawbridge, and we have this opportunity to put the drawbridge down and to walkout and to be vulnerable with people to be open and to expose kind of our true selves,” and we made the joke at the Dads Retreat about like running naked through a field, like this true self. But in all seriousness, it's really about being able to just like drop the guard, drop the guard and just be you.

Now the cool thing of what Dr. Kelly said that I think is really applicable here to everybody is that I actually told Kelly that I actually had shame around the fact that I built a castle. I said, “Actually, I look back on my life and I feel horrible about the fact that I was so insecure that I had to like wear all these clothes and I said mean things and I did mean things to people to make myself feel better or to fit in. I’d I put somebody else down to get in with another group. I would compromise my values to meet my need for connection, and I felt bad about that.” He said, “Right.” He said, “The thing is we don't need to attack our castle and we don't need to make our castle wrong, because the castle never goes away. In fact, it's good that you have it, because you're probably not going to go to a wedding for a friend and walkout and you meet somebody new, and all of a sudden they’re like, “Hey, what's your name? What do you do?” and you’re like, “Hey, let me tell you everything about my life, my deepest darkest secrets. Let me literally pull back the curtain and hold nothing back.”

He goes, “That’s not necessarily how we should be engaging with people anyways, right? We want to be open. We want to walk out of our castle a little bit, but we also know that sometimes it actually might be good to be in our castle. There are actually times when we might need that to protect ourselves.” He goes, “The difference is whether or not we know that the castle is there. How to use the castle? How to come out of the castle? Then how we shouldn't make the castle a bad thing, but to understand that everybody has a true self that they're born with, they find a false self, which is their ego and then they hopefully find their way back to their true self and their life.”

I think that, to me, one of the things I came into Front Row Dads thinking was that I was going to learn these things that I could say to my kid to be a better dad. Like do this thing, do this thing every Monday at 9 and you'll be a better dad. Make sure to send your kid to this school and you'll be an awesome dad, and I thought they’re going to be this practical, logical, very male-focused things, and we have plenty of those. But what I'm realizing is that just like in the book, The Awakened Family, the real growth that your kids experience is because of the real growth that you as a dad experience, or you as a mom experience, or the real growth of your business is the experience, the growth of the leader. That's why Jim Rohn famously said that, “Your business success will rarely exceed the level of your personal development.”

So as a dad, most of my breakthroughs are coming by the way of how I see myself or how I get myself under control. Like a quit drinking. All of a sudden I'm a better dad. I change things about my own life and all of a sudden I’m just a better dad. All of a sudden I take better care of myself physically, I’ve got more energy for my kids. I have to know that there's this piece of it where the more I learn about myself, the more emotionally resilient I am, the more emotional mastery I have in my life and less like I am to yell at my kids or yell at my wife in front of my kids.

There're all these things that I know a lot of people deal with. People don't want to admit it that they’re getting angry behind the scenes losing their you know what, but it's like they do. The best guys, people you'd never think, lose their minds behind the scenes. I think that this Front Row Dads thing for me is just been another dive into my growth with some lessons of course about how to be a better husband, be a better dad. Those are there for sure, and the practice of doing those, the attention and intention of doing these things.

[00:57:22] MB: Such a fascinating topic and really, really interesting exploration. For listeners who have listened to this interview who want to take some kind of action step, do something concrete to start implementing some of the ideas and themes that we’ve talked about today into their lives, what would be one piece of homework or one action item that you would give them?

[00:57:42] JV: Well, I would write out your list of your topic eight relationships and write out their dreams, and then do something once a month to support their dream. Send them a text message and be like, “How's it going with your goal here or your goal there?” Write them down, hang them up somewhere where you can see them and follow up with people, and do that right now. Depending on when this airs, but do this for the next 12 months. That's an easy thing to do. It's actually easy to do. It's also easy not to do. It’s easy for somebody to be like, “Oh, that's a great idea,” and then right back into their day, which is cool. I know, we’re all busy. Everybody is busy. Got it. You’re full. You’ve got to choose where you want to put your time and energy, but I mean, listen, I would challenge somebody to tell me why that wouldn't be a good use of time. Tell me what's more important than knowing who are the most important relationships in your life and helping support their dreams. Tell me where that's not important. Tell me how that's not relevant.

I think it's actually one of the most fulfilling things to do, and don't do it just because you think you're getting social equity. Don't do it just because you want a place to keep score, because six months from now you're going to launch a book and you're going to demand they write you a review, and you did them a favor so they better do you a favor. That's not the heart behind it. The heart behind it is like do this with no expectation of anything in return. Do this with no expectation of anybody doing anything in return for you. But do this because it's the right thing to do, supporting people with their dreams.

Now you already know that you help enough people with their dreams and people will be excited to help you with yours. You know that's going to happen, but don't let that be the primary motivation here. Of course, that's part of it. Of course we’re all motivated by, “Hey, look. If I put a lot of good out, it's not a bad thing to feel good too.” That's not a bad thing. It's just, yeah, do that. That's your action.

[00:59:33] MB: And for listeners who want to find you and all the things you're working on online, what's the best place for them to do that?

[00:59:38] JV: Main hub for everything is frontrowfactor.com. That's got – All of the stuff is there, but if you want the dad stuff, it's frontrowdads.com. Charity is frontrowfoundation.org. But if you want an easy thing to remember, just Front Row Factor. If you go pump in to the internet Jon Front Row, you'll probably find me.

Yeah, and I’d love to serve. We’ve got the Front Row Factor Podcast where we’re talking to people who are facing life-threatening illnesses and how do we navigate those very difficult spaces. So listen. The percentage of people that either battle a life-threatening illness or know somebody who has through the roof, that would be the podcast for them, and we have our Front Row Dads podcast. So if you are a dad or you know a dad, then that's a place where we’re interviewing epic dads about their journey and what they’re learning.

[01:00:19] MB: Well, Jon, thank you so much for coming on the show for sharing all these incredible insights and all this wisdom. It’s been a pleasure to have you back on The Science of Success.

[01:00:27] JV: Hey, great to be here, guys. A true honor. Thank you so much.

[01:00:30] MB: Thank you so much for listening to the Science of Success. We created this show to help you, our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

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Thanks again, and we'll see you on the next episode of the Science of Success.

February 28, 2019 /Lace Gilger
Focus & Productivity, Influence & Communication
Dr. Amy Cuddy-01.png

Your Secret to Feeling Powerful In Life's Toughest Moments with Dr. Amy Cuddy

November 15, 2018 by Lace Gilger in Influence & Communication, Weapons of Influence

In this episode we discuss the incredibly important thing that everyone (including you!) get’s wrong about presence, we explore how to prime yourself for the best performance in moments of pressure and high stakes situations where other people are watching and judging you. We look at the results from thousands of experiments over the last few decades to uncover the fascinating truth about power and powerlessness. And we share the exact strategy you can use to shift your brain into the mode that allows you to view the world as more friendly, help you feel more creative, and make you into someone who takes action. We dig deep into all this and much more with our guest Dr. Amy Cuddy.  

Dr. Amy Cuddy is an American social psychologist, author, and speaker. She currently lectures on the psychology of leadership and influence at Harvard University and she and her work have won several awards including being named one of “50 Women Who Are Changing The World” by Business Insider. She is the author of the 2015 best-selling book Presence: Bringing Your Boldest Self to Your Biggest Challenges and her 2012 TED talk is the second most viewed talk of all time. Her work has been featured in TIME, Wired, Fast Company, NPR, and countless academic journals.

  • The incredibly important thing that everyone (including you!) get’s wrong about Presence 

  • Presence - what is it and why do you so often misunderstand it?

  • Presence is not a permanent state that you achieve if you go to enough meditation retreats

  • No one can be present all the time, no one can be present all the time

  • Presence is a momentary state - its when you are attuned to and able to comfortably express your authentic best self

  • What is does it mean to be your “authentic best self?"

  • How do you bring your best self to your least likely situation when you’re least likely to be present and most likely to be distracted by your fears?

  • Let yourself off the hook about being your best self and being present all the time - it’s impossible 

  • How does the expression of the "Best Self" interact with the concept of FLOW?

  • Presence is about moments of pressure that come from human interaction - people judging us, high stakes situations throwing us off our games

  • Being focused on the outcome, feeling that you’re being judged, feeling like you’re in a high stakes situation often shuts us off from moments of real presence 

  • When are not present it reveals itself to others - it often triggers “deception queues” in your nonverbal communication 

  • When you lie you’re suppressing the words and emotions around the story - we often might get the words right but we often get the emotions and nonverbal wrong

  • When you are present you become aligned, you become synchronous, you aren’t getting in the WAY of yourself you’re BEING yourself - you believe your story and people hear, feel, and see that in your verbal and nonverbal communication 

  • The people who do the best on Shark Tank are the ones who clearly buy what they are selling - there is no reservation, you can hear their belief and their conviction 

  • When you’re authentic and you bring your best self forward you believe that self - authenticity is a HUGE and KEY piece of this 

  • Synchronous words and nonverbal

    1. You believe your own story

    2. When you’re present you communicate confidence, not arrogance 

  • Arrogance is associated with fragile high self-esteem - confidence is a tool that invites people in - arrogance is the opposite

  • Non-zero-sum power - personal power 

  • People who feel powerful are much more likely to be present 

  • When you look at the results from thousands of experiments over the last few decades - you see a fascinating pattern about power.

  • Feeling powerful affects your feelings, thoughts, behaviors, and physiologies 

  • When you’re in a place of feeling Powerful - you see the world as more friendly, you’re more creative, you’re more likely to take action - you view the world from the “approach” system

  • Why don’t bystanders intervene when they see a clear emergency? 

  • Power lets you EXPAND into situations and TAKE ACTION 

  • The vital difference between what Amy calls PERSONAL POWER and what many people’s traditional understanding of POWER might be.

  • Make peace with the idea of Power - its OK to feel powerful. Power is not just power over others or power over resources - its about feeling that you control your own resources, your own destiny, your own life.

  • How do we lose power? How do we start to feel powerless? 

  • You want to feel powerful - you want other people to feel powerful - power is a HUGE piece of your general wellbeing. As you start to feel less powerful, as you start to feel less control, you begin to flip into the “Inhibition System” 

  • When you start to hide, when you start to make yourself feel small, when you start to feel like you are lesser than, when you start to collapse and contract - do TWO KEY THINGS

  • (1) Notice what TRIGGERED the feeling of powerless 

    1. (2) Start to physically expand, slow down, open up, take some deep expansive breaths. Pausing and slowing down 

  • What makes people feel powerless?

  • Focus on feelings of expansiveness and try to prepare yourself before getting in high-pressure situations 

  • Ways that you can EXPAND and create more Power in your life and in your toughest moments:

  • Slow your speech

    1. Breathe more deeply

    2. Physically expand 

    3. Sit up straight 

    4. Movement 

    5. Carry yourself in an expansive way

    6. Carry yourself with a sense of pride and purpose 

  • Often times “Mind-Body” Interventions are MUCH more effective, especially when we’re anxious, than “Mind-Mind” Interventions

  • If the body is acting like it’s not being threatened, the mind will often follow into the same pattern 

  • In moments of anxiety - remember that you are an animal - and changing your body can often result in changes to your mind 

  • How does Imposter Syndrome play into feelings of powerlessness? 

  • At Harvard Business School 75% to 80% of students feel imposter syndrome. You’re not alone, everyone feels imposter syndrome at some point in their lives 

  • Men often feel that they aren’t capable or able to share their weaknesses, fears, and vulnerabilities 

  • Things that make you feel like an imposter are often things that send social signals that you’re actually less likely to be an imposter 

  • Homework: Before you go into a stressful situation - prepare by using expansive postures, in private, have good posture, carry yourself with a sense of pride, mind your posture. Notice when you slouch and make yourself small. 

  • Homework: Change how you’re holding your phone - sit back and hold your phone up over you

  • Homework: Pay attention to other’s posture. Presence invites presence from others. 

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Show Notes, Links, & Research

  • [SoS Episode] When the Impossible Becomes Possible - The Secrets of Flow Revealed with Steven Kotler

  • [BioMotionLab Profile] Niko Troje

  • [Study] The Imposter Phenomenon in High Achieving Women: Dynamics and Therapeutic Intervention by Pauline Rose Clance & Suzanne Imes

    • [Article] IMPOSTOR PHENOMENON (IP)

  • [Amazon Author Page] Neil Gaiman

  • [Twitter] Amy Cuddy

  • [Personal Site] Amy Cuddy

  • [Personal Blog] Where Are the Grown Ups? by Amy Cuddy

  • [Amazon Author Page] Amy Cuddy

  • [Book] Presence: Bringing Your Boldest Self to Your Biggest Challenges by Amy Cuddy

Episode Transcript


[00:00:19.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[0:00:11.8] MB: Welcome to the Science of Success; the number one evidence-based growth podcast on the internet with more than three million downloads and listeners in over a hundred countries.

In this episode, we discuss the incredibly important thing that everyone, including you, gets wrong about presence. We explore how to prime yourself for the best performance in the moments of pressure and high-stakes situations where other people are watching and judging you. We look at the results from thousands of experiments over the last few decades to uncover the fascinating truth about power and powerlessness.

We share the exact strategy you can use to shift your brain into the mode that allows you to view the world as more friendly, helps you feel more creative and makes you into someone who consistently takes action. We dig into all of these and much more with our guest, Dr. Amy Cuddy.

Do you need more time? Time for work, time for thinking and reading, time for the people in your life, time to accomplish your goals? This was the number one problem our listeners outlined and we created a new video guide that you can get completely for free when you sign up and join our e-mail list. It’s called How You Can Create Time for the Things That Really Matter in Life. You can get it completely for free when you sign up and join the e-mail list at successpodcast.com.

You’re also going to get exclusive content that’s only available to our e-mail subscribers. We recently pre-released an episode in an interview to our e-mail subscribers a week before it went live to our broader audience. That had tremendous implications, because there was a limited offer in there with only 50 available spots that got eaten up by the people who were on the e-mail list first.

With that same interview, we also offered an exclusive opportunity for people on our e-mail list to engage one-on-one for over an hour with one of our guests in a live, exclusive interview just for e-mail subscribers. There’s some amazing stuff that’s available only to e-mail subscribers that’s only going on if you subscribe and sign up to the e-mail list. You can do that by going to successpodcast.com and signing up right on the homepage. Or if you’re driving around right now, if you’re out and about and you’re on the go, you don’t have, just text the word “smarter” to the number 44-222. That’s S-M-A-R-T-E-R to the number 44-222.

Do you feel uncomfortable and conflict with others? Do you experience fear and anxiety when dealing with tough situations? Most negotiation tactics and strategies assume you’re already a master negotiator with nerves of steel, but that’s the wrong starting place.

In our previous episode, we discussed how you can get comfortable with having tough conversations and build the foundation to become a real master negotiator, using a simple and easy-to-apply framework. We discussed how you can deal with tough situations and conflict from a place of poise, curiosity and conflict with our previous guest, Kwame Christian. If you want to feel more confident in the toughest situations of your life, listen to that episode.

Now, for our interview with Amy.

[0:03:20.2] MB: Today, we have another awesome guest on the show, Dr. Amy Cuddy. Amy is an American social psychologist, author and speaker. She currently lectures on the psychology of leadership and influence at Harvard University. She and her work have won several awards,  including being named one of the 50 women who are changing the world by business insider.

She’s the author of the 2015 bestselling book Presence: Bringing Your Boldest Self to Your Biggest Challenges. Her 2012 TED Talk is the second most viewed talk of all time. Her work has been featured in Time, Wired, Fast Company, NPR, countless academic journals. Amy, welcome to the Science of Success.

[0:03:55.5] AC: Thanks so much for having me, Matt.

[0:03:57.2] MB: Well, we’re very excited to have you on the show today and to dig into the meat of some of these – some of the work that you’ve done. I’d love to start out with presence. It’s something so simple and yet, people often view it as the wrong way, or misinterpret it. I’d love to understand when you talk about presence and its importance, what does it mean to you?
[0:04:17.0] AC: Yeah. I think when people hear the word and it is used a lot these days, especially when people are talking about things like mindfulness. It’s not well-defined in those context and discussion, so people are left to define it on their own. What I find they come to in their own process of defining it is that it must some permanent state that you get to if you do enough meditation retreats. It’s like a state that you get to where you’re always present and that’s not the way it works at all.

Presence, it is inevitably fleeting.  No one can be present all the time. It’s a momentary state. It’s not a permanent state. It’s the state in which you are attuned to and able to access and comfortably express your authentic best self. Now, authentic best-self, there is another phrase that I think is used all the time and not well-defined. Let me just take a moment to say by authentic, I don’t mean unfiltered, right? I mean, there are times where we need to be mindful of who we’re speaking with and be respectful in our interactions and you could still be authentic.

I’m talking about the person that you are in the best moments of your life. If you think back, over the last say two or three years, think about the very best moments. These moments would be times when you feel totally connected, you feel – is probably an interaction with other people, you feel like that connection is real and deep. You feel odd, you feel seen, you feel hurt and you feel that you’re seen in hearing them and you feel happy and relieved.

That’s your authentic best sell. The question is how do you bring that person to your most challenging situations where you’re least likely to be present, right? Because you’re so distracted by all of your fears. How do you bring that authentic best self, which probably happens in the moment of your life when you’re with people who you know and care about and love and trust? How do you bring that into interactions with new people, where you’re maybe pitching something, or interviewing or giving a talk? How do you bring it into those situations?

[0:06:37.0] MB: That’s a great fundamental question. I want to dig into it. Before we do, I want to just come back to something. I think you pointed out a really important major misconception that a lot of people have about presence. Tell me more about this idea that we can’t be present all the time and that it’s a fleeting state.

[0:06:54.6] AC: We’re human, right? There are always thoughts and distractions that are poking their heads in and pulling this away. That’s okay. We would be artificial intelligence if we were able to do that. I think that we have to let ourselves off the hook a bit around expecting ourselves to be present all the time. Even if you’re in a really engaging, say talk, or you’re watching a great movie. The things that still fully engage you, you’re still going to be distracted at moments. You might have to go to the bathroom. I’m just giving you a really simple idea that distracts you from being present, right? To let yourself off the hook that you just can’t be present all the time. It’s impossible.

[0:07:39.3] MB: How does this idea of the authentic best self interact with the concept of flow?

[0:07:46.0] AC: I think there’s a lot to it. I guess, I would say flow is a supreme state of this that lasts also a bit longer. It might be – certainly people are present in those moments, but they also may not be interacting with other people when they’re in a flow state. The presence that I talk about usually involves human interactions and the pressures that come from human interaction, like the feeling that people are judging us, or the feeling that the stakes are really high in this situation, and that throws us off from being able to hear what the other person is saying. Flow I do think lasts a bit longer. It’s like an extreme form of presence.

[0:08:30.9] MB: I like that distinction, the presence you’re talking about is about situations where we’re interacting with other people where the stakes are high, where we feel like we’re being judged. How do we bring presence to those types of situations and what prevents us from being present in those high-stakes environments?

[0:08:48.6] AC: Well, I think the key is that we feel powerless in these moments. Feeling that you’re being judged and being very focused on the outcome as opposed to the process. Again yeah, feeling that the stakes are very high make it really hard for us to even remember who we are, well enough to be able to access that person and present that person.

The interesting thing is that when we're not present, it reveals itself to others, right? In some ways, not being present which is the same as not bringing your authentic self to the situation, it looks like deception. I get into the lie detection work, which I think is really a fascinating piece that fits in here. When people are lying, so when they're intentionally deceiving, there are these tells, right? There these signs that not everyone, but most people inadvertently send signals that they're not telling the truth. The main one there is not eye contact. Eye contact is actually a very poor signal of lying, because people learn very different things from their parents about whether you should make eye contact when you're being questioned. They learn different things in different cultures. Men and women might differ on that. Introverts and extroverts differ.

What you are looking for are asynchronous between the words the person is saying and the body language the person is using, because when you're lying, you are suppressing one true story and you're telling another different false story. Each of those stories comes with a set of emotions. You're basically not only suppressing the story and you're good at doing that with words, but you're also suppressing the emotions that go with that story and you're trying to fake another story with words and also get the body language right to go with that. It's almost impossible for us to do that.

What happens is that we see these asynchronous between the emotions that go with the words and the emotions that are leaking out through people's body language. When you're nervous and not authentic, the same kinds of things happen. People seem asynchronous. They seem off. Their words don't quite match what they're doing with their bodies, because you have too much to think about and not enough cognitive bandwidth to be telling the story and also matching your nonverbals to it. That's too much choreography.

When you are present, the opposite happens, right? You become aligned and synchronous, your words match your body language, you're not getting in the way of yourself, you're being yourself. That's one thing that comes across to other people.

Another is that you believe your story and people hear that and see that, right? You buy what you're selling. If you think about the show Shark Tank, which is I think a guilty pleasure for many of us. I love a psychologist and body language person. I love analyzing what's happening on that show and trying to predict who's going to do well and who's not going to do well.

What I find is that the people who do the best and this is really clearly backed up by a lot of research, which I'll talk to you about in a minute, but is that the people who do the best are the ones who clearly buy what they're selling. There's no reservation. You can hear their conviction, their belief about what they're selling. That is so important. That's an important cue, right?

If you're not going to eat the cookie that you're selling, why would anyone else eat the cookie that you're selling? When you're present and bringing your authentic best self forward, you believe that self, right? That's what's happening. What the research shows is that that is a really important variable, this this authenticity variable. In studies that I’ve looked at, VC pitches, or job interviews that people who are – how conviction about who they are and belief in their story do much better. Then so I would say the third piece, so you now have synchrony between words and nonverbals, you have believe in your story.

The third and I think this is so important, because people often conflate these two concepts; when you are present, you communicate confidence, not arrogance. Arrogance is often seen as a sign of confidence. It's not. In fact, it's more closely related to what we would call fragile high self-esteem. It's people who report they have self-esteem, but they really don't. It can be punctured really easily. Confidence is a tool that invites people and it's appealing. People find it attractive.

Arrogance is exactly the opposite. It's a weapon. At the very least, it's a wall that you build to prevent people from challenging you, to intimidate them. No one likes arrogance. No one likes arrogance. They may not challenge you, but that's not because they believe you. It's because they want to get rid of you, right? Confidence is what you're going for, not arrogance. When you're present, you're able to be confident and really fully grounded in who you are. For that reason, you don't feel defensive when people challenge you, or push back. You feel like, “Huh, that's an interesting question and I want my idea to be as good as it can be, so let me try to engage with that.”

When you're arrogant, you're not going to be able to receive that pushback in a constructive way. Those three things together are great predictors of outcomes in things like hiring decisions and investments. They're not false signals. If you look down the road six months later after those people are hired, or after someone invests in them, these are the people who actually are doing better. They work harder, they are more creative, they're more likely to inspire people around them, they stay at the job longer.

[0:14:47.3] MB: I love this idea that we might get the words right when we're maybe being not as genuine as possible, or not as authentic as possible and we're not being our best selves, but it's often the nonverbals that creep in and communicate a different story. That's why people may feel something is off about a speech, or presentation, or a performance in a high-stakes moment when on the surface level, things seem fine. Tell me a little bit more about the science behind that and behind all these phenomenons.

[0:15:16.2] AC: Well, let me say a little bit about what's happening. First of all, the studies that I was talking about what's happening, I mean, the way that they're figuring out what is mediating the relationship between the person and the outcome is by having experts code the videos of these interactions on these variables that I listed; the confidence and authenticity and synchronous body language.

It's not that the people who are making the investment decisions know that's why they're doing it. They're not quite aware of why they like this person better. It's not something that they can quite articulate, which I think is really very interesting. What it comes down to is that people who feel powerful and by powerful, I'm not talking about power over other people, but power to do, power to bring that best self forth, belief in yourself, self-efficacy, agency. That's what I'm talking about; nonzero-sum power, which I call personal power.

People who feel personally powerful are able to be present and people who feel powerless are just not able to be to be present. When you look at the research on power, which is – and I'm not just talking about power posing. I'm talking about a much, much bigger, much broader area of research that it includes literally thousands of psychological experiments from the last couple of decades.

What you see is this really fascinating pattern. The pattern is this; when people feel powerful, it affects their feelings, their thoughts, their behaviors and even their physiology. When they feel powerless, it also affects those things, but in the opposite way. Let me describe it this way, when you feel powerful, it activates what we call the behavioral approach system. You feel more optimistic and more happy and more confident. You think more openly, more creatively. You do better on cognitive tasks. You generally see the world as a place that's filled with opportunities, not threats.

You see new people not as potential predators, or competitors. You see them as potential allies and friends. You are much more likely just to take action. When you feel powerless, you don't act. You freeze, or you flee, right? You don't take action when you feel powerless. When you feel powerful, you do. Including power on behalf of others. Think about all of the research on bystander non-intervention. Why do bystanders not intervene when they see a clear emergency?

When you look at some of this research on adults, you find that one of the strongest predictors is that people don't intervene, they don't act because they feel powerless. People who feel powerful are much more likely to step in and help a victim. This is not just a selfish, or a self-serving outcome. The last is that it affects your physiology in exactly the same way. People feel stronger, they feel less stressed, but you also see that their cortisol levels are lower, so that's one of your stress hormones. Their cortisol reactivity is less strong. In other words, when something stressful happens, their cortisol doesn't spike as high as it does for somebody who feels powerless. They live longer. They have a lower rate of stress-related illness.

All of that together, again think of as power allows you to expand and approach the world, right? The world becomes bigger and friendlier to you. Powerlessness does the opposite. When you feel powerful, you can be present. When you feel powerless, it absolutely blocks you from being present.

[0:19:05.0] MB: Hey everyone. I wanted to take a quick second and tell you about this episode's incredible sponsor, Brilliant. Brilliant is a Math and Science enrichment learning platform. Brilliant is unique in that it teaches you these concepts to solving fascinating and challenging problems. We'll be featuring a new sample problem to our e-mail subscribers every week as part of Brilliant’s support for the show, so be sure to check those out.

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[0:21:16.8] MB: Before we get too much deeper, I think it's worthwhile to dig into the difference between what you call personal power or power and what many people might have as a traditional understanding, or colloquial definition of power.

[0:21:32.1] AC: Yeah. It's funny, when I ask people if we’re doing a free association and I say the word ‘power’, what's the next word you think of? The word that comes up most often is corruption.

[0:21:45.3] MB: That's what I thought of.

[0:21:47.0] AC: Yeah. Did you? Right. That's fascinating, right? Because what that says to me is wow, the people have one definition of power. They think of power as political power. They think of it as hierarchical power. Then the cases that are most salient to them are those where you see a powerful person behaving in a way that involves corruption. The truth is that power does not corrupt. Power reveals. Power reveals who you are. Power only corrupts when it's interacting with other forces like certain personalities and all kinds of societal and economic pressures and structures that facilitate corruption.

The first thing is to make peace with the idea of power. It's okay to feel powerful. The second is to realize that power is not just power over others. It's not just controlling others, or controlling resources. It is again, it's about you feeling that you control your own resources, right, your own inner resources. The feeling that you have some control in your life, that you're not being controlled by other forces, that you're making those decisions and that you have this intrinsic feeling of motivation and control. Yeah, that's the power that I'm talking about. That power certainly doesn't corrupt.

Generally, I think it's good for all of us to feel that way and for you to want the people in your organization to feel that way. This is again, not zero-sum, it's not hierarchical. Everyone in your organization, people who work for you can feel powerful and it's taking nothing away from anyone else. It's only contributing to their ability to be present, to be passionate to show up to do their best.

[0:23:29.6] MB: Tell me more about the approach system and this idea that we expand into the world when we feel powerful.

[0:23:36.8] AC: I really think of it in this – I imagine this person stepping forward and opening their arms. Well, this sounds totally corny and I never thought of it this way, but the scene from Titanic where Leonardo DiCaprio and they were there standing at the front with their arms open. I mean, that's a moment of feeling really powerful, like very confident and connected and having a sense of agency and freedom, right?

Think of it as a power liberates you to be who you are. It frees you. That's really what the approach system is about. It’s about not going into you're terrified, fight, flee, or faint mode. It's the opposite of that. What happens in these stressful situations, say let's just use job interview, which is a stressful situation that almost everyone will encounter at some time in their lives.

Job interviews feel – they basically activate that fight, flee or faint system. The thing is that's adaptive. If you are actually being chased by a tiger, right? That's what you should do. You should run. When you're in an interaction like a job interview, that system doesn't help you at all, right? It's a flaw in the way that we're wired. What you got to figure out is how do you get in there and turn off that response? Instead, respond as someone who is – has composure, has confidence, has this feeling of power, knows that no matter what happens in this situation, they're not going to die, right? They're not going to die if they don't get the job.

[0:25:11.6] MB: I want to look at the flip side of this and start to understand why don’t people have power, why do people lose power, why do people feel powerless?

[0:25:22.0] AC: One thing is that when we begin to feel powerless, we consent to that feeling. We don't notice it as something that we should resist. We do just allow ourselves to fall into it. One of the things that I would love to do in the world is to get people to understand that people's psychological well-being, their subjective well-being is not just about happiness and lack of stress, because that's how people generally think of it.

When they think about like how well do you feel, they think well, “I'm happy and I'm not very stressed.” Those two things are important. I think there's now quite a bit of research on the importance of feeling a sense of purpose, so there's discussion about that. What I don't often hear people talk about and what ends up being a really important predictor of thriving is that people also feel that sense of agency. They feel they can get things done.

Think about if you were trying to improve, increase the well-being of a struggling society and you wanted to measure the long-term outcomes of that. You wouldn't just want to make them feel happy and less stressed, you'd also want to make them feel powerful, right? You want them to feel that they can change their situation, they can get things done. Not just continue to live as they are, right?

Power is such an important piece of your general well-being. As you start to feel less powerful and again, personally powerful, note that. Start to pay attention to the moments when you collapse. When do you start to slouch? When do you start to lower your eyes and maybe wrap yourself with your torso with your arms? Think about what people do when their team is losing, or when they are on the losing team in sports.

Sports has so much to teach us about these things. I'm a huge baseball fan, so I just finished watching the World Series and my team won. Go Red Sox, but it was very fun to watch what was happening in the stands, because you see as your team is struggling, everyone all of a sudden they have their hands on their faces. They're covering their eyes. They're touching their necks. They're doing all kinds of contractive body language. That's a sign of feeling powerless. 

It's what animals do when they don't have power. They're hiding themselves. They're making themselves invisible. They're making themselves small. That's a sign of feeling powerless, so when you notice that you're starting to do that, two things; try to figure out what was the stimulus that led you to react that way. What caused you to react that way? Because that gets you to know yourself and what are the cues that you should you get in touch with to understand when you're losing that sense of power, but also don't allow yourself to collapse. That's exactly when you actually need to physically expand.

Say you're giving a talk and you start to realize that you're doing nervous things like touching your arm with your opposite hand, or touching your face, or maybe you're speaking very quickly, which is another way of contracting. Instead of doing those things, slow down, open up your shoulders, take some deep expansive breaths and all of that will reset you. It triggers a relaxation response. It allows you to collect yourself, collect your thoughts. It certainly does not signal powerlessness to an audience, because pausing and slowing down does exactly the opposite. It signals power. All of those things are ways in which you can resist collapsing into that feeling of powerlessness.

[0:29:04.3] MB: From a larger perspective outside of just moments of powerlessness, what causes people to be or feel powerless in their lives?

[0:29:14.2] AC: Well, lots of things. I don't want to dismiss all of the structural and institutional and real things that make us feel powerless, like systemic prejudices and for all kinds of unfair inequalities. Illness, right? Losing a job. In fact, chronic unemployment is the strongest predictor of unhappiness and powerlessness, especially for men. That's a very strong predictor of long-term power, feelings of powerlessness and depression.

There are a lot of things that can do it, and I'm not saying that it's easy to make yourself feel powerful, but you have to try. You have to at least resist that urge to contract and hide and go into the fetal position.

[0:30:00.8] MB: I think my perspective on it at least and I'm curious what your perspective is, the most effective strategy if you're in a tough situation like that is to try and create agency for yourself, try and create action, try and create results and having the mindset of or being in a place of powerlessness is often the most counterproductive thing you can do in those types of scenarios.

[0:30:20.6] AC: Yeah, exactly. I mean, it's because you're also ceding control of your own outcome and your own thoughts. You end up leaving those situations with a sense of regret, as opposed to a sense of satisfaction. One of the interesting things about these stressful situations where people feel present or not present, or powerful or not powerful is that when people feel powerless, they don't feel they've been seen. They leave something like a job interview feeling like, “Ah, I wish I had shown them who I am.”

They leave with a sense of regret and they can't get themselves out of the cycle of wanting to do over, but you don't get a do-over. You just have to move on and not pick up another piece of baggage that you carry in with you to the next situation that looks the same way. People often, that sense of regret is all about what happened in that moment. It's not actually about the outcome. When people feel present and powerful in something like a job interview, when they leave they feel satisfied and they feel much more accepting of the outcome, even if it's not the one they desired. They feel that what happened was fair, that they were seen, they were heard and if they weren't chosen, that's okay. Maybe there was somebody who is a better fit. It doesn't reflect so strongly on them in a negative way.

I think that for me, I very much do focus on these feelings of expansiveness versus contractiveness and what you can do to prepare yourself before you go in, because one thing that people are not great at doing when they feel bad about themselves is telling themselves that they're powerful. When you feel anxious and powerless and then you tell yourself, “Oh, no. I'm actually powerful,” now you just feel you're lying to yourself. It can make it even more salient, so you can get a rebound effect, a heightened sense of powerlessness.

We're not very good at talking ourselves down off the ledge, but we are good at walking ourselves down off the ledge at changing the way we carry ourselves, the way we breathe, the way we move, our speech, our posture, all of those things. Again, not just about standing like a superhero. There's so much more research out there from many different fields that show the same pattern. When we expand, we feel powerful and we can control our expansiveness.

If you start from the head down to the feet, it's a ways to expand. I've already mentioned this, but speak more slowly. Studies done at Stanford GSB, researchers like Deb Grunfeld have found that when you get people to slow down their speech, they feel more powerful and others perceive them as more powerful. Slow your speech. Breathing, right? Do you breathe shallowly, or do you breathe deeply? When you breathe deeply and expansively and really fill your lungs, you are triggering what's called the relaxation response. That is a complex circuitry in your mind that's telling your body that you are not in a threatening situation. You are in a safe situation. You don't go into fight, flee or faint mode. You feel comfortable.

There you've got just two things that you can do starting at the head. Certainly, even simple posture like sitting up straight is a way of expanding. Your shoulders should be back and down and your chest should be open. You should basically do what you would do when your grandmother might have told you to sit up straight. Studies show that people who are clinically depressed, if you get them to sit up straight for just two to three minutes which goes against the typical posture of someone who's depressed, they feel significantly happier. The same then applies to people who are not depressed as social psychologists have shown.

Then you have complex posture, which is what I've been studying is the various ways in which we expand in more complex ways, not just sitting up straight, so having your limbs away from your torso, having your feet apart. When you do that before you go into a stressful situation, you feel more powerful. You don't do it while you're in the stressful situation, because it comes across as really rude, right? You're not going to man spread when you're sitting in a job interview, you're not going to stand like a superhero or in the victory pose when you're in a job interview, but you can do it in advance.

Even movement. Studies by a guy named Nico Troya whose Queens University outside of Toronto, shows that even walking changes the way we feel. When we feel happy for example, we walk in a more expansive bouncy way. When we feel sad, we get really contractive. When he has people walk in this way that mirrors happiness and they don't know that that's what they're doing. They just know they're walking in a way that matches what they're looking at on a screen, they end up feeling happier and more powerful than people who walked in this contractive way.

All of those things override the doubts that happen when you're trying to change your mind with your mind. Instead, use your body to change your mind. Carry yourself in an expansive way with a sense of pride, with a sense of purpose, right? When you carry yourself that way, that's the world that manifests in front of you.

[0:35:33.7] MB: That's exactly what I wanted to get into next. Tell me more about the notion of the mind; mind connection versus the mind body connection.

[0:35:42.4] AC: The body and mind connection encompasses so much different work. So much of that is important, right? Cognitive behavioral therapy for, example. I mean, certainly in many cases for many people, that's a hugely important part of reducing stress, or improving your mental health. I don't mean to be dismissive of it. Again, if we're talking about performance in stressful situations, we're just not very good at talking ourselves out of feeling bad, especially when we're anxious.

The body overrides that. The body skips that step. If the body is acting as if it's not threatened, the mind begins to fall in line what the body is doing. We're animals. This is a very basic primitive reaction. I mean, the same is true – there's a woman who is a horse trainer who I talk to quite often, who's developed this technique, she works with very submissive shy horses. Her job is to bring them out of their shells. What she finds is that firstly, horses can't talk themselves out of it, right? They're just not able to. The horse trainer can't talk them out of it.

She changes their body language through these different kinds of games and interactions, so that eventually she gets them to behave in a way that emulates the airs and graces of powerful horses. When they do that for a period of time, it’s like it snaps them out of it and they come out of their shell and they become much more willing to interact with other horses. Their health improves, they're more likely to be able to go to competition and do well in competition. It just goes on and on. The same is true for humans. I think in these moments of anxiety, remember that you're an animal. Use some of these very primitive approaches to snap yourself out of it.

[0:37:32.9] MB: What a great example. It crystallizes things, because as you said, you can't convince a horse to come out of that behavior pattern. Yet, just with an intervention at the mind/body level, you can create behavior change.

[0:37:46.8] AC: Right. When you think about – Just another example, because people often ask me this when it comes to – athletes often ask me this. Well, what about visualization? Think about an alpine skier visualizing the course before the gates open. Does that mean that that doesn't work? I would say no, it doesn't mean that. An alpine skiers, let's talk about Lindsey Vonn and you often do you see her before – I do. I love watching ski racing. You see her before she races with her eyes closed and she's – you see her gently going through the motions of going down that course.

There is a physical piece. She's also visualizing the course and she's visualizing how she wants to do as she skis down through that course. Does that work for her? Hell yeah. It's definitely working for her. Lindsey Vonn is not necessarily feeling incredibly stressed and self-doubting before every race. The point is that we're really not good at that when we are feeling self-doubting and anxious already off of that.

[0:38:50.8] MB: Another piece of this that I want to dig into is imposter syndrome. How does that play into all of us?

[0:38:56.5] AC: Imposter syndrome is not just about feeling powerless. It's about feeling powerless, it's about feeling that you somehow accidentally got the job, or the award, or whatever it is and that you're going to be found out at any moment. It also involves what we call pluralistic ignorance, which is we think that everyone else who has that job or goes to that fancy school is feeling great and confident and deserving. They're not. Impostor syndrome is so pervasive when you take places, like at Harvard Business School for example, 75% to 85% of students report feeling imposter syndrome, right?

Other people are not walking around feeling like, “Oh, I totally deserve to be here.” They're feeling the same kinds of doubt. I think the first thing is to realize that you're not alone. Everyone is feeling imposter syndrome at some point in their lives. If you are in a situation with people who've really excelled and in a competitive situation, chances are a lot of people are feeling that way. They're feeling that if they really put themselves out there, someone's going to realize that they were an admissions mistake and come and tap them on the shoulder and say, “Sorry, but we made a mistake and you have to leave,” right?

Impostor syndrome definitely is coming from a seer, a feeling of powerlessness, but it becomes even more complex in how we think about it. Now when – and it's very context specific. People could feel like an impostor say at Harvard Business School when they're being a student and go home and feel totally fine and not feel like an impostor with their spouse, right? It's not that you're walking around feeling powerless all the time. You're feeling powerless and as if you're an impostor in this one particular context.

When impostor syndrome was first studied in this 1970s by a woman named Pauline Clance, she originally thought that it was much, much more common among women than men. Then she learned pretty quickly that it wasn't. It was just that women were more comfortable telling her that they were feeling that way. Women are more comfortable talking about it. This is one of the ways in which gender stereotypes I think really hurts men. Men feel that they're not allowed to talk about those things, to share those kinds of fears and weaknesses and vulnerabilities. As a result, the research and the therapy around impostor syndrome was first focused just on women.

She realized that as soon as she was doing rather than interviews anonymous surveys, men were reporting impostor syndrome at exactly the same level as women. Men are feeling like impostors. I think the burden on men – so this whole idea that it's a woman's problem is not only bad for women. I think it's bad for women, because it's like another thing to heap on top of the pile of all of these things that women are afraid of. It's also a burden on men, because men believe that men generally don't feel like impostors and you do feel like an impostor, that's really going to make it even harder on you. Let me just rest assured to all the men in the audience, most of the men that you know, 85% of them probably have felt like imposters.

[0:42:05.0] MB: It's funny, I out of college for number years I worked at Goldman Sachs and in my analyst training for the first six weeks on the job is crushing impostor syndrome the entire time. I know exactly what it feels like.

[0:42:17.3] AC: Yeah, yeah. Probably almost everyone in your group felt the same way.

[0:42:21.5] MB: What can we do to overcome, or deal with impostor syndrome, other than the awareness that it's so prevalent?

[0:42:28.8] AC: Well again, notice when you feel it. What are the things that make you feel it often? It's funny and counterintuitive, but things that make people feel like imposters are the things that make you look the exact opposite of an impostor to outsiders. Winning an award for example, being recognized publicly for something that you did well, that makes impostor syndrome momentarily or for a brief period of time worse for a lot of people.

Realize that the reason you're feeling that way when those things happen is just because you're feeling very – because it's public, you feel exposed and you feel more afraid that you're going to be found out. Knowing what are the things that stoke that feeling for you is important and knowing that as you learn the ropes, you're going to get over that. One of the people that I talk to in the book is the wildly successful sci-fi writer Neil Gaiman, who's written two dozen international bestselling books. I'm sure, many people in the audience will know who he is. He's also just a delightful genuine, open person who admits to feeling an imposter syndrome.

He was talking to me about a time when he was writing this book called American Gods, which was going to be his big, big novel and he was talking to a friend of his, a writer, mentor of his. He said something like, “I think I've gotten over the imposter syndrome. I think I finally figured out how to write a novel.” His friend says, “You never figure out how to write a novel. You just figure out how to write the novel that you're on, right? The one that you're doing now.”

The idea is that it's this game of whack-a-mole. It's going to keep on popping up again, but don't panic about it. Go, “Okay, I noticed that feeling. I'm going to let go of it now and not perseverate or ruminate about it.” Eventually it just goes away. You might feel it again when you go into a new context. Maybe that's a good thing. It means you're challenging yourself or you're doing things that they're making you push yourself.

[0:44:34.8] MB: For listeners who want to concretely implement some of the tactics, themes, ideas that we've talked about today, what would be one piece of homework that you would give them to really concretely use these ideas in their lives?

[0:44:49.5] AC: Let's just talk about the expansive – the body-mind piece. I would say first of all, before you go into a stressful situation, prepare by using expansive postures; the warrior pose in yoga, stretch out, make yourself as big as you feel comfortable doing, but in private, right? Not in front of other people. You want to do it in private, because you don't want to feel – you don't offend people, but you also don't want to feel that you’re being judged. Do that before you walk in.

When you walk in, use posture that have a good posture. Carry yourself with a sense of pride, but not in a way that's domineering. You're not challenging somebody to a duel, you're trying to have an interaction where you connect with them, where they see you as confident, but they also see you as likable and trustworthy and engaged and as somebody who wants to be there, who doesn't feel that he or she is the most important person in the room, but is someone who's there to connect.

Huge, big poses before, reasonable good posture during and use also open gestures. Gestures, palms up for example, that show that you are comfortable being there. Mind your posture throughout the day. If you're sitting over your computer a lot, or over your phone which we find is hugely problematic and causes what we call text neck, or eye posture, people really begin to hunch and that does affect the way they behave and it activates the inhibition system.

If you're staying a lot of time on your phone, try to change how you're holding your phone. I'm not going to tell you to put your phone down, because I know how hard that is to do. What we see is that people who sit back and have their – hold their phones up over them as opposed to hunching over them, they don't seem to activate the inhibition system in the way that the people who are slouching do.

Mind your posture. Realize what your – notice the times when you start to slouch and make yourself small and see what you can do to correct that. The other is pay attention to other people's posture, right? When you're in an interaction, remember that presence begets presence. When you're present, you are inviting others to be present. When you're present, you're saying I am authentic. I am here. You can trust me. They respond in kind.

What you want to do is pay attention to times when they're using body language that looks powerless. If their body language changes and suddenly they close off, try to figure out what happened. How can you get things on track again?

[0:47:23.0] MB: For listeners who want to find you, the book, all of your work online, what is the best place for them to do that?

[0:47:29.4] AC: I would say I'm very active on Twitter and I'm AmyJCCuddy, so two Cs, because I have two middle initials. Do you look for me there. You can look for me at amycuddy.com, or amycuddyblog.com, but I think the book is really a useful and practical and very strongly evidence-based guide to understanding what's happening to your body and mind in these stressful situations, how you can overcome it. Please do look for the book Presence: Bringing Your Boldest Self to Your Biggest Challenges.

Obviously, you can buy it online. I always encourage people to buy from their local, their indie bookstore, because I certainly love those places and would like to see them succeed, but it's widely available and it's now in 34 different languages. It's available all over the world. For many of you, even if you're not native English speakers, I hope that it will be available in your native language.

[0:48:21.1] MB: Well Amy, thank you so much for coming on the show, for sharing all this wisdom, all these practical strategies. It was a great conversation.

[0:48:28.2] AC: Thanks so much.

[0:48:29.6] MB: Thank you so much for listening to the Science of Success. We created this show to help you our listeners master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

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Thanks again, and we'll see you on the next episode of the Science of Success.


November 15, 2018 /Lace Gilger
Influence & Communication, Weapons of Influence
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How You Can Be More Confident In Tough Situations, Conflicts, and Negotiations with Kwame Christian

November 08, 2018 by Lace Gilger in Influence & Communication, Weapons of Influence

Do you feel uncomfortable in conflict with others? Do you experience fear and anxiety when dealing with tough situations? Most negotiation tactics and strategies assume you’re already a master negotiator with nerves of steel - that’s the wrong starting place. In this episode we discuss how you can get comfortable with having tough conversations and build the foundation to become a real master of negotiation - using a simple and easy to apply framework. We discuss how you can deal with tough situations and conflict from a place of poise, curiosity, and confidence with our guest Kwame Christian. 

Kwame Christian is a business lawyer and the Director of the American Negotiation Institute where he puts on workshops designed to make difficult conversations easier. As an attorney and mediator with a bachelors of arts in Psychology, a Master of Public Policy, as well as a law degree, Kwame brings a unique multidisciplinary approach to the topic of conflict management and negotiation. He also hosts the top negotiation podcast in the country, Negotiate Anything.

  • Should we hide from conflict or should we seek it out and embrace it?

  • Avoiding conflict is human, but it’s not healthy

  • Do you lack confidence in tough situations and conflict?

  • Do you experience fear and anxiety when you’re in a situation of conflict?

  • “Giving recipes to people who are afraid to get into the kitchen"

  • Powerful tactics and strategies don’t matter if you’re unable or unwilling to enter conflicting situations in the first place 

  • When people are afraid - their limbic system lights up and their prefrontal cortex is less active - your rational decision-making shuts down and you react more emotionally 

  • Cognitive Behavioral Therapy - an action oriented approach to pushing past phobias, fears, anxieties and more

  • Rejection Therapy & exposure therapy - how to build the skillset of mental toughness 

  • Be intentional about exposing yourself to difficult conversations

  • “Give me the difficult conversations and I will do it"

  • By forcing yourself into difficult and tough situations - your brain actually changes (via neuroplasticity) and it gets easier over time 

  • How do you negotiate with someone and move them out of a negative place / negative emotional state so that you can help get what you want out of a tough situation?

  • 3 Step Framework

  • Step one is to Acknowledge Emotions

    1. Get Curious with Compassionate Curiosity

    2. Engage in Joint Problem Solving / Collaborative Negotiation 

  • It’s not that someone is crazy, it’s that you’re talking to their inner child, even though they are an adult - speak to the that inner two year old, acknowledge their emotions, then help move beyond them

  • How do you use the tool of “Acknowledging Emotions"

  • Put it on YOURSELF, not on you “If I was in this situation, I would feel X (frustrated, etc)"

    1. Tell me more about what you’re experiencing?

    2. The goal is to help them get it out of their system?

  • Then transition to "compassionate curiosity"

  • How can we help you feel more secure?

    1. How can we help you solve this problem / situation?

  • Often times people’s emotions will be hidden under a veil of professionalism - exploring the emotional side first helps to defuse them

  • When exploring emotional issues - use the past tense

  • When you shift to compassionate curiosity - it starts to begin looking to the future

  • With compassionate curiosity - start really broad - then begin narrowing your focus

  • So, what are you looking for?

    1. They will signal what’s important to them, then you get more and more specific 

  • A complex problem doesn’t necessarily require a complex solution 

  • Why is preparation so important?

  • The power of joint problem solving and joint brainstorming to develop a collaborative approach to solving problems 

  • The rule of thumb of when to make the first offer - when you know MORE than the other person - or at least as much as the other person - then you should make the first offer 

  • Above all else an offer is information

  • There is a common misconception that you should never make an offer first 

  • The first offer that goes on the table will have a disproportionate amount of influential power 

  • Your first offer / anchor needs to pass the “because” test - as long as you can justify it in some way, it will impact and frame the negotiations 

  • The “copy machine” experiment

  • False Belief Negotiations is a zero sum game.

  • There is a difference between conflict and combat. Conflict is an opportunity to solve problems and learn more, there is a big difference. 

  • Negotiation isn’t the art of deal making, it’s the art of deal discovery 

  • 3 Pillars of Negotiation

  • Get more of what we want

    1. Get less of what we don’t want

    2. Strengthen relationships 

  • Even if you don’t get a deal, there is still value to be achieved from a negotiation

  • Homework: Take action - don’t avoid conflict, look at it as something to approach and use it as a Tool to strengthen your skills - find and seek out small conflicts 

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Show Notes, Links, & Research

  • [Podcast] Negotiation - How to Improve Decision Making with Matt Bodnar

  • [SoS Episode] Proven Tactics For Getting What You Want & Persuading Anyone With Master Negotiator Kwame Christian

  • [TEDTalk] Finding Confidence in Conflict | Kwame Christian | TEDxDayton

  • [SoS Episode] Your Secret Weapon to Becoming Fearless with Jia Jiang

  • [SoS Episode] Embracing Discomfort with Matt Bodnar

  • [Article] In-Depth: Cognitive Behavioral Therapy By Ben Martin, Psy.D.

  • [Book] How to Talk So Kids Will Listen & Listen So Kids Will Talk by Adele Faber and Elaine Mazlish

  • [Article] When to Make the First Offer in Negotiations by Adam D. Galinsky

  • [Book] Pre-Suasion: A Revolutionary Way to Influence and Persuade by Robert Cialdini Ph.D.

  • [SoS Episode] How a Judge Literally Rolling Dice Could Get You Double The Jail Time - The Anchoring Effect with Matt Bodnar

  • [SoS Episode] Simple Strategies You Can Use To Persuade Anyone with The Godfather of Influence Dr. Robert Cialdini

Episode Transcript


[00:00:19.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[00:00:11] MB: Welcome to The Science of Success, the number one evidence-based growth podcast on the internet with more than 2 million downloads, listeners in over a hundred countries and part of the Self-Help for Smart People Podcast Network. 

Do you feel uncomfortable in conflict with others? Do you experience fear and anxiety when dealing with tough situations? Most negotiation tactics and strategies assume you're already a master negotiator with nerves of steel. But that’s the wrong starting place. In this episode we discuss how you can get comfortable with having tough conversations and build the foundation to become a real master of negotiation using a simple and easy to apply framework. We get into how you can deal with tough situations and conflict from a place of poise, curiosity and confidence with our returning guest, Kwame Christian. 

Do you need more time? Time for work time, for thinking and reading, time for the people in your life, time to accomplish your goals? This was the number one problem our listeners outlined and we created a new video guide that you can get completely for free when you sign up and join our email list. It's called How You Can Create Time for the Things That Really Matter in Life. You can get it completely for free when you sign up and join the email list at successpodcast.com.

You're also going to get exclusive content that's only available to our email subscribers. We recently pre-released an episode and an interview to our email subscribers a week before it went live to our broader audience. That had tremendous implications, because there is a limited offer in there with only 50 available spots that got eaten up by the people who were on the e-mail list first. With that same interview, we also offered an exclusive opportunity for people on our e-mail list to engage one-on-one for over an hour with one of our guests in a live exclusive interview, just for e-mail subscribers.

There's some amazing stuff that's available only to email subscribers that's only going on if you subscribe and sign up to the email list. You can do that by going to successpodcast.com and signing up right on the homepage. Or, if you're driving around right now, if you're out and about and you're on the go, you don't have time, just text the word “smarter” to the number 44222. That's S-M-A-R-T-E-R to the number 44222.

In our previous episode, we discussed how to deal with never feeling like you're enough. Showed you how to overcome the insidious trap of people pleasing, looked at the most effective treatments for OCD, panic attacks, anxiety and stress, discovered the dangers of toxic perfectionism and how it might be holding you back, told you why should is a dangerous work and much more with our previous guest, Taylor Newendorp. If you want to banish procrastination, people pleasing and anxiety from your life, listen to that episode. 

Now, for interview with Kwame. 

[00:03:03] MB: Today we have another exciting guest back on the show, Kwame Christian. Kwame is a business lawyer and the director of the American Negotiation Institute, where he puts on workshops designed to make difficult conversations easier. As an attorney and mediator with a bachelor’s of arts in psychology and a master’s in public policy as well as a law degree, Kwame he brings a unique multidisciplinary approach to the topic of conflict management and negotiation. He also hosts the top negotiation podcast in the country; Negotiate Anything. 

Kwame, welcome back to The Science of Success. 

[00:03:34] KC: Thanks for having me, Matt. It’s a pleasure to be back. 

[00:03:36] MB: We’re excited to have you back on the show. Longtime listeners will deftly know that negotiation is a topic that I'm a huge fan of, kind of digging deep on and one of the most popular kind of topics that we talk on the show. So there's definitely a lot of meat and a lot of things to kind of dig into, and you’ve been on to a lot of stuff since you were last on the show. 

[00:03:54] KC: Absolutely. I would say the highlight since being on the show is having the celebrity name, the Matt Bodnar on my show, the Negotiate Anything podcast, to share his knowledge on negotiations. That was pretty cool. But since then, I've done a TED Talk called Finding Confidence in Conflict, where I introduced the new concept called compassionate curiosity and did pretty well, and since then it's taken me on this journey where more and more people were asking me to elaborate on that idea. So it’s leading to a book. So by the time this episode airs, the book will be out, and it's called Nobody Will Play With Me: How to Find Confidence In Conflict. 

[00:04:33] MB: So let's dig into that, that kind of idea, confidence in conflict. A lot of people, and I think a huge majority of people probably actually sort of seek out to actively avoid and steer away from conflict usually in their lives. Is that a healthy sort of habit or practice or should we be kind of embracing conflict or even seeking it out in some cases?

[00:04:53] KC: It is something I see all the time. Is it healthy? No. But is it human? Yes. It's a defense mechanism, and what's interesting is before I did the TED Talk, as somebody who believes in evidence-based approaches to solving problems, I surveyed the audience. I asked my audience of the podcast, “What is your biggest concern? What do you need help with? What would you like to hear?” 

For me as a lawyer, I’m strategists. I’m a tactician. I really like getting into the nitty-gritty, and I was really shocked to hear what people said. They said their biggest issues are, first, they don't have confidence in these conversations. Secondly, they’re experiencing a lot of fear and anxiety before and during the conversations. Lastly, when they're in the midst of the conversation, they feel as though they don't know what to say. 

That really forced me to change my approach and help people to feel more confident and address that foundational issue first. I realized that in the past I was essentially giving recipes to people who are afraid to get in the kitchen. So it really forced me to change my approach and it’s been helping people. So now people are more confident and actually moving towards these conflicts, because they’re seeing it as an opportunity to get more of what they want, avoid things that they don't want and strengthen the key relationships in their lives. 

[00:06:09] MB: I love that analogy of giving recipes to people who are afraid to go into the kitchen, because I mean it's such an important skillset, and yet I think that sort of framework that the fact that the fear and anxiety of these tough situations holds people back from ever even kind of coming to the table in the first place is a tremendously common problem I think, obviously, with negotiation, but really if you look at it in a ton of different kind of endeavors. 

[00:06:32] KC: Absolutely, and that’s the thing. It really hit me hard, because I would have these very nuanced episodes that introduced tactics and strategies that are powerful and evidence-based, but then I realized it doesn't matter if people are unwilling or unable to use them in the heat of battle. 

So when you think about it psychologically, when somebody's engaged in a difficult conversation and they are feeling emotional about the situation, they’re afraid, there's a lot of activity going on in the limbic system. What we found is that when there is a significant amount of activity on one brain structure, it takes away energy from the other structures. 

For example, the prefrontal cortex, where we have logical reasoning, is not as engaged. So what we’re finding in addition to that is that when you're stressed out in these conversations, your body is going to be filled with cortisol, the stress hormone, which clouds your judgment and ability to think clearly. At the time when we need to be at our best cognitively, we are inhibited significantly. So that's why it forced me to realize we need to address these foundational issues of fear and anxiety, and when it comes to the strategies we use during the conversations, we need to simplify it and give people a tool that they would actually be able to use easily in the midst of a conflict. 

[00:07:49] MB: Let's dig into that. How do you think about dealing with that fear and anxiety that often kind of comes up around conflict and negotiation and having difficult conversations?

[00:08:00] KC: As a young Kwame, I wanted to be a clinical psychologist. One of the things that I really enjoyed learning more about was the cognitive behavioral therapy. So it's a really action oriented hands-on approach to moving forward when it comes to pushing through phobias, anxiety, fears, those types of things. When it came to negotiation and working with people and teaching them how to be better at conflict, it forced me to realize that I can use this same kind of approach when it comes to making people more confident and feel less fear and stress during the conversations. 

On my podcast and in these sessions that I do when I go and travel the country and do these conflict management and negotiation seminars, I encourage people to do what I call rejection therapy, where they actually seek rejection. So it's mundane everyday situations where you take the opportunity to ask for what you want to kind of fabricate that fear of rejection, because that’s one of the biggest fears that people have. What you do is slowly you become desensitized to it. So it's taken from the idea of exposure therapy. 

For instance, if you're afraid of spiders and you have a therapist that’s working with you, what they would do is they would first have you look at a picture of a spider from a distance and then slowly bring the image of the spider closer. Then maybe have you see a real spider from a distance and then have you bring the real spider closer, and these are separate sessions. Then eventually you get to the point where you might be able to sit in the same room with your heart rate not being too excessively elevated and then maybe even to the point where you could touch it. 

I want people to be intentional about exposing themselves to these difficult conversations, because it's going to make you stronger for the next one, and there are opportunities to practice these techniques that we teach on the podcast and the framework that I introduce in the book. 

[00:09:56] MB: It’s such a great toolkit, and we've actually had Jia Jiang who had a TED Talk that sort of really popularized rejection therapy on the show. So we’ll throw that episode in the show notes. But I couldn't agree more, that intentionally kind of facing your fears, getting uncomfortable is such a powerful framework and powerful method for building those skillsets of kind of mental toughness and emotional resilience, right? We kind of talked about what we sort of call the sphere of discomfort, which is basically this idea that the options and opportunities available to you are only as big or as good as your ability to sort of get uncomfortable. The more you do something, like the first time you do anything, it’s kind of scary and new and frightening, and if the 50th time you do it, you’re kind of getting the hang of it. The thousand time you do, you're practically bored, right? It such a relevant and useful tool of building up that emotional skillset. So I think it's a really good strategy. 

[00:10:50] KC: Absolutely, and I'm glad you mentioned him, because I was just finishing up a chapter in a book called Confidence, and there is almost an entire page dedicated to explaining that TED Talk, because it really forced me to realize like this is something that I could overcome. I remember when I was younger and I discovered that TED Talk, I was working at a nonprofit Institute, and one of the things that they did was they offered professional development training and job opportunities for youth that were disadvantaged. 

For example, you needed to be below a certain level of income in order to participate in the program. For a family of four, it was about $56,000, and if you had one penny more, then you were poor, but not poor enough to take it vantage of the program. What we had to do is intern coordinators was to have those difficult conversations with people and let them know that even though they were so excited to take advantage of this opportunity, they didn't meet the income requirements, and it would break our hearts, it would break their hearts. It was incredibly difficult. 

After watching that Ted Talk, what I did is I told my colleagues, “Listen, everybody that you have to reject for this particular reason, give them to me. I'll have the difficult conversation and I will do it,” and this was one of the hardest things to this day still. One of the hardest things I ever did, but I forced myself to do it just so I could become a little bit more comfortable. Did I ever become fully comfortable? No, but I was at least comfortable enough to take committed action and I carry that strength with me now even today. 

[00:12:25] MB: Wow! What a great example of how to really kind of concretely implement that in your life and sort of step up to the plate. I'm sure it wasn't hard to convince those people to give you the difficult conversations, right?

[00:12:36] KC: No. They were very happy. 

[00:12:38] MB: I mean, it kind of reminds me of firing people too, right? The first time you fire somebody, it's really scary and kind of awkward and then by the time you – I don’t know how many people are listening who’ve hired a lot of people, but I fired a fair amount of people over the course of my career, and like the more you do it the more you realize that it's actually almost like cathartic and can be really sort of healthy to fire somebody once you realize that there is a misalignment. But to get to that place, you have to kind of soldier through all these really uncomfortable conversations to get to sort of the position where you have a really healthy perspective. 

I mean, I've been in situations where we had to fire a long time employee and they literally like thanked us and we’re like so grateful and happy and like felt like they were sort of being freed to pursue this new opportunity, but without the developing, building that kind of muscle and getting in those difficult conversations, you're never able to really truly do that. 

[00:13:28] KC: Absolutely, and I love the term that you used where you said soldiering through. Right now I'm reading a book on neural plasticity, and it's about how you can actually change your brain structures and the wiring of your neurons through action and consistent action. I'm realizing now when it comes to these difficult conversations and soldiering through, like you said, and consistently putting yourself in the position to have these conversations, you're actually changing your brain, their different connections. Because as they say, neurons that fire together, wire together. So these connections become stronger. So that's why it gets easier overtime, because your brain is actually changing. So it's a mental workout. It's like another body part. The mechanics of it and the structure can change based on the experiences that you put in front of your brain. 

[00:14:18] MB: I think that’s a great way to phrase it too, is the mental workout, right? These kind of rejection challenges or difficult conversation challenges are a great way to work out your brain, work out that skillset so that when you step up to the table at a really kind of tense, high-stakes negotiation, you're much more comfortable and much more confident. 

[00:14:37] KC: Absolutely. The thing is too, the way I look at this, is like a sports psychologist. When you look at sports psychology when it comes to athletes, they realized that, of course, the athletes need to have a firm physical foundation and then they also have a firm technical foundation. But what they're realizing more and more is that we need to have a firm psychological foundation too. I think it kind of takes people off guard when I go into the companies and I’m working with their negotiation teams or their HR teams and I start off by talking about these things that most people would consider soft, like talking about emotions and psychology. But then as we go through the process, they realize, “Wow! This is important.” It’s important, because it not only helps me to understand myself on a deeper level, but it also helps me to understand others on a deeper level. A lot of times during these conversations, because the other person isn't as emotionally aware, we find ourselves having to ask questions in unique ways, in strategic ways to lead them from a specific mental state that is unproductive to a place where they can actually process the high level information and arguments that were given to them. 

[00:15:44] MB: This might be a little bit of a sidetrack, but I want to dig into that sort of skillset as well, because I think that's something that has been really impactful for me. How do you think about kind of using questions and using the right sort of framing to get somebody out of sort of a hole that they've trapped themselves in from a positional standpoint or kind of an emotional state that’s really unproductive for what you're sort of trying to negotiate towards?

[00:16:09] KC: Yeah, I have a story for this that could help. I am the father of an almost three-year-old. So every morning I'm in hostile negotiations. As I was trying to think through the steps of compassionate curiosity and how I could apply it to negotiation, this situation came up with Kai. So every morning before we would go to school he would fight me on the same topic. My wife is a doctor, so she has to go in early, so I take him to daycare. 

What I would do is I would say, “Kai, it's time to go to school,” and he would say, “I want mommy,” and then I’d say, “Kai, we need to go to school. Mom is not here.” “No, I want mommy,” then he would cry.” 
So what he would do is he would start off the morning just telling me everybody he loved more than me. First, it would be, “I want mommy.” Then he would say, “I want grandma,” and then he would say, “I want uncle Kobe,” and that was a bit hurtful, because that's my brother who lives in a different city. This was the last draw for me. He said, “I want Buxton,” and Buxton is my brother's dog, and I realized I had a problem on my hands. 

So I read this book called How to Talk So Children Would Listen and Listen So Children Would Talk, and what they said was you need to acknowledge emotions. So I said, “Okay. I’ll give it a try. Let’s try it out.” So the next morning I went up to Kai and I said, “Kai, it’s time to go to school,” and he said, “I want mommy. I don’t want to go to school.” I said, “Do you love mommy?” “Yeah, I love mommy.” “Do you wish mommy were here?” “Yeah, I wish she was here.” “How about you say, “I love you mommy?” and he would say, “I love you mommy.” “Okay, Kai. Are you ready to brush your teeth?” “Yeah, I'm ready to brush my teeth.” 

So that's an example of where what he was requesting was substantive. He wanted his mother. That's a tangible request. But what he was really saying beneath the surface, it was an emotional request. He wanted me to acknowledge and respect the fact that at this moment he was missing his mom, that he was willing to accept the fact that she wasn't there, but he wasn't willing to accept the fact that I didn't respect it and acknowledge it. 

So when it comes to our difficult conversations, a lot of times at the beginning we need to take some time. Like I said with compassionate curiosity, the first step is to acknowledge emotions. So we need to ask questions, dig deeply into that psychology to figure out what the emotional need is. Then we can move on to the second step, which is getting curious with compassion, and that's what digging more into the substance of the negotiation. Then the third step is just joint problem-solving, which is the fundamental of collaborative negotiation. 

[00:18:40] MB: What a great example, and it's funny – Yeah, I just added that book to my to read list. One, because I recently had a kid, but also because I think that the reality is that skillset is probably incredibly applicable to dealing with the vast majority of adults as well. 

[00:18:53] KC: Absolutely. The thing is Kai has really helped me to understand the psychology of it, because, yeah, he’s two years old, but that part of our brain doesn't go away. The prefrontal cortex evolves and grows on top of it. So a lot of times what we see in these negotiations is that we’re frustrated because we’re talking to somebody and we’re making all of these logical points, but it’s not getting through. Then we say, “This person is crazy. They don't get it.” It’s not that the person is crazy. It’s that you are talking to their inner two-year-old like they are a full-grown adult. 

So when you’re willing to understand that emotion still play a role in it, then you can speak to that two-year-old, help them grow through the conversation by acknowledging their emotions, and then once you're satisfied and recognize that, “Okay. I can see you now. It seems like they're getting it. It seems like they reached a state of somewhat of equilibrium insanity, now I can put forward my arguments.” But it doesn't it make sense to make any points to a person who is not in emotional and psychological state that is prepared to receive it. 

[00:20:01] MB: So in the context of dealing with an adult who is maybe reacting emotionally, how would you think about kind of using that sort of skillset of acknowledging emotion? What does that look like?

[00:20:12] KC: What you would do first is, well, state what the obvious is what I would say. For instance, if a person seems frustrated, what I would do is I would guess. I would say – But I wouldn't put it on them, but I would put it on me, because a lot of times people don't feel comfortable if you say what they are feeling and put it in their terms, because they don't really want to own it. If you put it on you, then they could say, “Yeah, you're right.” It feels a little bit less threatening to them. Because in the business world, a lot of times people live in this fiction where they believe that emotion shouldn't exist. So they don't feel comfortable sharing it. 

What I would say is, “Listen, this is probably pretty frustrating for you. I know if I were in this situation, I would feel frustrated,” and then I wait to see what they would say. Then if they can kind of confirm that, I would say, “Can you tell me more about what you've been experiencing or some of the challenges you've been experiencing?” So I’m digging deeper into the issue that they’re feeling and the emotions around that. Then once I feel satisfied based on their responses that they have gotten that out of their system, then the questions that I ask would shift more towards substance, more towards problem-solving. 

What kind of things do you think we could do to make sure this doesn't happen in the future? How can we help to make you feel more secure in this situation? Those type of questions. So we’re transitioning from the acknowledging emotions to the compassionate curiosity stage where I'm asking questions. The reason I call it compassionate curiosity is not because I want to really get into a nuanced conversation about what compassion is or isn't. It’s meant to help you moderate your tone, because a lot of times in these difficult conversations, even the best intentioned statements can be read as hostile simply because we are at a heightened emotional state. 

So what I do is ask people to think about somebody who is compassionate. About 90% of the people would say Mother Teresa is compassionate. Then I would say, “Okay. In this conversation, if Mother Teresa was here asking an open-ended question, how would she say it?” So it forces you to moderate your tone, approach it a little bit more than a softer manner and approaching it in the nonthreatening way allows the person to feel more comfortable sharing more information. 

[00:22:29] MB: I want to dig into the compassionate curiosity piece, but before we kind of go down that rabbit hole, coming back, the idea of acknowledging emotions. Is the goal of that sort of step in the framework to help them process that emotion and get it out of their system? 

[00:22:44] KC: Absolutely. Absolutely, because if you don't, it will still fester underneath the surface. The thing is a lot of times with these emotions, they're hidden under a veil of professionalism where they recognize there are certain things they can and cannot say, they can and cannot do. So they simply won't do those not because they don't want to, but because they know that they can’t. So they will hide those emotions from you. 

I really go out of my way to make sure that I explore that emotional side before I get into this. Remember, this is me as a business attorney who negotiates with opposing counsel, as a mediator who is in the middle of these difficult hour-long, hours-long mediations between attorneys on opposing sides and I use this successfully in those situations too. That's what I wanted to create a framework that could be utilized in every type of situation or we can see how it could be utilized in these social interactions we have with our friends and all the way up to the highest level of negotiations we have within our businesses. 

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[00:25:57] MB: So let's dig in to kind of the compassionate curiosity piece and explore that a little bit more. Once you've identified the kind of emotion that they’re struggling with, did you sort of frame the questions you're asking around how do you help them solve that emotion or how do you kind of transition that into from sort of the emotional to kind of more substantive and issue based things?

[00:26:18] KC: Yeah. So what we do is, like I said, once we’re satisfied there, we transition into the substance and issues. Typically, before this conversations, especially in the business world, I'd like to set an agenda. I would have it so that maybe not on the agenda it doesn't say emotional issues, number one. It will talk about concerns and problems. So, really, one of the easiest ways to do this is to change the tense. 

So when we were dealing with those emotional issues, most likely those issues originate from things that happened in the past. So I'm doing a fact-finding endeavor based on things that happened in the past and their perception of those things. Then what I’d shift more to or the substance, the compassionate curiosity stage, this is where I am looking into the future, because most of the time, almost all time when we’re having these conversations, they're going to be with people with whom are going to have an ongoing relationship in some capacity. So I want to kind of outline what the future of the relationship could look like. 

At this stage what I'm doing is I'm changing the tense to focus on the future to outline the parameters of what our relationship could look like going forward and things that we would like to avoid going forward. Then once I feel as though I’ve gotten enough information, then I'm going to start moving into the problem-solving, but not until I feel as though I have a solid lay of the land when it comes to these conversations. 

[00:27:43] MB: So it’s essence it’s kind of figuring out, “Hey, if I was in your situation, I feel really frustrated kind of,” etc., get that out and then you say, “So, what could we do in the future to help you feel – To help you not be frustrated?” or would you couch it specifically in terms of their emotions or would you kind of frame it more broadly than that? 

[00:28:03] KC: What I'd suggest doing at this stage is using something that I call the funnel technique, where the beginning of my questions they start off incredibly broad. Then as I start to get a better idea of where we’re going, where they want to go and where I want to go, the questions will become more and more narrow. 

For instance, a lot of times in in these mediations even though I've read the whole case file, I’ve talked to the opposing counsel and all these things, I would talk to one of the parties, and after I feel as though I’ve explored that emotional side I'd say, “So what are you looking for?” Think about how incredibly broad the question is, especially in the case of litigation where in their complaint they need to say to a specific dollar amount exactly what they're looking for. So I know what they’re looking for, but I want to see where they take that question, because within their answer, within their response to that incredibly broad question, they're going to signal to me what's important to them. Then based on that signal, that's where I'm going to start to get more and more specific. So I need to be able to follow their lead and kind of think on my toes. That's why I'm so intentional about preparing beforehand. So time I was on the show I probably mentioned this free resource, but if you go to americannegotiationinstitute.com/guide, you can get a negotiation preparation guide, a conflict management guide and a salary negotiation guide. 

Before all of these difficult conversations, I’m systematically preparing and thinking through what questions I could potentially ask on what specific topics, because it helps me to be a little bit more nimble, because it's really difficult to come up with high-level questions on the fly. So I want to think through it as much as possible beforehand. 

[00:29:47] MB: I think that's so important, and I want to dig in to preparation actually in a second. But I think it kind of bears repeating too, and you’ve touched on this as we started out this exploration with the example of the three-year-old, but the reality is you're using the same skillset and legal negotiations with other lawyers in board meetings and all kinds of really high level business encounters. This is part of the reason I'm digging so specifically into it, because I do the same thing. I use a lot of these tools and a lot of these skillsets and try to bring kind of emotional intelligence into the communications I have with people, especially difficult communications. I think it's really important for the audience to understand that point that these are not just skillsets for dealing with people who are being kind of emotional or rational children. This is really a powerful framework they can apply across a huge array of interactions. 

[00:30:38] KC: Absolutely, and that's the thing. These interactions, these business and social interactions, they're definitely going to be complex. But our approach to them does not need to be complicated, and that's why I really want to harp on the use of this framework, because the beauty of a framework is that it gives us a roadmap of where we can and should go, but it also tells us where we shouldn't go and helps us to avoid those red herrings, because those things could be more damaging than doing the right thing could be positive to the conversation. I want to help people to understand what things they should ignore as well as tell them what to do. 

Like I said, one of the things that people struggle with is not knowing what to say, and I think they don't know what to say because they see all of the moving parts. They see the complexity and they believe that a complex problem requires a complex solution, but that's not the case. If we stay focused on a simple framework, our outcomes in these negotiations will be significantly better. 

[00:31:37] MB: I like that phrase, the complex problem doesn't necessarily require a complex solution. Let's come back and get into the preparation piece now, because I think that's so critical. I mean, if you look at a lot of the research around negotiation, you see the power preparation. But tell me little bit more about why you think it's such a vital step of being a successful negotiator. 

[00:31:59] KC: When it comes to the preparation, one of the benefits beyond the substantive is the psychological and emotional. Ones we feel as though we are familiar with the situation, it gives us more a greater sense of control. When it comes to feelings of anxiety and frustration and fear, a lot of that for us as humans comes from the fact that we don't feel like we’re in control and it's often irrational. As you know, humans tend to be irrational. 

For example, more people are afraid of flying than they are driving, but we know statistically driving is one of the safest modes of transportation, especially relative when compared to driving. But why is it that we feel so much safer and so much more at ease behind the wheel of a car? It's because we have control. 

So we’re taking the principle of control and applying it to our negotiations by giving ourselves a framework and strategic systematic approach to the negotiation, and the more you know about the situation, the more control you will feel. Because you have a greater feeling of control, it will diminish your level of anxiety, which will increase your level of performance when it actually comes to the conversation. 

[00:33:07] MB: So what are you – I mean, obviously, the listeners can kind of go check out that guide and get some really kind of compelling and specific resources. How much – Let's say, how much preparation are you doing for an average negotiation? I know it varies a lot. But just as kind of a rule of thumb, how do you think about sort of how much prep work to do before you feel like you're ready to rock?

[00:33:27] KC: Yeah. Well, it depends on the gravity of the situation. For instance, I remember a few weeks ago I had a presentation, and all day negotiation training at a tech company in San Diego, and we had a preparation call, like a prep call just getting things in order, knocking out the final details of the engagement, and I was feeling really nervous. I was like, “Wow! That’s kind of strange. I’m nervous.” 

Like I said, I still get nervous for conversations to this day. Then I ask myself, “What would you tell a listener if a listener asked you what to do?” I use the same guide that I had there and I walke through it. After going through it for about five minutes I felt good, I felt at ease and I felt good during the conversation when it did happen. Now, compare that to a business negotiation, I remember one time I had a negotiation on behalf of a client and I prepared for that negotiation for 45 minutes using the guide, and then the negotiation on the phone ended up being three minutes long. But it went really, really well, but it only went well because they put in those 45 minutes of preparation. It's important to strike the balance. 

If you're one of those people who is a perfectionist, a lot of times we think ourselves into inaction. So if that's your issue, what I would do is I would set a time limit on the amount of time you prepare, because sometimes we can get a little bit too deep into it and it really turns into a style of productive procrastination, and I don't want people to fall victim to that. So it is really a matter of degree. So I guess if I were to summarize that whole thing, I'll give a very lawyer response and say it depends, but I would always say that it requires preparation in some capacity. 

[00:35:11] MB: I think the answer to many incredibly important questions is it depends, but I'm also a former debater. So that probably shapes that in a way. So let's come back to kind of the third step, which we touched on a little bit, but this kind of idea of joint problem-solving or collaborative negotiation. Tell me little bit more about that. How do we sort of transition once we started to kind of develop that compassionate curiosity? How do we move into that next phase and what does it really look like?

[00:35:37] KC: So when it comes to this phase, what we’re doing is – Really, it's a joint problem-solving situation, joint brainstorming I should say. So the reason I use that term is that it’s intentional, because people typically aren’t afraid of a brainstorming session. As a lawyer, when I am going into these conversations, framing it is going to be important, because lawyer versus lawyer, whether it’s a lawyer versus a lawyer, me versus an unrepresented party, I typically don't use the word negotiation. I don't say, “Hey, now to the next stage of this negotiation,” or “I'm looking forward to our negotiation.” I would say, “Chat, or let's try to figure it out,” because that's really what it is. I want them to be in that mindset to where once we get to this stage, we’re working together to figure it out. 

As far as the way that I actually transition, I would probably say something like this, I would say, “Well, I think I have a pretty good understanding of where you stand, and I hope I’ve given you an opportunity to understand where I stand. Here's what I think we could possibly do to work this out.” Then I would get my proposal. It's important to understand this important rule of thumb when it comes to when to make the first offer. The rule of thumb I use is when I know more than the other person or an equal amount to the other person, I will make the first offer, because when you think about the impact of anchoring and the first offer advantage, I don't want to miss out on that opportunity. But if I'm in a situation where the other person knows substantially more than me, then I'll sit back and I'll wait for them to give me an offer, because above all else, an offer is information. Once somebody makes an offer, they need to substantiate that offer with credible facts and objective criteria. 

Once that offer goes on the table, I’m going to ask more questions to learn more about it before I counter. So that's how I would transition it. I would just try and put a bow on it and say, “Okay, this fact-finding part of it, I feel we wrapped that up and I feel like we have a good understanding.” So the person then, psychologically, they know that we’re transitioning to the next phase. It kinds of puts a nice stamp on the part of the conversation and allows them to transition a little bit smoother to the next part of the conversation. 

[00:37:47] MB: So that brings up a really interesting point, because I think there's kind of a common misconception that you should never name a price or you should never kind of make your offer first. You should always wait for the other person. But if you really actually look at it, I think there's actually studies that have been done, and we’ll try to find them and throw them in the show notes. But anchoring is such a powerful phenomenon, that there's actually a huge advantage to being the first person to make an offer in many contexts. 

[00:38:08] KC: A massive advantage. Matt, I’ll quote a few studies here. I don't know the author of these studies, but here's one of my favorites, because it just shows how weird humans can be psychologically. Here's the study. So they had people in two different groups, group A and group B, and they ask them similar but different questions. So the first group they said, “Do you think Gandhi was a greater than or a less than 140 years old when he died?” Now, the obvious answer is less than 140 years old. Duh? Right?

So then they asked the other group, “Do you think Gandhi was greater than or less than 13 years of age when he died?” So, of course, the answer is greater than 13 years. Now, this is where it gets good. So they asked both parties, “How old do you think Gandhi was when he died?” So group A, who was anchored with 140, guessed that he was 20 years older, on average, than the people in group B. So this question was a nonsensical question, but it was the number that served as the reference point for the subsequent question. So the first offer that goes on the table will have a disproportionate amount of persuasive power. So that's why, if possible, you want to learn as much as possible for you to be able to put down a solid anchor. 

So I say the anchor needs to pass the because test. If you can't come up with illegitimate way bolstered by objective criteria to explain why you're asking for this, then the anchor is illegitimate, because if you are too aggressive with the anchor unreasonably so, it loses persuasive power and you lose credibility which can hurt you throughout the rest of the negotiation. Use it carefully. Just make sure you'd be able to finish the statement I'm asking for this because. 

[00:40:00] MB: That reminds me of two things. One, there's another really funny study about anchoring that talks about like the power of sort of totally arbitrary information. I think they had people write their Social Security number on the top of like a survey and then they priced out how much they thought a bunch of everyday items cost, like a pencil, an apple, a coffee cup, that kind of stuff, and the people who had – Or the last two digits of your Social Security number. The people whose last two digits ended in like 96 had much higher prices across the board for all these everyday objects than the people whose last two numbers of their Social Security number were like 1, 3 or whatever. We actually have a whole episode that will throw in the show notes too on anchoring, that listeners who wanted to get a lot deeper on that stuff. 

But I also think there's a ton of psychology research that just even just saying because, even if the reason is completely nonsensical in some cases, that actually can increase people's likelihood to sort of agree with whatever you're offering them as well. 

[00:40:55] KC: Absolutely. That’s the classic copying machine example, where the first group they said, “Can I get in front of you? Can I cut in line because I need –” They just asked if I could cut in front of you, and so the success rate was something like 60%, “Sure. Go in front of me. I don’t care.” But then when they said, “Hey, can I cut in front of you because I need to make some copies?” The success rate went up to above 90%, which is crazy, because everybody's in line at that time to make some copies. 

People, they’re primed to focus on the word because, because they just assume that something legitimate is going to come after the because, and thus it receives more persuasive value. 

[00:41:33] MB: The human mind is fascinating. I guess that's why we have a podcast, right?

[00:41:38] KC: Exactly. 

[00:41:39] MB: So let's come back to kind of negotiating tactics and strategies. One of the other things that I know you’ve talked a lot about is the importance of timing and how you sort of time things within a negotiation. I’d love to dig into that a little bit more. 

[00:41:50] KC: Absolutely. Let me give a book reference on that. So after you read my book, of course, shameless plug, check out Pre-Suasion by Robert Cialdini. So Cialdini, of course, is the person who created the book about a quarter century ago now called Influence: The 6 Principles of Influence, and now he came out with this most recent book about two years ago called Pre-Suasion. So it talks about the timing of your requests. 

So he gave an example of reciprocity. Reciprocity is one of the six principles of influence whereby if you give somebody something, it creates the level of psychological debt where they feel indebted to you and it makes it more likely for them to give you something in return. So in the case of a negotiation, that means if you give a concession it makes it more likely for them to reciprocate that concession. 

Now, the most recent studies when it comes to timing demonstrates that it's almost like a bell curve with regard to the timing of the persuasion. For instance, if I give you something, Matt, and then you say, “Thank you.” Now we’re at the top of the bell curve of persuasion. So at this time, if I were to ask for something in return, you are significantly more likely to give it to me than if I were to wait two days. Then, of course, if I were to wait another week, it will be less likely and then if I wait a month, it will be even less likely. 

So there is a timing aspect to when we make these requests. So what I would suggest doing is reading that book and see what are those triggers that people respond to and then timing your requests accordingly. But I think that reciprocity example is a perfect one, because that's something that we see in the business world and in the our everyday lives all the time. 

[00:43:31] MB: Yeah, Pre-Suasion is a great book. We actually had Cialdini on the show right around the time the book came out. So we’ll make sure to toss that one. There’s going to be some pretty detailed show notes on this episode, lots and lots of book references and things to check out. 

[00:43:43] KC: Nice. 

[00:43:44] MB: Another thing that we actually touched on in our previous interview with you that I thought was really important that I think a lot of people miss about negotiation and I think bears kind of digging back into is this idea that many people sort of think that negotiations are kind of zero-sum game, right? And hat my win is your loss, and that's not necessarily always the case.

[00:44:05] KC: Exactly. Going back to what we said about collaborative negotiation, in order to be an effective collaborative negotiator, you have to reject that mentality. I think that is one of the reasons why people are so afraid of negotiation. So they think it's a zero-sum game where my winning necessitates you are losing and then they assume the other person thinks the same way. So they’re really conflating conflict and combat, where with combat, your goal is to do destruction and mutual damage. But conflict is the problem-solving endeavor, a fact-finding endeavor. It's an opportunity to learn more. 

So when you think about it in terms of, “I want to satisfy my interests. I want to try to meet my needs,” and then recognizing that you can help yourself to meet those needs by helping somebody else meet their needs. It makes this exercise a lot less threatening, because, like I said, the way I think about it is we are two people coming to the table. You have needs, I have needs. Let’s chat about them and figure out what we can do to make this relationship work.

I think it will acquire also a comfort level with recognizing that the deal might not work, and that's okay. So one thing to keep in mind is that negotiation isn't the art of deal-making. It's the art of the deal discovery, and if we think it's deal-making, we might try to push through or bully through a deal that really shouldn't happen, because our interests simply don't align. if they don't it, it's completely okay. 

[00:45:34] MB: I found that to be incredibly true, and I think one of the fundamental things that that I, in any negotiation, it's all about trying to discover what is the other party want. Is there sort of an overlap of the two sort of Venn diagrams of your interests and theirs? If there's enough sort of space in there, there's an opportunity to make a deal. But trying to sort of force a negotiation or a transaction or whatever with somebody where there's not enough kind of shared interest and mutual sort of win-win overlap is never going to work out in the long run. 

[00:46:04] KC: Absolutely. I think that's why I focus so much on letting people know that there are three pillars to negotiation or conflict. The first goal is to get more what we want. The next pillar is to avoid things that we don't want them. Then the last one is strengthening relationships. Now we might not be able to maximize pillar number one. We might not be able to maximize pillar number two. But in every negotiation, if we approach the other person with respect and engage in collaborative problem-solving, we can still maximize pillar number three. Even if we don't get a deal, there’s still value that can be achieved from both parties simply by strengthening the relationship through the process. 

[00:46:44] MB: So kind of coming back to this core framework and sort of summarizing it for the listeners, as you call it, the simple framework for approaching any conflict, whether it's in the boardroom or the dining room, is this idea of starting with the acknowledgment of emotions, moving to compassionate curiosity and then ultimately engaging in a framework of joint problem-solving. 

[00:47:05] KC: Exactly. 

[00:47:06] MB: Very cool. I think it's a great framework, and I was really curious of kind of digging into some of the meat of the quite specific how to phrase this question, how do you phrase that question? Because this is such a relevant skillset and something that I'm going to absolutely kind of integrate into my own negotiation skillsets and I'm constantly negotiating with people. As you said, really, the realities were many, many conversations that we have throughout our lives are negotiations whether we realize it or not, right?

[00:47:33] KC: Exactly. So it’s not a question about question of whether or not we are going to negotiate. It’s a question of whether or not we’re going to do it well. So we might as well learn these skills and get better at it, because negotiation is not going anywhere. 

[00:47:47] MB: So what would one kind of piece of homework be as sort of an actionable step that listeners could take to concretely kind of implement some of the ideas and tactics we’ve talked about today?

[00:47:58] KC: The first step, I guess I need to promote this book and say check out the book if you're interested, if you find any of this interesting. The next step would be to take action, because I know I'm one of those people who can be very heady and stay up in my head when it comes to these types of difficult situations in general, not just typical conversations. So what I would do is I would sit there, I’d learn more about it I’d create a strategy, then I’d adjust that strategy. Then three months later, nothing has happened. So this really is an action oriented approach. If you want to develop your confidence in these conflicts, you really need to take action. 

If you’ve listened to this point of the podcast, you are probably more equipped than most, because most people don't take the time to learn these skills. So to take action. You have enough knowledge and skillset just from this to take action in an improved fashion. So whenever you see the opportunity to engage in conflict, don't look at it as a threat or something to avoid. Look at it is something to approach. It's a signal that something is wrong with the relationship or there’s something to investigate, and use it as a tool to get more of what you want, to avoid things you don't want, and strengthen the relationships around you. 

[00:49:09] MB: One more time for listeners who want to find you and the book and all of your work online, what is the best place for them to do that?

[00:49:15] KC: Yeah. Since you all are podcast aficionados, check out the Negotiate Anything Podcast, and the book is called Nobody Will Play With Me: How to Find Confidence In Conflict. 

[00:49:26] MB: All right, cool. That is a wrap. Lots and lots of actionable takeaways, lots and lots of things in the show notes, and great conversation. 

[00:49:34] MB: Thank you so much for listening to the Science of Success. We created this show to help you our listeners master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

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Thanks again, and we'll see you on the next episode of the Science of Success.


November 08, 2018 /Lace Gilger
Influence & Communication, Weapons of Influence
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The Hidden Brain Science That Will Unlock Your True Potential with Daniel Coyle

October 18, 2018 by Lace Gilger in High Performance, Influence & Communication

In this episode, we discuss the science of Talent. We look at how great talent is built into the very physical structure of the brain itself, explore the incredible importance of striving at the edge of your ability and staying there as long as possible, the vital importance of mistakes in the learning process, how a group of kindergartners beat a bunch of CEOs at a simple team-building exercise, a powerful tool Navy Seals use to make better decisions that you can apply to your life right now, and much more with our guest Daniel Coyle. 

Daniel Coyle is the New York Times Bestselling Author of The Talent Code, The Culture Code, several other books. He is a contributing editor for Outside Magazine and works as a special advisor to the Cleveland Indians. His most recent work focuses on how we can build cultures that last and high highly productive and his work has been featured on the TED stage and more.

  • What is a talent hotbed? What are these little places that produce hugely disproportionate high achievers?

  • How does the brain learn and what that has to do with Talent?

  • What does great practice look like, what does great motivation look like,  what great coaching looks like?

  • How do you learn a months worth of practice in 5 minutes?

  • Repeatedly going to the edge of your ability, noticing your failure, and learning from it - that’s how great performance is built

  • Modern science was deeply wrong about how the brain grows and responds - and the myelin (the wiring in your brain) grows 

  • Muscle memory is a deep misnomer - all the memory comes from the wiring of the brain. 

  • The faster and more accurately you build the wiring in your brain through deep 

  • Great practice, great learning is really ugly - it's very effortful to hang out there and be in that place

  • At most, you can really do this deep practice for 1-3 hours per day

  • The 10,000-hour rule misses a key point - it's not just hours, but also quality reps

  • Great talent is literally built in the physical structure of the brain

  • The key idea is to REACH - get to the edge of your ability and play there - stay there as long as possible

  • It’s not nature vs nature - it's not either or - its nature multiplied by nature 

  • How do we learn at the edge of our growth zone?

  • You should be aiming for a failure rate of 20-30% of the time

  • If you’re failing more than that, move the target closer

    1. If you’re failing less, move the targets further away 

  • This concept of learning at the edge of your comfort zone flips the entire idea of mistakes on its head - mistakes are WHERE the learning takes place 

  • Mistakes are information that you can use for your next try - they’re a keep component of the learning process 

  • Mistakes are the gift - they ARE the moment - when the learning is embedded in your brain

  • If you flinch, turn away, and lose you the ability to learn from your mistakes

  • Learning from your mistakes is not just a moral argument -it’s a physical reason - its a physical argument about your BRAIN STRUCTURE 

  • Culture isn’t magic - it can be built - there are specific actions you can take to create a high-performance culture 

  • The way to create feedback loops in business and areas with murky or long feedback loops is to define your scoreboard - define yourself against a very clear standard or dashboard for yourself - hold yourself accountable to metrics

  • Define what you want - make the bar really clear

  • Improvement comes down to 3 things

  • Where are you?

    1. Where do you want to go?

    2. How will you get there?

  • The first two pieces of that require a lot of reflection

  • Learning = Experience + Reflection. Without the reflection, you won’t learn. 

  • Get really specific on what skills you want to improve - and then build a process towards improving those skills and make it as measurable as possible

  • Culture is not a mystical force - its something that’s really practical and specific

  • When you look closer at cultures of high performance - you realize that there are specific activities 

  • HBS study - different is net revenue for two identical companies with different cultures was 720% more net revenue over time 

  • Culture is the MOST IMPORTANT THING you do in a group - it's your most important asset, it's your Achilles heel 

  • “Signalling behaviors” - baked into us by evolution - can often short circuit 

  • Being vulnerable and open builds trust - not the opposite 

  • High-performance groups operationalize truth, vulnerability, and safety 

  • Navy Seals “AAR” - After Action Review - hard conversation about what went wrong, what went right, what they’re doing to do differently next time 

  • The most important words a leader can say is “I screwed that up"

  • Groups that hide vulnerability are weak

  • Leaders who are constantly radiating humility have more strength - humility takes strength 

  • To be vulnerable at work - frame your vulnerability around learning

  • How do you create a foundation of vulnerability in good cultures?

  • Make sure the leader is vulnerable first and often

    1. Deliver negative things in person 

    2. 2 Line Email to your email

    3. One thing you want me to keep doing

      1. One thing you want me to stop doing

    4. Aim for warm candor and avoid brutal honesty. When you’re brutally honest you enforce a culture of brutality.

    5. Danny Meyer story - "If you don’t ask for help 10 times today, it will be a bad day"

      1. Give the truth, but give in a warm way

      2. When you make mistakes, I’m here to help - we are interconnected 

  • How a group of kindergartners beat a group of CEOs at building a tower of spaghetti 

  • Our mental model of group performance is wrong because it doesn’t include safety

    1. We are built to care about status - deeply wired into us is this worry about how we fit in and we’re constantly expending mental energy worrying about status 

  • Group performance is not about how smart you are, not about how verbal you are - it’s about how safe you are

  • How do we create psychological / status safety with those who we work with in order to foster a culture of high performance?

  • Over-communicate safety

    1. Deliver a really clear signal of connection early on 

    2. Send a really clear signal that “I see you” “we are connected” 

  • Smart groups use the first day, the first hour - to continually signal the basic human connective signals 

  • Strong cultures over communicate their purpose by “a factor of 50x” - they talk all the time about their core principles and their core purpose

  • Strong cultures have distilled what matters into a cohesive set of emotional GPS signals 

  • Intensive questions about “what comes first” - really getting specific about what your values are 

  • Build a map that show’s your organization what true north is - and be as vivid and explicit as possible about what that is

  • Parables

    1. Stories

    2. Catch Phrases

    3. Images

    4. People

    5. Over-communicate what matters most to your organization 

  • Do great cultures and organizations transcend conflict?

  • We have a powerful instinct to hide away from negative moments and things we don’t like - and yet leaning into mistakes and problems is the best way to grow as an individual - and the best way to form strong organizations 

  • Homework: “WSD” - Write shit down. Have a place and a time every day where you can get away from things and reflect on what happened. A cool calm place where you can reflect, trace threads, connect dots, reflect on your performance. This is the most powerful thing you can do. 

  • “I've never met a high performer who doesn’t have a reflective habit"

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Show Notes, Links, & Research

  • [SoS Episode] Research Reveals How You Can Create The Mindset of a Champion with Dr. Carol Dweck

  • [Book] Mindset: The New Psychology of Success by Carol S. Dweck

  • [Wiki Article] Danny Meyer

  • [Article] What a Marshmallow Reveals About Collaboration by The Build Network staff

  • [Article] Does corporate culture drive financial performance? By Kotter

  • [Personal Site] Daniel Coyle

Episode Transcript


[00:00:19.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[0:00:11.8] MB: Welcome to the Science of Success; the number one evidence-based growth podcast on the internet with more than two million downloads, listeners in over a hundred countries and part of the self-help for smart people podcast network.

In this episode, we discuss the science of talent. We look at how great talent is built into the very physical structure of the brain itself; explore the incredible importance of striving at the edge of your ability and staying there as long as possible, the vital importance of mistakes in the learning process, how a group of kindergarteners beat a bunch of CEOs at a simple team-building exercise, a powerful tool Navy SEALs use to make better decisions that you can apply to your life right now and much more with our guest, Daniel Coyle.

Do you need more time? Time for work, time for thinking and reading, time for the people in your life, time to accomplish your goals? This was the number one problem our listeners outlined and we created a new video guide that you can get completely for free when you sign up and join our e-mail list. It's called How You Can Create Time for the Things that Really Matter in Life. You can get it completely for free when you sign up and join the e-mail list at successpodcast.com.

You're also going to get exclusive content that's only available to our e-mail subscribers. We recently pre-released an episode in an interview to our e-mail subscribers a week before it went live to our broader audience, and that had tremendous implications because there is a limited offer in there with only 50 available spots that got eaten up by the people who were on the e-mail list first.

With that same interview, we also offered an exclusive opportunity for people on our e-mail list to engage one-on-one for over an hour with one of our guests in a live exclusive interview just for e-mail subscribers. There's some amazing stuff that's available only to e-mail subscribers that's only going on if you subscribe and sign up to the e-mail list. You can do that by going to successpodcast.com and signing up right on the homepage. Or if you're driving around right now, if you're out and about and you're on the go, you don't have time, just text the word “smarter” to the number 44-222. That’s S-M-A-R-T-E-R to the number 44-222.

In our previous episode, we discussed the foundations of evidence-based thinking, the important balance between habits and decisions and how each of them shapes who you ultimately become and dug into the idea that your decisions set their trajectory of your life, but your habits determine how far you walk on that journey.

From there, we explored how to build high-impact habits, what you need to do to determine the best habits to focus on first, how you can harness the power of the aggregation of marginal gains and much more with our guest, James Clear. If you want to crush procrastination and overwhelm, be sure to check out our previous episode with James.

Now, for our interview with Daniel.

[0:03:08.3] MB: Today, we have another exciting guest on the show, Daniel Coyle. Daniel is the New York Times bestselling author of The Talent Code, The Culture Code and several other books. He's a contributing editor for Outside Magazine and works as a special adviser to the Cleveland Indians. His most recent work focuses on how we can build cultures that last and be highly productive. His works been featured on the TED stage and much more. Daniel, welcome to the Science of Success.

[0:03:33.9] DC: Hey Matt. It's good to be here with you.

[0:03:35.4] MB: Well, we're very excited to have you on the show. I'd love to get started with, I mean, I think both of your – two of your biggest books, The Talent Code, The Culture Code have so much wisdom. I'd love to start with maybe this idea of individual talent and then when you move to looking at how we can collaborate and work in groups and build culture.

[0:03:54.8] DC: Yeah. Well, that's funny. That's how I started on this little journey. Got interested in his talent hotbeds and it sent me on this long trip I've been on for the last 10 years. I'd love to start there.

[0:04:05.1] MB: I think, even that statement is a great place to dig in. When you say talent hotbed, what is that and how did that spark this this journey?
[0:04:14.1] DC: We've all heard of these places and they're real. There are little places that produce statistically impossible numbers of talented performers. There's a place in Russia with chess players, there's a music camp in the Adirondacks that produces unbelievable players, there's a tennis club outside of Moscow called Spartak that produces more top 20 women than all of America did for a period of about 10 years.

We're all familiar with this idea, the little town in the Dominican that all the shortstops come from, we're all familiar with that and how unlikely it is. That mystery is what sent me on this journey with The Talent Code, where I went to find out what the hell's going on there? What's that all about? Is it something in the water? Is it something more?

The journey took me on this this deep dive into basically how the brain learns, and what great practice looks like, feels like, smells like, what great motivation looks like, feels like, smells like and what great coaching looks like. I found there was a pattern, that they all shared a pattern that is really clear when you look at the human brain. There's a certain practice that's happening there that improves your learning velocity. The subtitle of the book is that greatness isn't born, it's built. That's what I found out to be pretty much true.

[0:05:23.2] MB: There's so many ways I want to go from that and unpack what you said. Let's start with this simple idea of how the brain learns, in that journey to uncover these talent hotbeds, how did you start to peel back the layers and really understand how our brain really functions?

[0:05:40.4] DC: It started with going there, going to these places and seeing them involved in this certain practice that puts you on the edge of your ability. There's a story that I tell early in the book and it's of a clarinet player. Her name is Clarissa and she's part of this larger study that attract improvement for over years.

They were able identified these extraordinary moments where her learning velocity increased, where she learned. In this case, it was a month's worth of practice in five minutes. I was able to look at the videotape. What does that five minutes look like? We typically think of talent as something that just blooms and happens with effortlessness. What I found was exactly the opposite.
I mean, she's making mistakes, she's playing and then it's almost like she wants to drop her clarinet. She feels that mistake so intensely. She's so aware of what right is and what wrong is and she repeatedly goes to that edge of her ability, fails, notices the failure, learns from it and then moves again. That moment, which is really called deep practice is where her brain is being built, where she is building that brain.

Then you go a little deeper. I went to this fantastic doctor, Dr. Douglas fields who studies the brain and learning and a bunch of other stuff at the National Institute of Health in Maryland. He showed me this picture of something and it looked like electrical tape wrapping a wire. It was this spiral around a wire, and he started telling me about myelin.

Myelin is a brain substance that was thought to be inert for many years. It's basically the insulation around your wires of your brain. Like your brain is a bunch of wires and myelin is the insulation that lets the signal go from one spot to another. If you didn't have it, the signal would leak out and it's the same reason we got myelin on the cords that we're using to talk right now that insulates the wires.

He started telling me that modern science actually got it deeply wrong when it came to myelin. It wasn't inert. It grows and it grows in response to practice. They've actually done these brain studies where they can look at brains of say a piano player after 50 hours of practice, after a 100 hours of practice, after 200 hours of practice, and the myelin on those circuits in the brain grows in proportion to the hours that you spend.

In other words, every effortful rep earns you some new connections, every effort rep earns you another wrap of this insulation. When you get more insulation, I don't know if your audience is into electrical engineering, but the thicker insulation is, the faster the signal speed becomes. The thicker that myelin gets, the more you earn another wrap and earn another wrap and earn another wrap, you get better signal speed, which means you get better skill; this this idea of – we always talk about muscle memory. “Oh, he’s got great muscle memory.”

That's actually a deep misnomer. Muscles don't have any memory. They don't. All the memory comes in your wires of your brain. The faster and more accurately you build that machine between your years through deep practice, through going to the edge of your ability and repeating and learning, the better brain you build.
[0:08:34.2] MB: I love that idea of essentially cramming a month's worth of learning into five minutes by really being at the edge of your ability. That's really interesting.

[0:08:43.3] DC: It's beautiful to watch actually, because it's really ugly. It is not a pretty place to hang out, and it's very effortful to hang out there, which is why you can't do it in for five hours a day. You can't do it for 10 hours a day. Most the places I visited had really intensive practice for between one and three hours a day, and that's where they could really get the most done.

This idea that we have, and I think it's been fueled a little bit by the 10,000-hour number and this idea of great world-class experts, and so will only have to take 10,000 hours. That gives you a sense like, “Well, I just need to put more hours in, right? Now you were measuring hours.” It's actually a bad nudge, because don't measure hours, measure quality reps, measure – we often measure our practices by, “Oh, I spend an hour doing X.”

Don't measure it that way actually. Measure it by how many intensive reps you can get. For example, if you want to memorize part of a book, don't highlight it and go over it. That's been shown it doesn't work very well. The best way to do it is to read the book once, close it and then try to regenerate what's in the book. Actively put yourself in that [inaudible 0:09:48.6] spot of like, “Oh, I don't quite have it. I'm failing, but I've almost got it,” and try to generate that. As much as you can, make your rep active and reaching. The keyword is really reach, like to get to the edge ability and reach just past it. The more you can do that, the more effective your practice will be.

[0:10:05.7] MB: I think it's another really critical idea, this notion that talent is I mean, not something necessarily that you're born with, but it’s literally something that’s built into the physical structure of your brain through this, so this reach through this deep or deliberate practice.

[0:10:23.0] DC: It is. It’s liberating idea, and it comes with a few caveats. If we're talking about talent as pure speed, or pure ability to leap, no. Genes matter, you know what I mean? Genes are not important, right? We've always thought of this as nature versus nurture, right? Is this a nature or is a nurture? What the science is increasingly telling us is it’s nature times nurture. It's a multiplier. If you've got some natural proclivities and what you can do with quality practice is really deeply accelerate those through the active reaching.
[0:10:55.7] MB: Tell me a little bit more about this idea of reaching, or being at the edge of our growth zone.

[0:11:01.9] DC: Well, it's interesting. All reaching is not created equal, Matt. If I remember the first time I went downhill skiing, I was definitely reaching. I was 15-years-old, never really been on downhill skis before. I just flopped my way down the mountain. It was not pretty. I was definitely reaching, but I was way, way away from my target, and I didn't learn anything except how to fall really well.

What you should be aiming for is anything between – and it varies according to task, but aiming between making it between 70% and 80% of the time. You should be failing 20% to 30% of the time. That's a reach. If it's too easy and you're making it 90% percent of the time, you're probably not learning enough. If it's too hard and you're making it 10% at the time, you need to move the target closer, so that you can more accurately get it.

When you think about that reach, it really makes you reinterpret another word, which is the word mistake. When we fail, it feels really bad, and it feels we should stop and it feels it's a problem and it makes you turn away from it. What happens in these talent op eds and in other high learner environments is people really lean into that, because they realize that mistake is not a verdict. That mistake that you made is information. It's information that you can use for your next try.

It's like you're building a map, right? I'm trying to find Wichita on the map and if I reach toward Wichita and I have no idea where I am, it's hard to find where the right path is. If I know that I went to Kansas City, then I can go toward Wichita. I can use that to triangulate. Those mistakes are gifts, because they give you the edges in the field that you need and the information literally that you need to make us a more accurate reach next time.

[0:12:48.2] MB: The many ways that it almost seems like mistakes are where the learning is really taking place essentially.

[0:12:53.4] DC: Oh, my God. Mistakes are the gift. That is the moment. There's a really key moment. They've actually shown this on brain scans. I'm sure your listeners are familiar with Carol Dweck's work with Growth Mindset. They can actually identify the moment. It happens like 0.2 seconds after you make a mistake. In some people's brains they look intently at the mistake. What the hell happened there? I want to know, right? In other people's brains, they shut down and look elsewhere.

It's really a provocative question for all of us, like which one are we, right? When we make a mistake, there's that tendency to flinch and close your eyes. If you do that, you're losing a huge opportunity. If you make a mistake and you really get more interested, that's where the growth is going to happen.

[0:13:34.1] MB: Yeah. I mean, we're huge, huge fans of Carol Dweck. She's a previous guest on the show and her book Mindset, probably was one of the most transformational books that I ever read personally. I couldn't agree more about the theme that if you delude yourself into thinking that you haven't made a mistake, or you don't learn from your mistakes, there is so much self-sabotage happens, and it really all realms of learning and personal development.

[0:13:57.3] DC: Totally. We always think of that as being a moral point like, “Oh, you should learn from your mistakes, because it's the right thing to do.” It's actually also a neural point, right? You're actually having that opportunity to build – an unbelievable opportunity to build your brain that you're walking past. It's the right thing to do from being a better person point of view, but also from being a better learner.

[0:14:18.6] MB: I really like the way you phrase that. I mean, from the perspective of the myelin structures inside of your brain, if you're not learning from your mistakes, you're not allowing your brain to get wired in a way that's going to make you more talented and ultimately help you become more successful.

[0:14:31.7] DC: You're building habits, myelinating and building better wires for you to look away. All these things grow on each other. That's the other thing that got me interested as I went through the individual stuff, if we can in some ways make the turn toward culture here, because the power of a culture to create an environment where everybody is learning is incredibly cool.

The idea that certain leaders can send signals to say, “All right, we're going to make that safe. We're going to make it safe to really make mistakes and learn,” can have a huge effects on the overall learning of a group. I saw that. That's what got me interested in groups in the first place, because you'd walk into these hot beds and some of them just – they felt different, right? They felt really cool. They felt really connected.

We talk about that term chemistry, like that group has really great chemistry. We feel that when you walk into a great school, you walk around it, be around a great family, be around a great sports team, be around a great business. You walk in you feel that chemistry. We've always thought of that as magic, right? But it ain't. It's not magic. It's human signaling. They're aligned their behaviors with really powerful wires in our brain that help us generate closeness and connection and cohesion.

[0:15:39.5] MB: Absolutely want to dig in to all of that. There's one other thing I want to come back to before we go too deep down the culture rabbit hole, which is something that I constantly think about and struggle with. As somebody who's really done a lot of homework on this, I'm curious what your perspective would be. I can easily see how this deep practice and knowing when you're at the edge of your growth zone and all these things apply to things, like chess, or tennis, or discrete skills where it's easy to get feedback and measure the results. How do you think about applying this to things like business, or larger fields of interaction where there's really unclear long-term, murky feedback, or no feedback, or there's a huge amount of noise between action and feedback?

[0:16:23.4] DC: Right. Now that's a really cool question, and it's one that actually we faced a little bit in terms of some of the work I've done with the Cleveland Indians. Not with the baseball players so much, but with the on the baseball operations side, because we're trying to do what you're talking about, which is the big challenge there that I think you're speaking to is the fact that the world, especially the business world it's this really mushy place, right?

Like, did that meeting go well? Did that meeting not go well? How am I doing? If I'm shooting free-throws, I can add that up. I know my free-throw percentage, but what's my percentage on having good conversations with people, right?

I think the way to think about that space is exactly in-line with sports. You have to define your scoreboard, right? You have to create moments of reflection where you assess yourself on how you're doing against a clear standard. A lot of successful people I've seen build that standard for themselves. I've seen it like three or four times recently where people will build their own dashboard, right? It's a piece of paper that sits on their desk and it's got the key things they want to get done for the day and might have to do with learning this, it might be relational, might be connecting with a spouse, it might be something completely different, but the idea of constantly holding yourself accountable to some really specific metrics on what you want to do and really specific standards.

Making a bar really clear, this is where language ends up being massively important in defining what you want. Any improvement comes down to three things; you got to figure out where you're at, you got to figure out where you want to go, and you got to figure out how you're going to get there. Those first two pieces are really a lot of reflection.

In modern life, all learning is made of a loop. On the top you have experience, on the bottom is reflection. In our world, the world is filled with experiences. Carving out time to reflect, to really figure out, “Okay, where am I with my skills? Let's say my sales skills, or my skills at giving a pitch? Where am I with those skills? How can I assess that? Where do I want to be? Give me a really clear windshield of specifically the skills that I need to build.” Then I need to build a process for getting there.

I think a lot of times, we give a lot of credence to experience and a lot of lines of work. How do I become a better lawyer? Well, you just have to have a lot of experiences. How do I become a better baseball scout? Well, you just have to have a lot of experiences. That's what we're told. That's not actually true. You can build your own system, but it really hinges on figure out where you're at with reflection, figure out where you want to go by staring at greatness, who is great in your environment? How can you quantify that greatness and describe it? Then, build yourself a plan of daily habits for getting there.

[0:19:08.4] MB: I think that's a great answer, and especially the piece of both thinking about reflection and using those contemplative routines, or contemplative time, whether it's journaling, or thinking, or whatever to really step back and figure out how do I tie my experiences to what I want to take away from them and how I'm going to improve on them. Then I think marrying that with this notion of really measurable process-driven goals is a really comprehensive way to think about that. Thank you for such an insightful answer.

[0:19:36.7] DC: You bet.

[0:19:37.9] MB: Let's get back to this idea of culture now. I want to come back to something you touched on a moment ago, which is this notion that building great cultures isn't magic. It's not this voodoo thing. It's something that there's very practical, specific actions that you can take, and you've actually been out in the field and studied people like pro basketball teams and Navy SEALs and all these different realms of endeavor and found that it's not this impenetrable mystical force. It's something that's really practical and specific.

[0:20:11.0] DC: Mystical force. I love that, because that's exactly how we perceive it, right? Like, “Oh, man. Apples just got that thing, or Amazon, or whoever.” That idea is very sexy and pervasive, that they've got it and it's something they're born with. It's the group version of genes, right? They've just got that magical thing that lets them be awesome and we don't.

When you look closer at that – well, it's quite ironic actually that we view it with such – through such a mystical lens, because by far, when you look at the studies, there was a cool Harvard study that took 200 paired organizations, they were identical in every respect, except for one. One had a strong culture, one had a weak culture. Then they tracked them for 11 years. The difference in net revenue between strong culture and weak culture was 756%. Culture was worth that much 756% in that revenue, in performance basically.

Culture, it's this ironic thing because culture is by far the most important thing you do in a group. Ut's the most important asset that you have, it's your Achilles heel potentially. Yet, we regard it like it's some mystical smoke, which is crazy, because when you look underneath the smoke, what you see is this very old, very simple set of signals. Signal, they're called signaling behaviors.

There's certain behaviors that caused these ancient wires in our brains to light up and they have to do with some very fundamental evolutionary things, like safety. Am I safe? Am I not? Then the other one has to do with sharing risk. Are we sharing risk here, or are we not sharing risk together? The third has to do with where are we going?

A good visual for your listeners, if you're trying to think about what a great group looks like, picture a flock of birds moving through a forest, or maybe better, like a school of fish moving to a coral reef, thousands of fish altogether moving through this really complicated environment in real-time. That's what great culture is. When you look – watch Pixar make a movie, when you watch the Navy SEALs operate, it's connection, it's sharing of information. They're not hiding information. They're showing where each other is and it's clear direction of where the goal is, where are we going.

That image of those – of that school of silvery fish moving through the coral reef is exactly what they're achieving by sending these signaling behaviors of safety, like it's safe to be connected here, of sharing vulnerability, sharing risk and of purpose. This fundamental language is what the book is about.

[0:22:42.5] MB: I think it's great that you bring it back to how evolution has shaped our psychology. It's funny, the very first episode we ever did of the Science of Success many years ago was called The Biological Limits of the Human Mind and it was all about how evolution has baked in certain biases and behaviors into our brains. In most cases, they work really well, but occasionally especially in modern society which is not necessarily what our brains were designed for, they can often short-circuit.

[0:23:10.5] DC: Super exactly, exactly. One of the big ways it does that is around this notion of vulnerability. Typically, we're taught. If you and I are going to trust each other that we've got to build-up trust in order to be vulnerable, right? We're going to work together. We've got to build trust and then we can be vulnerable together.

In fact when you look at the science and you look at the experiments, we've got it exactly backwards. Being vulnerable together builds trust, being open together. There's some really cool experiments I talk about in the book where they pair people and ask them questions, one set of questions, one group gets one set of questions designed to create vulnerability. It asks something like, “When was the last time you sang in the shower?” People have to ask each other. Or, “Tell me one thing that you've always wanted to do and why haven't you done it?”

Another one it's just the other group just gets factual questions like, “Who's your favorite movie star?” At the end, they have them all do a cooperative act. The team that got vulnerable together performs better. They're better at cooperating and which really shows how backwards we've got it. Vulnerability, sharing weakness together is what builds trust. Great groups operationalize this.

They purposely create with the intent of an athlete training. They purposely create moments where people can get real and where people can be vulnerable and tell each other the truth about what's really happening. I mean, when the SEALs do a mission, whether it's a training mission, or whether it's Bin Laden. For the book, actually I end up talking to the guy who trained the people who got Bin Laden. They do something called an AAR, which is called an after-action review.

They get off the helicopter and they circle up and they start having a hard conversation about what went wrong, and about what went right, and about what they're going to do different next time. It can be a five or 10-minute thing. It's incredibly powerful. It's a hard conversation. It's really hard to admit, “Yep, I totally screwed that up.” It's the thing that lets them build a shared mental model of what they're doing. It’s the thing that lets than cooperate, just like the people in the experiment, cooperate better.

Actually, one of the commander that I spent time with, his name is Dave Cooper, he put it this way, he said, “The most important four words a leader can say are I screwed that up,” which was it was shocking to me in some ways. I thought Navy SEALs were supposed to be confident, and they are. The real confidence they have is that they can share weakness together. Groups that share their weaknesses are strong, and groups that hide their weaknesses are weak.

[0:25:34.8] MB: It's funny, that example about the Navy SEALs I thought was one of my favorite anecdotes from culture code, and especially that phrase, “I screwed up,” right? It's so often in our culture that we try to hide, or minimize and it comes back to what we're talking about earlier, right? Minimizing our mistakes, when in reality the best thing you can usually do is to take responsibility and own up to it.

[0:25:56.6] DC: Totally. For your sake, for the sake of your brain, but also for the sake of the culture because it makes it safe for others to do the same thing, and there's such – we're wired for status. We've got all of this impulses to preserve our status. It's really, what I saw in the places that I visited where that leader – world leaders who constantly radiated what you might call a backbone of humility.
We think of humility as being just a quality on its own. Like, “Oh, it's so humble.” Actually, it takes great strength. That's why it's really a backbone of humility, that it takes strength to be able to say, “Hey, I need you. I really need your help on this. Or, I do not know how to do that.” There's really cool ways to do that. I mean, especially for women, it ends up being sometimes hard to be vulnerable at work because it can be perceived as weakness and it would perceived with bias. The leaders I saw always framed their vulnerability around the learning.

There was a cool moment, an engineer at Google told me about he had used to work at Pixar. One day, they were hanging out as a bunch of young engineers and the head of Pixar came by, this guy named Ed Catmull who is a co-founder with Steve Jobs at Pixar. He came by and he just watched them. They got nervous. These are 20-something engineers working on a problem, and then Ed Catmull speaks up and he says, “Hey, when you guys are done, could you come up to my office and teach me how to do that?”

It was a really cool moment. The guy got goosebumps telling me about it happened 15 years before, but that way of expressing vulnerability around learning. We're not just going to say that were, “Oh, I'm not good at that. I'm done with that.” It's, “I want to learn that.” For a leader to send that signal is incredibly powerful.

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[0:29:54.0] MB: I want to dig into – dig into the vulnerability a little bit more. Tell me about some of the – I think that that's a great way of framing around learning, but I'm curious what are some of the other – as you call them, ideas for action around cultivating vulnerability in a group setting and building a culture around, making a vulnerability acceptable?

[0:30:13.7] DC: Yeah. Really making sure that the leader is vulnerable first and often ends up being really important. Another related thing is delivering negative stuff in person. There's a lot of times when you got to give someone a no that you’re tempted to hide behind a text, or an e-mail, or a memo, or something like that. What I saw in good culture is a willingness to have that moment, where you're saying, “Look, this is a hard conversation to have, but we're going to have it.”
Actually at Facebook, Sheryl Sandberg asks her people, “Have you had a difficult conversation today?” Which is really pretty cool question. That ends up being a nice way to have vulnerability. Another way they could get sent is through something called the two line e-mail, and this is an idea that comes from Laszlo Bock who was former head of People Analytics at Google, now works for a startup called Humu. Laszlo says, “Send an e-mail to all your people. Make a habit of it saying, ‘Hey, tell me one thing you want me to keep doing and one thing you want me to stop doing.’” It's a really short e-mail, but it sends an extraordinary signal of connection and vulnerability and learning, willingness to learn. Tell me. I want to get better.

Another way to think about it is when you're talking about vulnerability and having real conversations is to aim for warm candor and avoid brutal honesty. When you talk about okay, we're going to have real conversations and tell each other the truth. There's a certain person in some organizations who gets real excited about that and like, “All right, we're going to be brutally honest together.” When you are brutally honest, you enforce a culture of brutality. What you should aim for instead is warm candor, which is when you send a signal of connection and I'm giving you this because I care about you, I'm interested in your development and also candor, I'm telling you the truth. Aim for warm candor and avoid brutal honesty.

[0:32:06.5] MB: I want to dig into that a little bit more, because I mean, being somebody who has read up on things like Principles by Ray Dalio and gone super deep into a lot of these rabbit holes, I think I may personally have a tendency to lean more towards the brutal honesty side of things. How do you think about really switching that, or cultivating warm candor instead of brutal honesty?

[0:32:28.1] DC: Use the camera. Deliver one signal, deliver a candor signal, but also pull the camera back to show the connections. One great example of that I saw – I studied Danny Meyer's restaurants. Danny Meyer runs some of the top restaurants in the world, known as a Gramercy Tavern.

I watched a woman named Whitney. It was her first day. She trained for six months to be a front-of-the-house waiter. She done all this training, this is her first day at the front of the house. Right before she was about to go out, her manager leaned over and said something to her. What did he say? Like, “Go get them. You can do it.” What he said was, “If you don't ask for help 10 times today, it's going to be a bad day,” which is really like a high candor.
I winced little bit when I heard it. That's high candor. You're going to make 10 mistakes today is basically what he’s saying. He’s also saying, “Look for me. Ask me for help 10 times today.” That’s a warm message. He delivered both. He gave her the truth. We expect he made mistakes safe. He put her on her learning edge. It wasn't like, “You better not make a mistake today.” It wasn't just mindless, good luck today, go get him. It was this in-between ground, which is uncomfortable to stand on, but it's like, you're going to make mistakes, and when you do, I'm here to help. We're a team.

It's really pulling that camera back and not just delivering the truth, but showing the interconnection between the people in the room, showing the interconnection between people who are there to support each other when they do fail. Makes that failure safe and makes the learning happen.

[0:33:56.2] MB: That's a great example. Correct me if I'm wrong, but am I thinking about this, it's almost like bring some emotional intelligence into that, into that honesty and think about how it's going to impact the other person and frame it more from perspective of caring about them and also being a resource for them to help them with whatever that particular issue is.

[0:34:17.9] DC: Exactly.

[0:34:18.8] MB: I want to come back to the concept of safety. We touched on it and then really went deep down the vulnerability rabbit hole, but I think that's a really important element as well. I know you tell story of these kindergarteners and how they defeated CEOs. Can you share that anecdote?

[0:34:38.0] DC: Yeah. This is my favorite one. I mean, this guy came up – Peter Skillman, he's this engineer and designer came for this contest. It was a super simple contest, right? Who can build the tallest tower with 20 pieces of raw spaghetti, a yard a tape and they had 18 minutes and a single standard-size marshmallow that had to go on top of the tower, right? Ready, set, go.

The interesting thing that he got was some CEO, some lawyers, some MBAs and groups of kindergartens, four-person teams, and they all start. Question is which one's going to win? They all start. All the adult groups start the same way. They talk, right? They're all talking. Then they suggest some ideas and then they hone those ideas and then they divide up roles and it's super smooth. It looks gorgeous. It looks so cooperative. It looks so polite. It looks so lovely.

Then over here you have the kindergartens and they're basically just eating marshmallows and it's complete chaos, right? They're taking stuff together and it's – if you had to bet your life savings on which one is going to win, most of us would bet on one of the adult groups, right? Because that's our mental model of group performance. When we see – it focuses on what we can see, which are individuals. When we see smooth, verbal, cooperative teams, we think it's going to be – it's going to work. When we see total chaos, we think it's not going to work well.

What ends up happening is the kindergartners win like every time. They beat the MBAs, they beat the lawyers, they beat the CEOs, and that's because our mental model of group performance is wrong, because it doesn't include safety. We’re built to care about status. Deeply wired in us is this worry of where we fit in, and that starts churning the second you put any human being in a group.

They're talking smoothly, but underneath their talking is this whisper, “Where do I fit in? Who's in charge here? Is it okay to say that?” It slows ideation, it slows creativity, it slows performance. Over with the kindergartners, they do not care. They do not care about status. They just are shoulder to shoulder, cramming stuff together, making it happen, building something, it falls down. What better feedback can you get to go back to where we started this conversation, than from making a great mistake together?

They learn from that mistake. They're able to churn out more tries and they get a better result. The adults usually do one try and it usually falls over, because they haven't anticipated how complicated this actually is.

It really gives you a new way to think about group performance, because it's ain’t about how smart you are. It really is not. It's not about how verbal you are, how well you talk. It is about how safe you are. Can you go shoulder-to-shoulder? Can you just start cramming stuff together and see what happens? That's what a good group does.

When you look deeply at the early days of Google, when you look deeply at the success of the San Antonio Spurs and the Navy SEALs, what you see are people who do not care about status, who are working shoulder-to-shoulder because they've created this atmosphere of safety, where their brains can relax and work together.

[0:37:38.6] MB: How do we start to think about creating that culture environment of safety with people that we work with?

[0:37:45.8] DC: Yeah, the first is to understand how the amygdala works, right? The amygdala is at the center your brain and it's the part that's a fight-or-flight alarm system. To understand how that works, you got to understand that it is super vigilant, it is constantly looking for micro-signals that you're not safe. When it does, it checks you out. It will start looking for the exit doors.

Understanding how important it is to over-communicate safety. That starts the first day, ends up being way more important I think than people think, the first hour. Delivering a really clear signal of connection early on that the previews further future connection that cares about the whole person – there was a cool experiment at a place called Wipro, which was a call center. They capture some of these lessons. They were struggling at Wipro. As a call center, they lost a huge percentage of their people every year. They figured, what can we do?

They tried this crazy experiment, where they changed training by one hour. The one hour – two groups. One group got the standard training. The other group got this training where instead of telling them about Wipro, they flipped it and they used the hour to ask questions. Like tell me new hire, what happens on your best day? What happens on your worst day? They asked them, if we were on a desert island and marooned, what skills would you bring to our survival?

Then they hired them all and then they went back seven months later and retention went up 270% in that second group. 270%, because they received a really clear signal that said, “I see you. We’re connected.” They over-communicated safety and they demonstrated that safety with behavior. Smart groups use that first day, that first hour to continually signal these very, very basic human connective signals.

When you get hired at Pixar, whether you're the barista, or a new director, you get brought into a room and the head of Pixar comes out and says the following sentence; he says, “Whatever you did before, you're a movie maker now. We need you to make our films better.” Then they have a meeting called The Daily, where they show the footage from the previous day, and anybody in the company can speak up and make an improvement or a suggestion. Anybody. A barista can raise their hand and say, “I think that color is off. I think those clouds look fake,” whatever. It ain't just the messaging, it's the messaging plus the behavior and the set of organizational habits that reinforce this very, very basic signal like, “Look, we're connected.”

[0:40:18.7] MB: I'm just clarifying this for the listeners, but it's essentially not a physical safety. It's more like, you're part of this community. We see you as a human and you're welcome here to express yourself and be yourself and you don't have to worry about your status.

[0:40:35.4] DC: Yes. Exactly right.

[0:40:37.1] MB: Let's move on to the concept of establishing purpose, which I know is the third building block of creating strong cultures. How do you think about what that means and how organizations can strive to do it?

[0:40:50.1] DC: Yeah. Somebody, when I start out on this journey I thought, “What purpose is something that seems to come from the organization's hearts and from their guts?” I didn't expect that they would talk much about it, especially the Navy SEALs. I thought they'd be quiet about their purpose. It turns out when you spend time in those communities, they over-communicate that stuff by a factor of 50.

The SEALs talk all the time about how they're the quiet professionals, which is funny because they talk all the time about how quiet they are. They talk all the time about shoot, move and communicate, and they talk all the time about how the only easy day was yesterday. They almost fill their windshield with these mantras. It ends up functioning like a mantra map, where they’ve distilled what matters into a cohesive set of emotional GPS signals, that really show what matters, that really, really show what matters.

The best the best story about purpose that I bumped into had to do with an event that happened in 80s, the Tylenol poisonings in 1983. Johnson & Johnson the maker of Tylenol got a call one day that, “Hey, your product just killed people in Chicago,” and some madman had replaced the capsules with poison and it killed innocent people. What happened next is Tylenol, just like that school of fish we were talking about before swung into action. They voluntarily pulled millions of dollars’ worth of product from the shelves. They dealt with total openness with the press against the advice of their lawyers. They went against the advice of the FBI to pull even more product from their shelves. They've developed safety packaging in a matter of weeks. I mean, it was absolutely incredible.

As a result, Tylenol still around. When you roll the clock back on that story like, why were they able to do that? That's amazing. Tylenol shouldn't exist today and yet, it does, because there was a leader at Johnson & Johnson, a guy named James Burke who a few years before had started to worry that his people lacked the purpose, that there wasn't a clear sense of direction of true north. He had created a series of what he called credo challenges, where people got together and had these intensive discussions around the question of what comes first.

Any business that anybody – you could have 10 things come first, right? Shareholder price comes first, quarterly report comes first. In Tylenol’s case, it could have been their relationships with hospitals, or their research and development. What they decided in those meetings was the patient comes first, the health of the patient comes first. They created this tremendous vivid consensus around what true north was.

As a result of those intensive conversations, when the crisis came, they all knew what true north was. Okay, should we pull the product? Yes. Should we develop safety packaging? Yes. They didn't have to debate it, they didn’t have to hesitate. They could act just like one giant brain. That to me illuminates how to use purpose in an organization.

You got to build a map. You got to build a map that shows what true north is and also what true south is, like what you definitely don't want to do, and be as vivid, explicit and flood the zone with really clear signals. Those signals can take the form of stories, parables, they can take the form of catchphrases, they can take the form of images, they can take the form of people, but to really over-communicate those – whatever 10 words matter most, whatever ten images matter most. Flood the zone, flood the windshield with that clear sense of purpose.

[0:44:21.6] MB: You also talked about in our pre-show conversation, you mentioned this idea that many people think that organizations that have a really healthy culture are conflict-free and yet, that wasn't necessarily what you uncovered in your research.
[0:44:35.9] DC: Totally. That's funny. When I got into this, I thought, “I'm going to get to Pixar and the SEALs and San Antonio Spurs and I'm going to find these magical places that transcend,” right? They're just awesome. I actually didn't find that at all. They have conflicts. These are incredibly successful places. They probably have more conflicts because of the way, because of the honesty with which they confront their core tensions.

Every organization – there's no such thing as over the rainbow where you'll ever get to a place where tensions will go away. What you can do though is face toward them. Face toward the real problems that you have, and that's what makes those groups I think unique, and it ultimately gives them a strong culture. The idea that continually being aware of those tensions that they face and those problems that they face and never hiding from them, but instead creating honest conversation around them.

[0:45:29.6] MB: I think that comes back to the same theme in many ways we've been talking about throughout this conversation, this idea that owning up to your challenges, facing reality, facing your mistakes is one of the core components of not only individual performance, but the performance of high-functioning groups as well.

[0:45:46.4] DC: It's so true. It really is. We have this powerful instinct to hide away from those moments, and to flinch away from them as organizations and as individuals. It doesn't mean they don't hurt. They still hurt, but leaning into that pain and using it. It's funny, because it's only in recent years, like I'll do a metaphor with physical fitness, right?

For many years, it was thought it was unhealthy to run long distances, or unhealthy to lift heavy weights, right? Until about the 70s when we discovered how the aerobic and anaerobic engines work. It turns out, pain is a good thing in a way, because it tells you where the edge is and by experiencing it and pushing your body to the edge, you actually get stronger.

I think what a lot of the science that we have now shows us that cultures and groups are built exactly the same way, by experiencing that vulnerability and risk and pain together, that is what makes groups stronger too. Leaning into that moment as painful as it is, ends up being the place where growth happens.

[0:46:49.8] MB: For listeners who want to concretely start implementing some of these ideas into their lives, what would be one piece of homework that you would give them as an action item to begin implementing some of these ideas?

[0:47:03.0] DC: Yeah. I think the main action item, I've heard it described would be WSD, which stands for write shit down. I think in our lives, we often have a lot of experiences and we presume that learning is going to take place, but actually having a place at a time every day where you can get away from things and reflect on what happened today, whether that's what your individual skills are with your group, to actually have a cool calm place where you can really reflect and see and start tracing the threads and start connecting dots and start setting goals and start reflecting on your performance and figuring out what where you want to go and how you're going to get there. To me, that that's the most powerful thing.

I haven't met any really high-performers that didn't have some way of capturing experience. Some way of really WSD and giving you an opportunity to layer on and reflect and see and learn, and that's what it's all about.

[0:47:54.8] MB: For listeners who want to find you, your work, etc., online, what's the best place to do that?

[0:47:59.7] DC: danielcoyle.com would be a good place to start.

[0:48:03.7] MB: Awesome. Well Daniel, thank you so much for coming on the show sharing all this wisdom. Really, really fascinating work and researches you've done and some great conclusions from all of that research.

[0:48:14.9] DC: It’s fun spending time with you, Matt. Let's do it again sometime.

[0:48:17.8] MB: Thank you so much for listening to the Science of Success. We created this show to help you our listeners master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

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Remember, the greatest compliment you can give us is a referral to a friend either live or online. If you enjoyed this episode, please leave us an awesome review and subscribe on iTunes because that helps boost the algorithm, that helps us move up the iTunes rankings and helps more people discover the Science of Success. 

Don't forget, if you want to get all the incredible information we talked about in the show, links transcripts, everything we discussed and much more, be sure to check out our show notes. You can get those at successpodcast.com, just hit the show notes button right at the top. 

Thanks again, and we'll see you on the next episode of the Science of Success.


October 18, 2018 /Lace Gilger
High Performance, Influence & Communication
JoeNavarro-01.png

A Beginner's Guide To Body Language & Nonverbal Communication with Joe Navarro

August 30, 2018 by Lace Gilger in Influence & Communication

In this episode we break down the complex and confusing world of body language and nonverbal communication. We discover the easiest starting point for learning the basics you need to know to get started with reading and understanding body language and we dig into the specific tools and strategies you can start using right away to not only decode the body language of others, but also change your own body language to communicate what you want. We explore all this and much more with our guest Joe Navarro. 

Joe Navarro was approached to join the FBI while working as a police officer at the age of 23. He spent the next 25 years at the FBI working as both an agent and a supervisor in the areas of counterintelligence and counterterrorism. Since retiring in 2003 Joe has written several best selling books on human behavior most recently The Dictionary of Body Language: A field Guide To What Every Body is Saying. His work is frequently featured on programs such as The Today Show, Fox News, Good Morning America, and more!

  • How do we breakdown the maze of nonverbal communication and cues and use them to understand and influence others?

  • Nonverbals are everything other than spoken communication - body language, clothes, cars, pens, accessories, etc 

  • You can use nonverbal cues to deeply understand other people, their behaviors and desires 

  • Does the logo on your sweater impact whether people are willing to help you or not?

  • Human beings are incredible sensitive to small changes in nonverbal cues

  • How do you crack the nut of nonverbal communication and break into such a complex and confusing field?

  • The most simple way to understand human body language is to break it down in to the basic categories of “comfort” and “discomfort”

  • Nonverbal communication takes place at the speed of light

  • We are always transmitting, we’re always being examined, people are assessing us the minute we come into view

  • What image are you presenting to the world? Someone who is confident or someone who is shy and insecure?

  • It’s not about “faking” your body language -its about what “role” or “image” you want to portray to other people

  • The more senior you are in an organization - the broader your gestures should be - and the smoother they should be

  • A “hack” you can use to overcome fear and self defeating body language

  • What are some specific tactics and strategies you can go out and use on your own to learn how to read other people’s body language right now?

  • Easy signs of discomfort to spot and teach yourself to view:

  • Eye touching / eye covering - a powerful phenomena that can even be seen in blind children 

    1. Lip compression is a very good indicator that something is wrong - someone is struggling with something or worried about something

    2. Jaw shifting - sign of struggle / difficulty

    3. Neck touching - welcome tend to touch the base of their neck with their finger, men tend to grab their necks or massage their necks

    4. Ventilation behaviors - pulling on your shirt, lifting up your hair - shows difficulty or struggle

  • It’s much harder to spot positive behavior than negative behavior 

  • Negative nonverbal impressions can last for a very long time - its very important to give a positive nonverbal impression on someone - they will remember a negative one for a long time 

  • Handshake

    1. Personal Space

  • If you stand at an angle, people will listen to you for a longer period of time

  • Everyone is in the people business - what are the things that you look for that are appealing?

  • People who are friendly

    1. People who smile

    2. People who take the time to talk to you - even just 15 seconds to chat with someone for a second

    3. Make a kind comment 

    4. Flashing your eyebrows is a GREAT way to say hi to someone 

  • Tilting your head slightly to the side is one of the best ways to build rapport with people

  • When things are very stressful - the best leaders slow everything down, they command space and time and their own behavior to pacify everyone

  • Be sensitive to others - what are their needs, wants, desires, and fears?

  • The feet are the most honest part of the body - how you can read people’s feet to understand what they’re telling you 

  • When they’re something we don’t like our feet will immediately turn away from it

  • The limbic system in the brain - the “lizard brain” - is responsible for our survival and triggers many of these subconscious nonverbal reactions

  • Try this out at a meeting or cocktail party - pick out a behavior, observe it, and see if you can learn to watch for it

  • Once you train yourself in these skills - it runs like software in the background of your life and applies to every interaction you have with someone 

  • What’ s your curbside appeal today? How can you update it to present a better image to other people?

  • It’s very difficult to detect deception in someone’s body language - the story of the parking ticket 

  • Far too often we can see behaviors but not know their true cause 

  • How can we use nonverbal communication to influence other people? 

  • Easy strategies for influencing others with nonverbals

  • Grooming

    1. Good manners

    2. Movement

  • Exercise to try out: "Sell me this pencil, without saying a word” - you’re not selling the object, you’re selling how you feel about the object. 

  • Point with your full hand, palm open, to be less intimidating

  • All actors rehearse - it’s no different with the nonverbal personas you want to use to interact with people

  • When you begin to break down these little nonverbal cues - you start to realize that they all affect you and others around you

  • Homework: watch as people are reporting on the stock market on a good and bad day and watch their nonverbals

  • Homework: watch a TV show with the sound off and see if you can pick out what’s going on from just the nonverbal cues

  • Homework: 3 starting behaviors to look for 

  • Look for eye blocking/eye closure

    1. Look for lip compression & jaw shifting

    2. Look for neck touching 

    3. Notice when it happens, how it happens, what questions were asked, and how people answer - build that into your repitoirs and the expand your skills

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Show Notes, Links, & Research

  • [Book] The Dictionary of Body Language: A Field Guide to Human Behavior by Joe Navarro

  • [Author Page] Joe Navarro

  • [Psychology Today Profile] Joe Navarro

  • [SoS Episode] The Secret Science of Lies & Body Language with Vanessa Van Edwards

  • [SoS Episode] How To Master Emotional Intelligence & Why Your IQ Won’t Make You Successful with Dr. Daniel Goleman

  • [Personal Site] Joe Navarro

  • Bonus Article - Four Ways to Empower Yourself with Non-Verbal Communication

Episode Transcript


[00:00:19.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[0:00:12.1] MB: Welcome to the Science of Success; the number one evidence-based growth podcast on the internet with more than two million downloads, listeners in over a hundred countries and part of the self-help for smart people podcast network.

In this episode, we break down the complex and confusing world of body language and non-verbal communication. We discover the easiest starting point for learning the basics you need to know to get started with reading and understanding body language. We did into specific tools and strategies you can start using right away, to not only decode the body language of others, but also change your own body language to communicate what you want. We explore all of this and much more with our guest, Joe Navarro.

Do you need more time? Time for work, time for thinking and reading, time for the people in your life, time to accomplish your goals? This was the number one problem our listeners outlined, and we created a new video guide that you can get completely for free when you sign up and join our e-mail list. It's called How You Can Create Time For The Things That Really Matter In Life. You can get it completely for free when you sign up and join the e-mail list at successpodcast.com.

You're also going to get exclusive content that's only available to our e-mail subscribers. We recently pre-released an episode and an interview to our e-mail subscribers a week before it went live to our broader audience and that had tremendous implications, because there is a limited offer in there with only 50 available spots that got eaten up by the people who were on the e-mail list first.

With that same interview, we also offered an exclusive opportunity for people on our e-mail list to engage one-on-one for over an hour with one of our guests in a live exclusive interview just for e-mail subscribers. There's some amazing stuff that's available only to e-mail subscribers that's only going on if you subscribe and sign up to the e-mail list. You can do that by going to successpodcast.com and signing up right on the homepage. Or if you're driving around right now, if you're out and about and you're on the go, you don't have time, just text the word “smarter” to the number 44-222. That’s S-MA-R-T-E-R to the number 44-222.

In our previous episode, we discussed how a few crazy ideas from quantum physics might just change your life. We looked at how some of the core principles from the hard sciences have huge implications for the way we live, love and deal with the world of danger and uncertainty. Is it possible that the laws of physics hold lessons that could help us redefine our relationship with anxiety and suffering and open the door to possibility? We discussed this and much more with our guest Mel Schwartz. If you want to learn how a few key principles from the hard sciences could radically transform your worldview, listen to that episode.

Now for our interview with Joe.

[0:03:06.5] MB: Today, we have another awesome guest on the show; Joe Navarro. Joe was approached to join the FBI while working as a police officer at the age of 23. He spent the next 25 years at the FBI working as both an agent and a supervisor in the areas of counterintelligence and counterterrorism.

Since retiring in 2003, Joe has written several bestselling books on human behavior. Most recently, The Dictionary of Body Language; a field guide to what every body is saying. His work is frequently featured on programs such as The Today Show, Fox News, Good Morning America and much more. Joe, welcome to the Science of Success.

[0:03:42.7] JN: Matt, it's a pleasure finally to be here.

[0:03:45.5] MB: Well, we're super excited to have you on the show. As I was telling you in the pre-show, I've been a fan of your work for a long time and have a copy of Read ‘Em and Reap, which is one of your poker books sitting on my bookshelf, and so it's great to finally get you on here.

[0:03:58.0] JN: Well, it's my pleasure. I've been looking forward to this.

[0:04:01.0] MB: I'd love to obviously the field of non-verbal communication, which you're one of the world's top experts. It’s so vast and immense. For somebody who wants to approach that from a layman's perspective and maybe pick up a few strategies, or tools to make themselves more effective at understanding people and ultimately influencing them, where would you recommend starting and breaking down this confusing maze of information?

[0:04:30.1] JN: Well, that's a great question. What I usually try to tell folks is this non-verbals is everything that communicates, it's not a word. I mean, everything from the shoes you wear, to the color of your clothing, to how well you're groomed, to the other stuff, the body language is all communicating. I think the first takeaway is we are always transmitting information about ourselves. We transmit information about ourselves by the cars we drive, or how we keep our house, but also by our body language. That's really what I'd to talk about today is how we use that body language, both to interpret what people are thinking, desiring, fearing and how we also use it to be more empathetic and establish better communications.

[0:05:25.5] MB: I think that's a great definition, and it's really interesting that it expands beyond, I think when you think about non-verbal communication, you just think of body language, right? Maybe a few related components. It's really interesting that you include all of these other things, whether it's car, your clothes, what pen that you use, all these different elements and they all really are communicating a tremendous amount of information if you're willing to attune yourself to be able to absorb it.

[0:05:52.5] JN: Oh, I mean, and the research now is so ample. From my books when I started this in 1970s, there was so little research. I'll give you an example of some recent research in the non-verbal arena of influence where they took an individual and they asked him to go out and ask people for favors, but he was just supposed to wear a sweater, a green sweater.

They tallied how many people would help him and then they took that same sweater and I won't say which logo, but they just put a little half inch logo of a famous clothier and the difference was without the logo, only about 13% of the people would help him. With the logo, about 52% of the people would help him. It's just fascinating the research that's being done now as to how sensitive we are to the smallest of things that says this person can be trusted, or as of higher status and so forth.

[0:06:53.4] MB: How do we start to peel back the layers of that onion? Because I mean, and as somebody who's been doing this show for years and I've read several of your works and many other books about body language and facial expressions and all this stuff, I still feel like a total novice when I get into this stuff. I feel like I have a little bit of an ability to read behavior, especially coming from the poker world, but it's such a confusing and immense topic. How do we start to really approach it in a way that we can really internalize some of those lessons?

[0:07:23.8] JN: Really good question. The easiest way is the same way that as babies learn to do this and parents learn to do this, and that we are basically communicating at all times. We're either comfortable, or uncomfortable. This dynamic can change in a second; as a baby, all of a sudden the baby starts squirming, starts crying. Obviously, there's an issue there. Maybe the baby is wet, or needs to be patted, or fed.

We're no different. We can be sitting – you're a young executive, you're sitting in a meeting and all of a sudden somebody says something and didn't go over too well and you start seeing these displays of discomfort, things shifting in the chair, lip-biting, looking away, putting the chin down, things that communicate, “Hey, you know what? You should have said that didn't go over too well.”

We're very good as a species at communicating both comfort and discomfort readily, and in real time. That's the beauty of non-verbal. May I say this Matt, that non-verbals is the only means of communication that takes place at the speed of light; the minute somebody displays it, you are picking up those photons and you are immediately interpreting in how they feel about you, or how they're reacting to something.

[0:08:54.1] MB: I feel like we hear the statistic thrown out all the time, but when you look at what – and I know it's a confusing topic. When you look at what percentage of “communication is non-verbal,” how do you think about that question?

[0:09:07.4] JN: Yeah. Throw the numbers out the window, because nobody really knows, because non-verbal communications take place in the moment. That moment is in context is affected by many things. I mean, you can have a terrible day and you walk through the front door and you may be reflecting a day's worth of things that have adversely affected you.

We know that in courtship behavior and dating, it can be as high as a 100%. We know it can – in a meeting, it could be less. What I try to teach is don't worry about what percentage it is. It's usually very high. Even if you're sitting in a chair doing nothing, you're still transmitting information. You can still transmit whether you're interested, or you're just laying the totally disinterested.

What I try to teach is forget the numbers. Just be aware that it's a high percentage. That we're always transmitting, that we're always being examined. The people are assessing us the minute that we come into view. The question is what are they assessing? Are they assessing someone that is confident, somebody that's friendly, someone that appears to let's just say have their act together, or someone who is shy and maybe is insecure?

What's interesting is when I do seminars Matt, and I say to people, “I want you to stand up and I want you to look tough.” Everybody acts this out like they've seen on television. Okay and then you say, “All right. I want you to look you're studious, like you're a professor,” and they act these things out. After we do about seven or eight of these, we say, “Now what do you think people think of you when they see you day in and day out? Who do they see?”

What's interesting is a lot of them haven't decided how do they want to be portrayed; as a leader, as a follower, as someone that's confident, or just someone that's happy following along?

[0:11:19.5] MB: Can we fake our body language and our external cues to other people, or will people be able to see through that?

[0:11:27.7] JN: Well, I wouldn't say fake. I hear that term a lot and I hate it, because I remember when I first came into law enforcement, I'll tell you I was scared. There were a lot of nights when I had to roll up on a scene and I was there by myself, no backup for 15, 20 minutes and I was scared. You have to present yourself as cool, calm and collected.

I go back to what Shakespeare said that life is theater. What I tell people is it's not about faking, it's about what role do you want to portray. That we can portray those role. Talk to anybody that's gone into the Marine Corps, become an officer and they'll tell you they send them out into the classroom, outside the classroom and they say, “Go find your voice. Go find your posture. Go find your presence, so that you look like an officer, so that people are willing to follow you.”

What else do we call that? We call that acting. We have roles to portray. The question of course is how well do we do that? Exceptional people rise to the occasion and they do the kinds of things that are endearing of a leader. I'll give you an example of something that we were talking earlier, you and I before the show about validation.

Notice how the more senior you are in an organization, the broader your gestures are, but they should be smoother. The minute we run into somebody who has very jittery gestures and they're not very smooth and they're very narrow, we tend not to respect that person as much as someone who has those broad smooth gestures, which by the way, from talking to military officers, this is what keeps the troops calm, because they get a sense of everything is okay from the non-verbals, not the verbals.

[0:13:43.3] MB: I like that perspective and I think it's a much less intimidating way to think about it is it's more like acting or imagining the role that you want to fulfill, or portray, and then living that out. It's almost a mental shortcut, or hack to be able to change the way that you're thinking about your body language, the way you're presenting yourself to other people.

[0:14:04.3] JN: Exactly. I'm what you call a high-end introvert. I'm a very private, I don't like big get-togethers, but I have to tell myself, “All right, I'm going to do an event. There's going to be 300 people there.” I need to break out of that and it's in a way, for some people this comes very naturally. For me, it's a performance that is part of me. This is part of me. It's not like it's fake, because it comes from me, but I have to tell myself this is a role I must fulfill now because these folks have come to see me and I can't just go to the green room again. I need to be out there.

It is in a way a hack of how do we overcome ourselves and yet reveal a part of ourselves, because I do want to be a part of the group. I wish I was, like some of the people that I know that just love to be in large groups, but that's just not going to happen, so I have to perform it.

[0:15:10.2] MB: I want to come back to this distinction that you made earlier, which I think is really, really important, these two different buckets of lumping, or grouping behaviors into the broad categories of comfort, versus discomfort. I really like that as a heuristic for thinking about it, because there's so many ways you could interpret body language. I feel that's a great starting point to say, “Okay, are the behaviors that I'm seeing falling more to the categories of comfort, or are they falling into the category of discomfort?”
[0:15:39.4] JN: Matt, that's a great way to put it. Not just one behavior, but these three or four behaviors, where are they falling? I'll give you an example. One of the things that we put under the comfort displays are when you see someone and they look very comfortable with themselves; they look confident. When we see them standing with shoulders broad, when we see them stepping away from the podium, when we see them with the open gestures, palms up, when we see them making direct eye contact, not just with one person, but with many people in the audience, we say, “Okay, these are consistent with all the behaviors that one would expect to see with confidence and this fits under comfort displays.”

Versus you're in sales, let's say and you're talking to someone, they're asking you questions, but every time they ask you a question, what if they see you tucking your chin down, biting your lip, or compressing your lip, doing something that we often hear and see where you all of a sudden have to inhale really quickly, and then you shift your lips to the side, you go – and then the lips shift, or there's touching of the neck, or ventilating where you're pulling on your jacket, or your shirt.

Well, they asked you a question. It was a simple question, why are we seeing these displays of discomfort? Is it because you don't know the answer? Is it because this is a difficult area for you to answer? Or is it because there's some hidden issues there?

Well, these may look like small little things, but to the average person they may not be able to put a name on it, but they're sensing there's something odd here. That's not the way we want to come across if we are in sales, or in leadership.

[0:17:41.8] MB: You've given a couple anecdotal examples of these, but I'd love to get into maybe some of the most obvious, or the most predictive behaviors for somebody who's listening who wants to practice these in real-time. What are some of the biggest, for lack of a better term, tells to look for around both comfort and discomfort?

[0:18:02.0] JN: Yeah. You and I were talking earlier Matt about validation. Go out and validate this notice that when the stock market drops, how often the photographs they take are of individuals pressing their fingers into their eyes, covering their eyes and so forth? Eye-blocking behaviors are extremely accurate. You're familiar with my work and in the poker world, this is one of those areas where the flop comes out, and as the community cards are unveiled, you see more and more of eye touching, eye covering.

The person is weak, because here's something that I found fascinating in 1974 when I was studying these kids that were born blind. When they hear things they don't like, they cover their eyes, they don't cover their ears and they've never seen. Eye-blocking is something that is part of our paleo circuits. It's very ancient with us as a species and we see it universally.

The other one that I would tell you is lip compression is a very good indicator that something is wrong, that the person is either struggling with something, or they're worried about something. As is jaw shifting, one that you often see in the board room, but you also see it in poker, where the person is confronted with something and all of a sudden they begin to shift their jaw left and right. Jaw shifting basically says, “I'm struggling here. I'm having difficulties,” and it's also very accurate.

As is the former I talked about, which is the neck touching. Now men and women do it slightly different. Women tend to touch the base of the neck. It's called the super sternal notch; there's a little dent there and they tend to touch that and cover it with their fingertips. Men tend to do it more robustly by grabbing their necks, massaging their necks. Invariably, it means the same thing. I don't feel confident. I feel something is wrong. I'm concerned. I'm worried  and so forth.

Ventilating behaviors; you ask somebody, “Hey, is that going to be done by Wednesday?” They start to pull on their shirt, or they lift up their hair. Ventilating behaviors are saying, “I'm having difficulty. There's something wrong here,” and they're very authentic. Then when we come down to the hands, notice how expressive we are. When we're confident about something, our fingers tend to be spread very wide and our thumbs tend to pop up. The minute we lack confidence, boy those thumbs just come crashing down, our fingers tend to stand together and there's less hand dramatic movement.

These things which I point out in my latest book are very small by themselves, but when you add them up and you begin to see four, five, six, seven behaviors all at once, now you're building that confidence that something is seriously wrong here.

[0:21:20.8] MB: Great examples. I think there's a number of those that are really, really relevant. It's funny, in poker obviously, you can see a lot of those. It's a great learning laboratory. What about the other side of the coin, looking at confident behaviors? What are some of those, or what are some of the most lowest hanging fruit in terms of learning, or developing the ability to spot them?

[0:21:43.6] JN: Yeah. I'll tell you, there is no such thing as low-hanging fruit when it comes to positive, because our brain unfortunately retains all negative things far longer than positive things. There's a biological imperative for that. If we didn't retain negative things longer, we would probably have to learn not to touch the hot stove every day. Positive things don't stay with us for very long, so it's imperative that we do things right; everything from doing the right handshake, where our fingers are pointed down, they're not touching the inside of the wrist of another person, they're not crushing the hand.

To when we stand in front of other people; if you ask how many of you have had somebody stand too close to you when they're talking to you? Everybody raises their hand, in the same way they tell you that they've had bad handshakes. You figure out, “Well, how do you screw that up?” One of the things that you immediately need to need to assess for is how much space does each person need. What I say is you lean in, you lean forward to shake hands, but then you take a small step back. That creates about two and a half to three and a half feet of space, and that's a good way to create that space that most people are actually more comfortable in.

Then the other thing is don't stand directly in front of another person. If you want to increase the amount of time that people will listen to you, stand at an angle. It's actually easier to – it minimizes the amount of face time if you're directly in front of somebody, versus if you're at a slight angle. For everybody that's listening, that we're all in the people business. What are the things that we look for that are appealing?

People that are just – they appear friendly, they smile, they take the time to talk to you. Here's what's interesting; it doesn't matter what they say. It's a fact. It's the non-verbal of taking 15 seconds to stop and just chat with someone. That is transmitting that I'm interested in you as a human being.

One of the more powerful things that we can do when we talk to people is be attentive to them, but how do we do that without coming across as we have an agenda? One of the ways we can do that is just by tilting our head slightly to the side, by canting our head to the side, we are exposing our neck, the most vulnerable part of our body and what we're doing by doing that is saying, “I'm here listening to you. I may have an agenda, but right now I'm listening to you. You've got the floor. I'm attentive.” These are the things that are very powerful.

Obviously, when things are very stressful, the best leaders slow everything down. They command the space. They command time. They command their own behaviors, so that that has a pacifying effect on everybody else. Great leaders do that. The military is known to do that.

[0:25:10.4] MB: This week’s episode is brought to you by our partners at Brilliant. Brilliant is a math and science enrichment learning tool. You can learn concepts by solving fascinating challenging problems. Brilliant explores probability, computer science, machine learning, the physics of everyday life, complex Algebra and much more. They do this with addictive interactive experiences that are enjoyed by over 5 million students, professionals and enthusiasts around the world.

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You can do that by going to brilliant.org/scienceofsuccess. I’m a huge fan of STEM learning and that’s why I’m so excited that Brilliant is sponsoring this episode. They’ve been a sponsor of the show for a long time and there’s a reason; they make learning math and science fun and engaging and exciting.

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[0:27:17.2] MB: I think it's fascinating that a negative impression that you might make with somebody will last much, much longer than a positive one. It's really important to manage and make sure that you're not creating a negative impression with simple things like a handshake, or personal space, or your appearance, etc., when you're meeting people and trying to build relationships with them.

[0:27:37.2] JN: Yeah, exactly. If you  know that imperative that we have to strive to put more points up on that board of positive things, but remember, well what are those positive things? That kind comment, that smile, something that you can do, even if you were on the phone and you don't have time to say hello to somebody, you flash your eyebrows when they come in, as though you were saying, “Hey, how are you?” You use your eyebrows to flash, even though you're tied up talking to somebody, that communicates to the other person, “Oh, that's – he or she is recognizing me.”

Remember, at about three weeks of age, babies respond to eyebrow flash. You can test this. Ask somebody if you can just look at their baby for a second as you smile at the baby, flash your eyes and notice how they light up. Well, as it turns out, I'm 65 and I still light up when somebody greets me that way. I think it's in our DNA to respond to that and it's something that we can do every day that says to others, “You're important to me.”

I don't know. Nobody knows. Is it because we're willing to burn blood sugars and do something that defies gravity by arching our eyebrows? Nobody's sure of this, but we know it works and we know that it's very positive.

[0:29:06.2] MB: It's funny. I like the phrase you said that it's in our DNA, because even in psychology research shows that people will respond to flattery, even when they know that it's insincere and obvious. The same idea, right? Even if you're aware of a lot of these non-verbal communication strategies, or tools, they still work even despite the fact that people might be consciously aware that, “Oh, they're doing these various things.”

[0:29:32.2] JN: Yeah. That's one way to look at it, Matt. The way I look at it is it's part of that [inaudible 0:29:38.8] where we do things repeatedly, we do very short things repeatedly and we build that into our DNA. Our neuro circuits actually become robust. I don't know if it was because my grandmother did it and my mother did it and they made me do it, but it's something that if we don't do these things, we can teach ourselves to do it, so that we become that person that greets others, that shows interest and so forth. I think the more that we do it, the more genuine it becomes.

I will caution you that most of us pick up when there's a fake smile. I mean, we run into the social smile all the time. On the street somebody gives us that social smile, but we pick up. We're very sensitive to when people give us a false smile and there's false pretenses. I think it's important to differentiate that it's not about harboring bad feelings and then trying to fake it. It's really about can we bring ourselves to like each other and then – just be, have that pleasantness for each other and just make it part of your life and be genuine about it.

Otherwise, we all know somebody that they're just odd. I remember working with a guy that never said good morning to anybody. I have never seen anybody so miserable in my life, and I think if he ever turned around and say good morning to me, I would have had to call the weather channel to see if hell had frozen over, because this guy was just – I mean, his whole life, he just look like he was constipated. I have to think he was just miserable. What's interesting about people like that that think it's okay to be that way is that they create a field of toxicity around them and it affects a lot of people in their midst.

[0:31:50.6] MB: Even taking some of these non-verbal cues too far, I know in the past you've used the example of the politician’s handshake and how that can be taking it too far.

[0:32:01.8] JN: Yeah. I mean, there's a lot of research that's been done and what handshakes do we like, we don't like. The politician’s handshake where two hands cup you at the same time; the weak handshake, the jujitsu one where they try to be on top and all sorts of things. I think when we have social intelligence, when we have that emotional intelligence that Daniel Goleman was talking about is we're very sensitive to others. What are their needs, wants and desires and fears?

Obviously, if you're shaking hands with a locker room full of athletes, you're going to have a stronger handshake. The fact is that most people are not that way, and you're going to have to respect what that handshake is. Handshakes is the first time humans usually touch. All these chemicals are released, which can be either very positive, or they can be very negative.

[0:32:59.3] MB: Changing directions slightly, but coming back to some of these cues that we can observe in other people, I know you've famously said that the feet are the most honest part of the body. I'd love to hear a little bit about that.

[0:33:09.9] JN: Well, I'll tell you what, I came out with that in 2004. People were just really resistant with that. They had never heard of this before. Of course, at that point, I had sat through probably 13,000 interviews in my law enforcement career, somewhere around that. I had made these observations. If you think about it and it's something that you can immediately go out and test. Nobody runs to the edge of a tall building. We inch over if it's very high. We don't run towards anybody that is a potential threat to us. If we see a dog that's snarling at us, we may look at it and keep our eye on it, but our feet immediately turn away.

You can go to a party, a reunion and you see somebody that bullied you 30 years ago and you might not in recognition, but you'll find your feet turning away. Because your feet in conjunction obviously with your brain are responsible for your survival, they tend to be very, very accurate. When there's something we don't like, we immediately turn away.

Ride an elevator by yourself and you may find yourself leaning against the back of the elevator with your legs crossed. Boy I tell you what, you get a bunch of guys that have been drinking and they get on the elevator and that you will stop doing that, your both feet will be planted on the ground. Because in our brains, we have this exquisite system called the limbic system and it is responsible for our survival. It doesn't care about social niceties. It just says, “I will not allow you to be off-balance when there are people around you that may be a threat to you,” and so you immediately put both feet down.

In the same way that the pupils of the eyes when we see something that could potentially hurt us, the pupils tend to constrict, so that we can see it with greater precision. These are things we don't have really a lot of control over. Yeah, the feet I mean, tell any child they're going to Disney tomorrow and watch their feet and they get happy feet. Yeah, that was one that really shook things up, but I think even poker players now have validated this many, many times over, where someone had the winning hand the nuts and they saw their legs jumping up and down and you often see the shirt vibrating. Yeah, definitely.

[0:35:57.9] MB: The thing that, and you pointed this out and you've given a number examples of this actually, but I think the thing that really makes this come alive is when you start to try and just use some of these ideas at a cocktail party, or at a meeting, or whatever and just spend a little bit of your conscious energy and effort to watch people and just see, “Okay, can I read something about their behavior and take something away from it?”

At least for me, approaching it like that, approaching it almost like a game, you start to build these muscles subconsciously. Then eventually, and I know you're probably well beyond this point, you can just see someone immediately know, “Okay. Oh, wow.” Their feet, their lips, you aggregate all these factors together and start to get a real read on their comfort level, or their discomfort level, etc.

[0:36:42.1] MB: Well, you have a very good point. When I started out, I didn't know everything that I do now. I've slowly validated over time and that's what I encourage people to do. Go through the book, The Dictionary of Body Language, pick a behavior and see how often you see it and validate what it really means. The more you validate it, the less you have to think of it. I get this question all the time, do you really think about this? I say no. I mean, it runs like software. It just runs in the background. I don't have to break it down. If I'm asked to, obviously I can. 

When you have about 400 behaviors that I highlight, you're not going to look at all of them, but let's start with the eyes. How often does someone who's stressed about something cover their eyes? How often is it that when we've already made up our mind, or we don't like something, we purse our lips? You begin to validate these things and pretty soon, you say, “Wow, these are 12, 15 behaviors that I feel really confident about. Now let's see if I can go further and further and further.”

We all have beginning points, but I think this is something that we can always grow. Obviously, you as an interviewer, a podcaster, you're listening to the voice, you're listening for stress, you're listening for comfort, you're listening to see if somebody is stuttering, or their mouth is getting dry. You develop this ear for it. You don't think about it, but you know what's going on. In the same way with body language, we can begin to validate a lot of these things and depending on our occupation.

At the same time, we need to stand in front of a mirror and be honest with ourselves and say, “Do I look my best? Do I present my best? Do I look genuine? Do I look confident? What can I improve? What's my curbside appeal today and can I change my curbside appeal to increase my likability?” I've done that. I think we can all do that.

[0:39:04.4] MB: I want to look at another piece of this and maybe a little bit of a caveat for listeners, you tell a great story around a parking ticket and how negative cues can sometimes be misleading. It pokers another great example, but I think the parking ticket story is a perfect illustration of how it's not always a perfect tell, just because you see somebody being uncomfortable.

[0:39:26.0] JN: Yeah. I think we have to be very careful with what we observe. People ask all the time about deception. Forget deception and body language, because it's very difficult to detect. The best example I can give was here I was, the FBI's expert on body language. I was asked to help out with an interview. This poor woman, she gets called into our office and it has to do with financial fraud. Usually, the first 20 minutes or so, we don't ask any hard questions. It's just a get-to-know-you thing.

About 20 minutes into this conversation, I noticed that she's becoming more and more stressed. She's pulling on her hair a little bit, ventilating the back of her. Hair her lips have gone from being full to now they're just very thin and she's compressing her lips a lot. When she swallows, it's these really hard swallows. Her chin is down and she's rubbing her hands together a lot. I'm thinking, “Oh, my goodness. Here all the traditional tells that so many people have told over the years are indicative of deception.”

I said, “She's ready to confess.” I said to her, “Ma'am, you look like you need to get something off your chest.” I'll never forget this because it's so humbling. She said, “Mr. Navarro, thank God, because when I parked downstairs, I only had two quarters and the meters running out.” It was one of these things where it was a humble check. I realize, “Wow, I saw the right behaviors,” but what I didn't know was what was the cause. This was a big eye-opener to me that far too often, we see behaviors, but we don't know what the cause is. It's our job, your job, my job to when we see discomfort displays is to when it is appropriate to ask is everything all right? Is something wrong, and so forth?

Had I done that early on, everything would have been fine. As it turns out as you know from the story, she wasn't even involved in this crime. Somebody had stolen her identity and used it to bill some insurance company.

We have a responsibility when we have this greater knowledge is what are we doing with it? Yeah, I see the behaviors. Now what am I going to do with that? My job is not to accuse, but to ask. I have to tell you when my daughter was growing up, I had to restrain myself, because often time she would come home from school and I could just tell that there was something wrong, that something had happened.

I think this is good for all of us. You have to restrain yourself and say, “Now is not the time. Give her time and eventually, she will bring it up.” Usually she did. She would say, “Oh, you're not going to believe what happened and so forth.” Otherwise, we become that person that people may even want to avoid us, because they see us as too intrusive in our observations.

[0:42:53.7] MB: We've talked at length about the observation, understanding side of the equation, talked a little bit about influencing other people. I'd love to dig a little bit more into the influencing side and how we can use non-verbals to influence others.

[0:43:09.6] JN: Good question. I hinted at it earlier when I talked about our curbside appeal. Certainly, with our interest where we actually take the time to spend even a few seconds with someone, I'm always amazed that I'll go to this place, or that place and they say, “Yeah, the boss he stopped by the other day and he asked me how my family was.” They remember that six months later, these little things that we do.

I think in a world that's become very much more relaxed, I think we still have to remember that we're very sensitive to hierarchy. I always tell the story when the conquistadores arrived in the new world, they saw the same behaviors here that they had seen in Queen Isabella's Court. I think good manners, which manners in general are non-verbals, but particularly good manners are important. I think grooming is important. I think how we present, also how we move for instance. We can all recount a time, or a place where someone just – they just walked so slowly, or they walk like they just didn't care, that we weren't important, that our movements are communicating something about how much we care.

That when we are approached, that we create an environment that says, “Even though I'm busy, I'm willing to pay attention to you,” in a friendly way. Or at least I'm willing to say, “Look, I'm tied up right now, but I'll give you my full attention in about five minutes.” Don't become that person that when you need an answer, you fear going to see that person, just because of their non-verbals. People can tell, he or she's in a bad mood.

Listen, every day we have periods of time when maybe we're not in the best moods, but we have a responsibility when we see somebody that's coming towards us to say, “Okay, I need to put on that costume and I need to become that actor that receives people well.” That is all about non-verbals.

One of the things that we can do, and I often have people in my class do this and say, “All right, you're going to meet me at the door, you're going to ask me to sit down and you're going to sell me this pencil. I want you to do all of that without saying a word.” It's interesting to see how people sometimes fumble, even the initial greeting and how to walk over, right? Maybe they point to the chair with their index finger, which I don't recommend. You should always point with a full hand, with a palm open. They tend to be very erratic and not smooth it out.

This whole process, this theater is about making people comfortable, about showing that you're interested in them, and then about how you feel about this object. You're not selling the object. You're selling how you feel about the object. It's always amazing to me how people get that wrong. They said, “Well, how do I do that?” I say, “How do you feel about this object?” That's when they have to think how do I act about that? What if it was a puppy? Would you transact that differently? That's when they begin to get it. That's when they say, “Oh, look. Take a look at my puppy. Isn't he cute, right? The smile,” but without the words. That's something that we can practice. If I may, I've known a lot of actors over the years through my work. They all rehearse. They all rehearse this.

[0:47:27.0] MB: Yeah. I think that's a great exercise and it's funny, just even visualizing myself doing it, I'm already picking up on the different ways that I would use a number of non-verbal strategies to try and influence somebody. It gives you a little bit of insight into your own behaviors and the different inflection points within that interaction, where you can potentially change your behavior, or modify it to try and be more engaging and friendly, etc.

[0:47:53.9] JN: Well, I mean, something so simple Matt, as let's say, you're selling me an eraser. Would you grab it from above, so that your fingers are blocking it as you hand it to me, or would you grab it from the side so that you can see it, so you're cupping it with both hands? Would you move it towards me softly, so that as you're moving it my eyes are naturally drawn to it, because your orientation reflex kicks in, there's movement, and so now I'm tracking this thing? Would you hold it on your hands like it's something treasured, or would you just dump it there in front of me?

When we begin to break these little things down, you realize all these things affect us. We can do very simple experiments, where the people were experimenting on really don't know what's going on. Where we take one group and we say, “Here, take a look at this and let me know what you think.” Then we take another group and we hand it to them in a very special way. Then we ask them, rate it. Invariably, how we handled that object, when we handle it properly, it's always rated higher.

[0:49:04.9] MB: Bringing this back to concrete strategies that listeners can implement in their lives, what would be one piece of homework, or an action item that you would give to somebody listening who wanted to start testing out these ideas, or start building that as you call it that software in your mind, that muscle of recognizing and understanding non-verbal cues?

[0:49:25.9] JN: Yeah, absolutely. An easy one. Watch as people are reporting on the stock market, on a good and a bad day and watch their non-verbals. Turn the sound off on your television, watch a show and see if you can pick out what's going on just from the non-verbals. These are things that we do routinely, but focus on two or three behaviors.

If you had to start today with three behaviors, I would say look for the eyes, look for eye-blocking, eye-closure, look for lip compression, look for jaw shifting, neck touching and notice when it happens, how it happens, what questions were asked, how they answer. Once you build that into your repertoire, use the dictionary of non-verbals to go through it and say, “Well, what other behaviors are there?” Things like a hard swallow, things such as somebody's asked a question and you find that they're all of a sudden their tongue is in their cheek. Why are they doing that? All these things are explained at length, but you have to start somewhere. It's always a good place to start in the face. It's probably the most interesting.

[0:50:48.8] MB: For listeners who want to dig in, learn more and find you and your work online, what's the best place for them to go?

[0:50:56.0] JN: They can go to www.jnforensics.com and that’s my website. They can look at all the 30 books that I’ve published, my articles in Psychology Today and elsewhere. They can e-mail me at jnforensics.com and I’m happy to send them a free bibliography with over 300 articles, or books on the subject.

[0:51:25.6] MB: Well Joe, this has been a fascinating conversation, a great exploration and a really awesome starting point into the vast field of body language and non-verbal communication. Thank you so much for coming on the show and sharing all this wisdom.

[0:51:40.1] JN: Matt, thank you. It's been a pleasure. Thank you for having me.

[0:51:44.0] MB: Thank you so much for listening to the Science of Success. We created this show to help you our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

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August 30, 2018 /Lace Gilger
Influence & Communication
Matt Abrahams-01.png

Speak & Present With Total Confidence Using These Tactics with Matt Abrahams

August 09, 2018 by Lace Gilger in Influence & Communication

In this episode we show you the science of communication. Have you ever been afraid to speak or present? Are you worried about not having the skills or tools to communicate your ideas to the world? We dig into the science and the strategies of mastering skills like speaking and presenting, crushing the anxiety that often accompanies thee high stakes moments, and share evidence based strategies for becoming  a master communicator. 

Matt Abrahams is a Professor of Strategic Communication for Stanford University’s Graduate School of Business. He is the co-founder of Bold Echo Communication Solutions and author of the book Speaking Up Without Freaking Out. Matt’s videos and training techniques have been viewed tens of millions of times in TEDx, Inc. and much more!

  • What happens when you rip your pants in the middle of a big speech?

  • Anxiety can have a tremendously negative impact on our ability to to communicate

  • Confidence in speaking and what it means to be authentic and how to be an engaging communicator 

  • Anxiety negatively impacts communication in two major ways

  • Audiences have trouble listening to a nervous speaker

    1. You get caught up in your own head 

  • A foundational tenant of all communication is to be audience centric - your job is to serve the needs of your audience 

  • Research sees anxiety about speaking and communicating as ubiquitous across ages, cultures etc

  • Fear of communication is hard-wired intro your brain by evolution and it’s social pressures

  • Risking our status causes is to feel very anxious

  • There are two fundamental approaches to dealing with anxiety

  • Dealing with the symptoms

    1. Dealing with the actual sources of anxiety

  • Speaking in high stakes situations is internalized by your body as a threat

  • Hold something cold in the palm of your hand it can reduce your body temperature and counter-act sweating and blushing that results from anxiety. 

  • There are many sources that can exacerbate anxiety

  • Distracting your audience is a great strategy to take their focus off of you. Give the audience something to distract them and get them more engaged

  • Start with symptom management, then get into dealing with the sources

  • If you get shaky - do something to engage big muscle groups - broad muscle movements 

  • If you gesture more slowly you will actually slow down your speaking rate

  • People who perform get very nervous - performance anxiety is very real

  • Cognitive reframing of the speaking situation - not as a performance but as something else - see speaking as conversation 

  • Practice conversationally, use conversational language, and use questions - and you can speak much more effectively. 

  • Time Orientation - not being future focused, but instead being present focused

  • How can you get more present oriented? Do something physical, listen to music, count backwards from 100 by 17

  • Greet your anxiety - give yourself permission to be anxious. This is how you short circuit the loop of getting nervous about getting nervous. This works with any emotion, not just anxiety. 

  • 85% of people report being nervous in high stakes situations - but we don’t share it, we don’t talk about it.

  • The self-defeating beliefs and behaviors that perpetuate and exacerbate anxiety.

  • The powerful learnings from improv comedy that can make you be a more confidence speaker 

  • Dare to be dull - don’t strive for perfection. Do what needs to be done, and by reducing the pressure you put on yourself you increase the likelihood that you will actually achieve a great outcome.

  • Make your presentation about your audience instead of yourself - this reframes the entire situation.

  • The “Shout the wrong name” exercise that can help you reduce your anxiety in real time

  • We are constantly judging and evaluating ourselves - this stifles presence and stifles creativity in the moment

  • We have to get out of our own way. 

  • See communication as an opportunity.

  • The most foundational principle in improv comedy is “yes, and” - seeing interaction as opportunity and not threat 

  • Constraints and structure invite more opportunities for creativity (in life) and in communication

  • Should you take improv classes?

  • The components of confidence

  • Managing anxiety

    1. Creating presence & meta awareness - adapt your communication to what’s happening the moment 

    2. Convey emotion - confidence speakers convey emotion 

  • Confident speakers adjust and adapt - approach your communication as a series of questions that you want to answer

  • Being present

    1. Using inclusive language

    2. Connecting with your audience

  • Confidence is a balancing act between warmth and strength (you need both!)

  • How do we add warmth when we are speaking?

  • Inclusive language

    1. Pausing

    2. Paraphrasing

    3. Asking questions

  • You have to tie the data and facts back into the emotions - the implications of the science and the data

  • The “What?,” “So What?,” “Now What?” Structure 

  • The answer

    1. Why its important

    2. What you do with the answer that’s just given

  • These same principles can be applied to any communication medium - email, text, speaking etc - communication is the transmission of meaning from one person o another 

  • Homework - Take the opportunity too build your skills. Like any skill you’re trying to build -  it’s all about

  • Repetition - find avenues to speak and give presentations

    1. Reflection - ask yourself what worked and what didn’t work

    2. Feedback - find a trusted other - a mentor, a colleague, a loved one who can give you honest feedback. We are bad at judging our own communication

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Show Notes, Links, & Research

  • [SoS Episode] What Makes People Turn Evil, Time Paradoxes, and The Power of Heroism with Dr. Philip Zimbardo

  • [Book] Speaking Up without Freaking Out: 50 Techniques for Confident and Compelling Presenting by Matthew Abrahams

  • [Website] Bold Echo

  • [Website] No Freaking Speaking

  • [TEDTalk] Speaking Up Without Freaking Out | Matt Abrahams | TEDxPaloAlto

  • [Video] Think Fast, Talk Smart: Communication Techniques by Matt Abrahams

Episode Transcript

[00:00:19.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[0:00:11.8] MB: Welcome to the Science of Success; the number one evidence-based growth podcast on the internet with more than two million downloads, listeners in over a hundred countries and part of the self-help for smart people podcast network.

In this episode, we show you the science of communication. Have you ever been afraid to speak, or present? Are you afraid about not having the skills, or tools to communicate your ideas to the world? We dig into the science and strategies of mastering skills, like speaking and presenting, crushing the anxiety that often accompanies these high-stakes moments and share evidence-based strategies for becoming a master communicator with our guest, Matt Abrahams.

Do you need more time? Time for work, time for thinking and reading, time for the people in your life, time to accomplish your goals? This was the number one problem our listeners outlined, and we created a new video guide that you can get completely for free when you sign up and join our e-mail list. It's called how you can create time for the things that really matter in life. You can get it completely for free when you sign up and join the e-mail list at successpodcast.com.

You're also going to get exclusive content that's only available to our e-mail subscribers. We recently pre-released an episode in an interview to our e-mail subscribers a week before it went live to our broader audience, and that had tremendous implications because there is a limited offer in there with only 50 available spots that got eaten up by the people who were on the e-mail list first.

With that same interview, we also offered an exclusive opportunity for people on our e-mail list to engage one-on-one for over an hour with one of our guests in a live exclusive interview just for e-mail subscribers. There's some amazing stuff that's available only to e-mail subscribers that's only going on if you subscribe and sign-up to the e-mail list. You can do that by going to successpodcast.com and signing up right on the homepage.

Or if you're driving around right now, if you're out and about and you're on the go and you don't have time, just text the word SMARTER to the number 44-222. That's S-M-A-R-T-E-R to the number 44-222.

In our previous episode, we discussed happiness. Can the pursuit of happiness backfire? Why are people more depressed and anxious than ever in a time when the world is physically safer and healthier than it's ever been in history? We looked at the crisis of meaning in our society and examined how we can cultivate real meaning in our lives beyond ourselves and move towards an existence of purpose with our guest, Emily Esfahani Smith.

Now for our interview with Matt.

[0:02:45.6] MB: Today, we have another exciting guest on the show, Matt Abrahams. Matt is a professor of strategic communication for Stanford University's Graduate School of Business. He's the co-founder of BoldEcho Communication Solutions and the author of the book Speaking Up Without Freaking Out. His videos and training techniques have been viewed tens of millions of times on TEDx and much more.

Matt, welcome to the Science of Success.

[0:03:08.8] MA: Really happy to be here with you, Matt.

[0:03:10.7] MB: Well, we're super excited to have you on the show. Obviously, your name is great and I think that you've got some really cool stuff to share with the audience that we can dig into.

[0:03:17.7] MA: Excellent. Looking forward to it.

[0:03:19.3] MB: To start out with – I'm curious and I think you share this. It was in I think one of your TED Talks that you got into this whole world of how we can communicate with each other more effectively through speech debate when you were much younger in your life. I'd love to hear that story and hear your involvement, because I was a debater for a number of years in high school, and so I always like to connect and hear people's stories from being in speech and debate and that kind of thing.

[0:03:41.9] MA: Well happy to share this story, although it's quite embarrassing. I was a reluctant participant in speech and debate. As a high school freshman, my English teacher had us all stand up and introduce ourselves at the first day of class. Because my last name is Abrahams, I went first. After I introduced myself, he came up and said, “This talking thing seems to work for you. I need you to go to this speech tournament.” I had no idea what he was talking about.

I had a week to put together a speech. He said, “Do it on something you're passionate about.” I was at the time and still I am very passionate about martial arts. I did a speech on karate. I show up one cold Saturday morning and in a suit that was too short and too tight. I was so nervous to give this speech that I forgot to put on my special karate pants. Any of you who have done martial arts know that they're pants that have a little extra room, so you can move around.

I started my presentation with a karate kick, because I was told do something to get your audience's attention. Matt, I'm sure you can tell where this is going, I ripped my pants doing this karate kick in the first 10 seconds of my 10-minute talk. At that moment, I just learned the impact of anxiety on communication. Few people have angular moments in their life that set them on a trajectory, but upon reflection that moment really set my passion for figuring out the role of confidence in speaking and what it means to come off as authentic and be a really engaging communicator. Speech and debate is something I continue doing after that moment, mostly to prove to myself that I could do it. It definitely affected my entire life and career.

[0:05:20.0] MB: I want to dig into this. I know you've got some incredible strategies and tactics that you've researched yourselves and uncovered in the science and the data. Before we get too deep down the rabbit hole, I'd love to start with the question that you accidentally uncovered with your karate kick. How does the –

[0:05:36.8] MA: Physically uncovered too. Yes.

[0:05:38.3] MB: That's right. Yeah, there you go. How does anxiety prevent us from being the best communicators that we could be?

[0:05:45.8] MA: There are two ways in which it affects us. First and foremost, if you have ever watched a nervous communicator communicate, you as an audience member feel nervous and uncomfortable yourself. Because of that, it prevents you from actually connecting and remembering and engaging with the speaker. One form of impact is on the audience. The other form is that because of our increased self-awareness, because of the distraction of the physiological symptoms that result, it doesn't allow us to be our true selves to be able to communicate fully and be completely involved and engaged. Both sides of that equation, its effects on us, as well as effects on our audience really, really hamper us from sharing our ideas, telling our stories and really being present with others.

[0:06:35.5] MB: I think it's really interesting that you bring the component of the audience into this equation, because a lot of people, especially those who fear speaking, or don't have a lot of confidence in when they're giving, even in small situations like presentations, or meetings, etc., focus solely on their own experience. When in reality, it's a two-way street. I know that's another thing you talk about deeper into this as well.

[0:06:58.8] MA: Yeah. To me, a foundational tenant of all effective communication is being audience-centric. Your job is to be in service of the needs of your audience; be it the presentation audience, those in a meeting, or even in an interpersonal conversation. My mind is always thinking about the impact of this stuff on the audience. If and when you and I get into discussing techniques for managing anxiety, we'll talk about some things you can do to change your relationship with the audience so that it can help you feel more comfortable and confident when you present.

[0:07:31.4] MB: Well, let's come back to – before we dig into some of the techniques and strategies, I want to talk about where this anxiety is coming from and why so many people have fear, or get anxious around speaking and communicating across a myriad of circumstances throughout our lives.

[0:07:48.5] MA: Yeah. I and other researchers fully believe that this is built in. It's hardwired. We see anxiety and communication across culture, and typically across age range. This is something that is ubiquitous and a part of the human condition. That leads us to think there's something biological in our evolutionary history, and I happen to affiliate with the camp that says really what's at stake whenever you communicate in a high-stakes situation is your status. I'm not talking about who drives the fanciest car, who gets the most likes on a post. What I'm talking about is from an evolutionary perspective, thousands of years ago, your relative status to others in the group associated with, meant everything.

It meant your access to resources, to food, to shelter, to reproduction. In anything you did that put your status at risk was literally life threatening. Communicating in front of others can be very risky in terms of your status. That is why I and other academics believe that we feel this anxiety that comes up in interpersonal situations, performance situations, testing situations, it's all from that risking of status.

[0:09:04.8] MB: It's funny, the very first episode that we ever did of Science of Success is called the biological limits of the human mind, and we talked about how evolution has in many cases baked in these behaviors and shortcuts, which often work out really well and have a survival benefit, but in modern society can typically or frequently short-circuit in ways that we couldn't really predict or imagine.

[0:09:27.8] MA: I think that's happening to us when it comes to this anxiety around speaking. Now certainly being aware of your situation, being aware of the significance of what your communication and interactions might mean in the short-term and long-term, that does have advantages to us still to this day. Because it is so significant, this risking of status, it puts us in a situation that doesn't necessarily fit with many of the situations we find ourselves in on a day-to-day basis.

[0:09:56.0] MB: Yeah. I think this is a great contextualized example of one particular avenue of how the brain can short-circuit and how these biological limits can hinder us, but there's actually a ton of science and research and strategies as well around how to combat that and ultimately become a more effective communicator.

[0:10:12.5] MA: Yes, there are.

[0:10:14.0] MB: Well, let's dig into a little bit more around some of these solutions for being a better communicator and specifically around dealing with the anxiety that comes from communicating.

[0:10:25.1] MA: Sure. From my perspective, there are two fundamental approaches you have to take managing anxiety. One is dealing with the symptoms that we experience; the physiological and cognitive symptoms. Then there's the actual sources of anxiety that make it worse. For example, many of us when we get nervous, we blush and perspire. That's because our core body temperature is increasing. When you feel under threat and that's what speaking in high-stakes situations is experienced as internally by your body; it's a threat, so the fight-or-flight response gets activated. When that happens, a whole bunch of neuro-hormones are released; cortisol, adrenaline, etc. What that does is it causes your body to get tense, if you're about to runaway or fight, getting tense is actually a good thing. That causes your blood pressure to increase. When that happens, your physical temperature goes up and that's what leads to blushing and to sweating.

A wonderful thing you could do, and this happens to me, my big symptom of anxiety is blushing. If you hold something cold in the palms of your hands before you speak in a high-stakes situation, you actually reduce your core body temperature. That reduces the sweating and the blushing. I ensure you and everybody listening, at some point in their life been cold and held warm coffee, or warm tea and felt how it warms them up, we're just using this in reverse to counteract a very normal symptomatic response to our anxiety around communication.

That's a symptomatic approach you can take to reducing one symptom. Now in terms of the sources of anxiety, there are many sources that exacerbate anxiety. For example, many of us when we are communicating, feel as if we are being evaluated by our audience. In fact, we are. A great way to manage this source of anxiety is in essence to distract your audience. Get them focused on something else, so they're not focused on you, and this gives you a little bit of a breather, gives you an opportunity to collect yourselves.

I'll give you an example of what I mean. In my coaching practice, I was fortunate to coach an executive who's doing very well in his career, but he keeps getting really nervous every time he presents. What we do is every time he gives a big presentation, he starts with either a video clip, or a poll, and the audience pays attention to that clip or that poll, giving him a little bit of a break to collect themselves. While they're distracted, which by the way is actually getting them more engaged with his content which is a good thing, he has that opportunity to collect his thoughts. When it comes to managing anxiety, you have to attack both the symptoms and the sources to help you feel better.

[0:13:06.4] MB: I think that's such a great distinction, and something that – I mean, I've interviewed and discussed and read tremendous amount about dealing with anxiety and dealing with fear. I don't think I've ever seen it so cleanly broken out into solving symptoms versus solving sources. I think that's a great framework.

[0:13:22.8] MA: Yeah. It helps a lot of people. The sources pieces tend to be a little more overwhelming for people. If you scaffold your anxiety management by starting with some of these symptoms, you begin to feel traction and feel as if you're getting a hang of managing your anxiety, and then you can begin to approach some of the sources, which are a little more complex to address.

Not only does it give you a wider variety of techniques you can use, it actually gives you a progression that can help you feel like you have more sense of an agency in this actual combating your anxiety.

[0:13:58.7] MB: Well, let's dig into, I think the holding something cold is a great example. I'd love to hear a few other strategies, maybe starting with the symptom bucket; how we can in real-time, we're about to give a speech, or we're doing something and we feel that anxiety creeping in, what are some of those things we can do to address those symptoms as they're coming on, or as they're happening?

[0:14:17.7] MA: Sure thing. Happy to share several with you. Several people when they get nervous, get a little shaky, and that's the adrenaline coursing through your body. If you do something that engages big muscles, you allow that adrenaline to dissipate. Most nervous speakers make themselves tight and small, and they hold that in so they actually shake more. If you were to start a presentation, or a meeting, by doing a big broad gesture of welcoming people, just say, “Welcome to the meeting, or I'm so excited you're here in my presentation,” and extend your arms wide and take a step towards your audience, you're engaging big muscles. By engaging those big muscles, the adrenalin dissipates and you stop shaking, and that can be really helpful.

Another thing people struggle with in terms of symptoms is they feel that their breath is short and that they end up speaking very quickly, because they're breathing quickly. Nothing works better than taking a deep calming breath, something you might do if you're taking yoga, or doing Tai Chi, or Qi Gong. That'll slow you down and slow down your heart rate, which many people when they get nervous can feel pounding in their chest.

Another thing that helps, a lot of nervous speakers speak so fast. There's this idea that if we speak faster, we'll get done sooner. If you gesture more slowly, you will actually slow down your speaking rate. It's very difficult for the brain, because of cognitive load to speak fast and gesture slow. We tend to sync those up. You'll notice people who speak quickly tend to gesture quickly. We can use that to our advantage and slow down our gesturing to slow down our speech rate. Those are just a few techniques that you can use to combat some of the symptoms that we experience.

[0:16:00.7] MB: That's great. That's really funny. I naturally speak very quickly, especially I think it's that exact nervous energy that wants to be done as quickly as possible. The act of slowing down my gestures I think is a great personal thing that I'm definitely going to implement.

[0:16:15.9] MB: Yeah, I think you'll see some change right away with that.

[0:16:19.0] MB: Let's flip to dealing with the sources, which I know can be a little bit more thorny and then get a little bit more complicated. What are some of the strategies, or things – you touched on one of them obviously, but some of the other techniques that you've seen and the science shows are some of the most effective ways to do that.

[0:16:36.8] MA: Sure. Let me share two with you. First, we've known for a long time that people who perform, get very nervous. Performance anxiety is something well-known in the literature. Any of your listeners, yourself included, Matt, if you've ever done any acting, singing, dancing, or played a sport, you know what this performance anxiety feels like, because in each one of those activities, there's a right way to do it.

If you're an actor, you have to speak your line in the right way, in the right place. If you're an athlete, you have to do what your sport requires at exactly the right time and the right way. Some sports even keep track of the errors and mistakes people make. We feel tremendous pressure in these performance situations. Now the problem is many of us take our communication as a performance, so we feel there's a right way to do it and we want to do it right.

The reality is in all my years of teaching and coaching, there is no right way to communicate. There’s certainly better and worse ways, but there is no one right way. We have to do what in the academic literature we call cognitive reframing. We have to reframe the speaking situation, not as a performance, but see it as something else. Research that I was involved with a long, long time ago in graduate school and some of my colleagues did research on is this notion of converting, speaking as performance to see it as a conversation.

Most people are not as anxious, or anxious at all when they're having a conversation. If you can see your communication is conversational, it will help you feel better. How do you do that? Well one, is if you're practicing a presentation, or for a meeting, practice it conversationally. Sit down at a coffee shop or with some friends and just talk it through. If you practice it as if it's a performance, you're just reinforcing that performance approach.

Another thing to do is to use conversational language. Nervous people distance themselves linguistically. They’re use words like, “One must consider,” instead of, “You should consider.” Use words like us, you, we, that's all conversational. Then finally, and this will resonate well with you Matt, I know based on what you do, asking questions. Questions are incredibly conversational. If you can use those techniques of practicing conversationally, using conversational language, using questions, you help yourself see you’re speaking as conversational, rather than performance. There's a long history of research saying not only does that make you as a communicator feel less nervous, but it also engages your audience more because we respond more to conversational approach. That's one source and one way to deal with it.

Another source has to do with our time orientation. When I was an undergraduate, I did some research in this notion of time orientation. What we know is what contributes to people's anxiety is their worry about potential negative future outcomes. In other words, we're worried about what could go wrong. The students I teach are worried they're not going to get an A, the entrepreneurs I coach are worried they're not going to get funding. If we can somehow get people not to be future-focused, and that is anxious, but help them be present-focused, they can then short-circuit that anxiety.

There are lots of ways to become present-oriented. Matt, you've probably seen athletes who before they do their sport listen to a song or a playlist. You’re doing something physical, walking around the building, shaking hands with people. I do a silly thing that helps me get present-oriented. I count backwards from 100 by a challenging number. Most recently I started it with 17s. Try counting backwards from a 100 by 17s and you have to be present-oriented to do that.

There are many sources of anxiety and there are things you can do. You can frame things from being a performance to conversation, you can change your time orientation from being future-oriented to being present-oriented, and those will help.

[0:20:41.2] MB: This week’s episode is brought to you by our partners at Brilliant. Brilliant is a math and science enrichment learning tool. You can learn concepts by solving fascinating challenging problems. Brilliant explores probability, computer science, machine learning, the physics of everyday life, complex Algebra and much more. They do this with addictive interactive experiences that are enjoyed by over 5 million students, professionals and enthusiasts around the world.

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[0:22:48.2] MB: One of the other strategies that I know you've talked about and written about is the idea of greeting your anxiety. I'd love to dig into that a little bit.

[0:22:56.6] MA: Thank you for asking that question. Many of your listeners are familiar with the notion of mindfulness. Mindfulness is so important for so many reasons. An anxiety management technique that comes from the study of mindfulness is this notion of greeting your anxiety ,rather than getting caught up in it.

Interestingly, many of us get nervous because we're nervous, and that sounds silly, but it's true. You've probably experienced this. If you're starting to get nervous about a communication, maybe you want to ask someone on a date, or maybe you have something important to say in a meeting and you start to feel your heart beat faster and the sweat on your brow and then you say, “Oh, my goodness. How did I get here? Why am i trying this? Why isn't it somebody else? I I'm not prepared.”

All of a sudden, you're spiraling out of control because your anxiety is carrying you away. We can stop that by simply invoking a mindfulness practice, which is greeting the emotion that we're feeling at the time, and give ourselves permission to experience it. We simply say, this is me feeling nervous. It makes sense that I'm nervous. I'm going to do something that's important to me, that's a consequence and significance. In so doing, you give yourself space, you give yourself a sense of agency and control over something that many get carried away from.

Mindfulness teaches us that this doesn't just work with anxiety. It works with any emotion. Applying this approach and giving yourself permission to experience the anxiety is really, really empowering.

[0:24:26.3] MB: I wanted to dig in it out and ask about that one specifically, because that's something that has worked really well for me. I think we've talked about that technique, or variations of that and in past interviews on the show, and that's something that personally I always have found cultivating that self-compassion and that permission to be anxious, or angry, or whatever in the given situation is a great way to break the loop of getting anxious, about being anxious, or angry about being angry, etc.

[0:24:52.8] MA: I like how you said that. It is breaking the loop. Part of the challenge I think is in what I find in my work is a lot of people don't talk about their anxiety around speaking. We end up feeling like we're the only ones who have it, which is absolutely not the case. In fact, 85% of people report being nervous in high stakes situations, so it's the rare person who doesn't feel nervous. Because we don't talk about it, because it's not something that we share, it's hard for us to give ourselves that permission and be compassionate with ourselves, because we feel we're broken, or it's wrong for us to feel it, because we don't think others have it. Just understanding that we're not alone allows us more permission to be kind to ourselves when it comes to dealing with our anxiety and communicating.

[0:25:37.6] MB: I want to go a little bit deeper down the rabbit hole and talk about some of the self-defeating beliefs that can often perpetuate, or exacerbate our anxiety.

[0:25:48.7] MA: There are many. One of them has to do with perfectionism and that's close to that notion of getting things right. People want their communication to be perfect, and they want the situation and the experience that the communication occurs in to be perfect. You get into that analysis paralysis phase, where you're thinking and so concerned about everything that it prevents you from actually doing anything.

I do a lot of work that is incorporating more and more from the world of improvisation. There are some really powerful learnings from improvisation that can help people who are nervous speakers, or working to become more confident speakers. One of the key tenants in improvisation is this notion of dare be dull. Everybody is striving for greatness. We all want to give that right answer, or say the right thing at the right time, and that perfectionism gets in the way.

If you just dare to be dull, do what needs to be done, say the piece that needs to be done, you actually by reducing the pressure you put on yourself increase the likelihood that you will actually say the perfect thing, or the better thing. One thing we have to work on is reducing that sense of perfectionism.

Another thing I would say, another self-defeating approach is a lot of us start in our communication by saying, “This is what I need to say.” We make it very specific to us. As I alluded to earlier, it's all about your audience. It's not what you want to say, it's what they need to hear. That sounds like verbal jujitsu, and I'm just moving words around, but in fact it's a foundationally, fundamentally different approach. If you make it about your audience and not about yourself, you get out of that self-defeating spiral of analyzing everything you're doing and evaluating everything you're doing, and you realize that you have something valuable to say to your audience and this act of communicating is helping them, and that really can change how you feel and the experience from the audience's perspective.

[0:27:49.1] MB: I loved the example from improv that you – I think you have a speech where you went through an exercise, and you point at things and say the wrong thing. Would you explain that to the audience, and for whatever reason –

[0:28:02.8] MA: It's a really fun exercise. It's called shout the wrong name. You can play this game anywhere. If your listeners are not familiar, improv is an approach to – it came out of the acting world, but it's really an approach to life. It typically is comprised of playing games, and these games have a deeper philosophical and life intended meaning. One game is called shout the wrong name, where you literally point at things, or look at things and you say anything, but what they're really called.

If you're sitting in a room and there's a window, you would point at the window and you would call it a cat, or you would call it ugly, or you would call it a fireplace. It's anything but what it is. I use this game to prove or show to people just how much we evaluate ourselves. After we play the game for a little bit, I ask people, I say, “What was that experience?” People say it's hard. I say, “Why is it hard?” Often, what comes up is people are judging the wrongness of the words they use.

They look at the window and they say it's a fireplace. Well, fireplaces are like windows, so that's not really good. I should have called it maybe an animal. They're doing all this judging and evaluating, which serves to stifle the actual being present in just doing what needs to be done. When people have that epiphany through that game, they really get this idea that we have to get out of our own way. We have to just allow to have come up what comes up.

Then we uncover other things in that game. People stockpile. When I describe the game, my immediate question afterwards is who knows the first five things they're going to say? [inaudible 0:29:39.3] almost everybody in the room raises their hand, because your brain is wired to help you. When there's a challenge, you want it to help you. Sometimes that help gets in the way of actually experiencing the moment. That shout the wrong game, name game is really fun, and I would encourage all of your listeners just to try it on their own and see what it brings up for them, but it's a lot of fun to play.

[0:30:01.4] MB: For whatever reason when I do that exercise, I just start laughing. My brain for some reason is like really funny to point at my speaker and call it a banana, or something. I don't know why, but it just makes me laugh. I think it's a great exercise, and I think as you said, it builds that muscle of breaking the pattern and forcing yourself to be present and be okay with imperfection.

[0:30:23.2] MA: It absolutely does. If any of your listeners are not in a place where they can do that, or feel that's a little challenging, you can do the same thing. I challenge all of you right now listening to fold your arms in front of your chest like you normally would. Now I ask you to do the same thing the opposite way. That experience that you just felt like, “Oh, my goodness, this feels weird and awkward and I can't believe it.” That's the same thing that comes from the activity of shout the wrong name, and it's the same thing that Matt and I are talking about that, that permission to give yourself freedom in your communication and in your actions.

[0:30:55.6] MB: Just to clarify, you're saying cross your arms one way and then cross them the other way?

[0:30:59.0] MA: Yeah, so fold your arms in front of your chest like you normally would. Let's say you're cold, or somebody said something that really challenges you. Now cross them the opposite way, so have the other hand on top.

[0:31:09.6] MB: I can't even – my brain is breaking when I'm trying to do this.

[0:31:12.7] MA: Exactly. That's how patterned we are, and that's what that activity, as well as the shout the wrong name activity is showing us is uncovering our patterns that we use in a day-to-day basis, the habits we have. Sometimes we have to change those habits into choices, so we can have a broader toolset to confront our communication or other opportunities in our lives.

[0:31:34.2] MB: What are some of the other lessons or strategies that you've discovered, or uncovered from improv comedy?

[0:31:41.2] MA: I'll share two with you. The first has to do with seeing communication as an opportunity. Often, we feel so threatened. Take a question-and-answer session, say you're interviewing for a job, or you've just given a presentation and your audience is now going to ask you questions; many of us feel very defensive in that situation. We have to protect our position. We have to defend the threat of the questions.

That puts us in a very different space, a very negative space, it affects our nonverbal presence, we tend to be tight and enclosed, it affects our responses, they tend to be short and curt and not detailed. What if you were to see those situations as opportunities? To see them actually as a place where you can expand, where you can help somebody else. That would change your entire approach. You would be more open, your answers would be more clear and in-depth and detailed. Improv teaches us that.

In fact, the most foundational principle in improvisation is yes and. This notion of somebody asks you something and you say yes to it and you move forward. That openness, that seeing the interaction as one of opportunity, not threat can profoundly change how we communicate and interact.

The second piece that comes from improv and this is going to sound strange to people, improv is actually a lot about structure. You think that's counterintuitive, because you think people are just making things up on the spot, and they are, but they're doing so within a defined set of rules, or practices. If you play an improv game like shout the wrong name, there's some rules to that game. Most improv activities have rules and boundaries, and those provide the structure.

A colleague of mine who I work with when I do some improv work, he likes to say that if you give children a blank field and just say go play, they'll play and they'll be creative. If you give them a jungle gym to play on, their creativity goes through the roof. The physical structure of the jungle gym invites more opportunities for them to be creative. The same thing is true with communication. Using structure helps you.

You've all heard people just ramble, hopefully I'm not doing that right now, but when you ramble, it's hard to pay attention as an audience. It gets confusing. If you provide information in a structured way, it helps your audience. Structure can help, as well as just adopting an opportunity mindset, rather than one of threat.

[0:34:09.3] MB: Great learning, and it's funny. I've toyed at the idea of actually taking improv classes. I have no desire to be a comedian or anything like that, but really just to force myself through the training of learning that communication skill set and being uncomfortable with it.

[0:34:25.2] MA: I cannot encourage you more Matt, to do that. Improvisation when taught right, is not about acting and performing and being on a stage. It's about exactly what you were talking about. In fact, in the classes I teach at the business school, as well as the consulting I do, the next step I often encourage people to consider is taking improvisation for exactly the reasons you highlighted. Do yourself a favor and try it. It's a lot of fun and will really help your confidence, as well as your ability to respond in the moment in your communication.

[0:34:55.7] MB: Confidence is a topic that I think is worth digging into. Is there a difference between the strategies that you've shared and talked about around decreasing anxiety, versus some of the strategies that you've seen, or the research shows for building confidence around speaking and communicating?

[0:35:12.7] MA: That's a really insightful question, and thank you for asking that. A lot of us, myself included most of the time conflate those two terms. In fact, they are a bit different. To me, confidence has several components. One of which is managed anxiety for sure, but additionally confidence has two other pieces. It has this notion of presence. A confident communicator is one who is immediately present with his or her audience. They're not the people who are going to start their slide presentation and get through it no matter what happens.

There's a level of meta awareness in confident speakers who adjust and adapt their communication to what's happening in the moment. That's what I mean by presence. Confident speakers are present when they're involved in their communication. Additionally, confident speakers convey emotion. I don't mean they're necessarily pounding their chests screaming, but there is an emotion in what they're saying. Confidence is about that allowing yourself to show emotion when you speak.

In doing so, by being – having that presence and by allowing emotion, you truly can be authentic, so there's a lot of connection between confidence and authenticity. Again, this is all predicated on managing your anxiety, but there are things that you can do to bolster your confidence once you've got anxiety under control.

[0:36:33.8] MB: What are some of those confidence building strategies?

[0:36:36.8] MA: Well, we've talked about a couple. One is having that audience-centric approach really being there for your audience. Another is to imagine yourself in conversation with your audience. I'll give you a very concrete example. Confident people adjust and adapt. One way to prepare yourself to adjust and adapt is rather than having a whole list of bullet points that you want to cover, or information on a slide, simply approach your communication as a series of questions that you want to answer.

If you were to look at my lecture notes when I lecture to my students, you'll see it's just a series of questions. When I am lecturing, I am answering the unasked questions of my students. In so doing, it puts me in a very different place. I'm very present, I'm using inclusive language, I am connective with my audience and all of that displays or comes across as being confident. Really thinking about how you relate to your audience demonstrates that confidence.

One last thing I'll mention about confidence; confidence is a balancing act between warmth and strength. Confident people have found a way to balance warmth, being open, being emotionally available, with demonstrating their competence, their knowledge area, what expertise they have, and that's something that we have to think about. A lot of us err, especially if we're younger, or newer in a position, err on the side of this strength where we like to pound our chest and share what we know, why we are justified in being in the interaction, or even in the room that we're in. That can be a mistake, so we need to make sure that we're constantly balancing our warmth and our strength in our interactions. Confident speakers have learned ways to do that.

[0:38:28.6] MB: How do we add more warmth to our speaking?

[0:38:31.6] MA: Yes. Some of it is linguistic; again, asking questions, inclusive language. Some of it is nonverbal, so nodding and staying open in our body posture, pausing. Paraphrasing is a wonderful warmth-enabling tools, so when somebody says something, you take what they say to validate it. It doesn't mean you repeat exactly the same words, but you comment on either the emotion, or the gist of the idea. Those are ways to show warmth to people.

It could also be pre-interaction work. If you have a big meeting tomorrow, you could write somebody in advance and say, “Hey, looking forward to it.” In fact Matt, you did that for me for this very podcast. A very nice e-mail came to me saying, “Looking forward to chatting with you.” That is signaling warmth before we ever connected. There are things you can do in the moment, as well as in advance, and certainly everybody knows if you do an interview, or have a nice interaction with somebody, sending a thank-you or a follow-up, all of those demonstrate your warmth to help others see that you really are a caring person.

[0:39:30.2] MB: That's a great toolkit. I think that's something that I've heard. The reason I was curious, I personally struggle with the warmth component. I think I've sometimes fall too far in the strength side, especially the show since we focus on science and evidence. Whenever I'm speaking, I'm always like, “These are the facts,” you know what I mean? I think, I want to add in a little bit more warmth to it.

[0:39:48.5] MA: What I have found, I work with many technologists, many scientists and it is about the facts and the stats and the data, but if any of the data, the facts, the stats the technology are having – think about the impacts and ramification they have. If you're saving trees, if you're saving time, if you're saving money, if you're saving lives, there's emotion there that you can tap into and that warmth can come from that piece of it. It doesn't have to be the science itself, but it could be the implications of the science where you can really demonstrate warmth and concern.

[0:40:17.9] MB: That makes a ton of sense. Thanks for the feedback. I want to come back to this strategy you talked about of using questions as the structure of the outline for your speaking. I think that's a really compelling strategy. As somebody who grew up in the world of speech and debate and that stuff, I have a similar approach, which is I can almost never give a speech word-for-word, or memorize the specific things. I can almost only talk off of talking points and which is the flip side of a question in some ways.

[0:40:46.6] MA: Yeah, I totally get where you're coming from. I'm very similar. In fact, I actively discourage people from memorizing. Memorizing feeds into that whole performance mindset we talked about a while back. I like using questions. Let me share with you a way that might help you and others. There is a structure that I am so passionate about. It is called the what, so what, now what structure.

I believe most of our communications can be fit into this structure and you'll notice all three of those are questions; what, so what, and now what? If you are answering a question, this is your life Matt, I know you ask questions, you answer questions. You can answer a question with that structure, though what is the answer, the so what is why it's important, and the now what is what you do with the answer that you were just given.

If you are giving feedback and somebody says, “What do you think about the podcast I just did?” The what is the feedback, the so what is why it is important to the person, and the now what is what you'd like them to do differently, or continue doing if it's positive feedback. Using a structure that's question-based, what, so what, now what, can be really helpful, because not only does it help you organize your thoughts, it makes it directly relevant to your audience, because the second point, the so what is all about the value to the audience, and it helps you be concise, because there's a beginning, a middle and an end. Using that question-based approach leverage through a structure can really transform the way people communicate. I in fact write my e-mails in that structure, and people tell me that my e-mails are much clearer than others they receive, simply because there's a structure to them.

[0:42:23.6] MB: I think that's a great mini-learning from this whole conversation is that we've been talking primarily about speaking, but communicating is especially in today's world, there's so many other avenues and venues, and a lot of these lessons could be applied to something like e-mail as well.

[0:42:37.7] MA: Yeah, I totally agree. Every quarter I teach, I'll have a student come up and say, “I just used this when I was writing a presentation, or writing an e-mail and it just blew my mind that I could apply these same practices to that type of communication.” Communication at the foundation is really all the same thing. It's transmission of meaning from one person to another. These techniques apply more or less to any form of communication. I encourage everybody to think about how you can use structure and see things as opportunities in written and spoken communication.

[0:43:11.9] MB: What, so what, now what structure in a funny way uncovers essentially the hidden narrative that we use for most of our podcast episodes, right? The first third of the episode is around what are these ideas and what is the science, and the second half is why does that matter, and then the third, or the latter half of the episode is typically how do you apply that to your own life? It's funny that without even consciously doing that, we've fallen into that narrative pattern.

[0:43:36.0] MA: The secret is out. Yes. It works well, right? You've gotten great response to your podcast. That approach, that structure is really intuitive and resonates with people, and it helps you as the people who create the podcast, so that's cool.

[0:43:49.1] MB: For listeners who want to concretely implement some of the ideas, tactic strategies that we've talked about today, and I think we've given them some piece of homework already, but what would be an action step, or a piece of homework that you would give them to put some of these ideas into practice?

[0:44:04.7] MA: There are a couple things that come to mind. First and foremost, like any skill you're trying to build like an athletic skill, or something, a language skill. It's all about repetition, reflection and feedback. You need to give yourself an opportunity to get the reps in. As many opportunities as you can, to communicate in the way you want to work on. If you want to work on presentations, find avenues to give presentations. For example, I'm a big fan of Toastmasters. If you haven't heard of Toastmasters, you should check them out. It's an organization dedicated just to giving people opportunities to practice.

Check out universities and community colleges who have courses on communication. Find venues to practice. If you're passionate about a particular hobby, or in some organization you belong to, a religious organization, a public service organization, get up and speak. It's all about the reps. Then take the time to reflect. At the end of any communication, a presentation, a meeting, even an interpersonal interaction, take just a moment or two and think about what worked and what didn't work.

There's that silly definition of insanity, where you do the same thing over and over again, expecting different results. People do that with their communication. If you don't reflect on what worked and what didn't, you're likely to do the same thing again. I encourage my consulting clients, at the end of their meetings to dedicate two minutes to just say how did the communication in this meeting go, and what can we do better and differently next time. That reflection piece is critical.

Then finally, find a trusted other, a mentor, a colleague, a loved one, who can give you honest feedback. We are not the best judges of our own communication, because our communication isn't intended for us. It's intended for others. We need to have others let us know if we're hitting the mark or not. The homework is really around repetition, reflection and feedback, and take the opportunity to build your skills. Like any other skill, you can get much better at your communication.

[0:46:03.7] MB: For listeners who want to dig in, learn more be able to find you and your work online, what is the best place for them to go?

[0:46:10.6] MA: Yeah, thank you. I have several avenues people can explore. One, the book I've written, Speaking Up Without Freaking Out covers many of the concepts that we've talked about today. My consulting practice that I co-founded is boldecho.com. We want people to communicate boldly and have their messages echo long after they're gone. Then I curate a website that has a bunch of free resources that I've created in others, and it's called nofreakingspeaking.com. Those are three good avenues to continue the conversation about building confidence and compelling communication.

[0:46:45.9] MB: Well Matt, thank you so much for coming on the show, sharing all of these practical strategies and tactics and it has been a great conversation and really enjoyed having you on here.

[0:46:55.1] MA: Thank you, Matt. It's been a fantastic talking to you and I've enjoyed listening to the podcast myself. Please keep up the good work.

[0:47:00.8] MB: Thank you so much for listening to the Science of Success. We created this show to help you our listeners master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

I'm going to give you three reasons why you should sign up for our e-mail list today by going to successpodcast.com, signing up right?? on the homepage. There are some incredible stuff that’s only available to those on the e-mail list, so be sure to sign up, including an exclusive curated weekly e-mail from us called Mindset Monday, which is short, simple, filled with articles, stories, things that we found interesting and fascinating in the world of evidence-based growth in the last week. 

Next, you're going to get an exclusive chance to shape the show, including voting on guests, submitting your own personal questions that we’ll ask guests on air and much more. Lastly, you’re going to get a free guide we created based on listener demand, our most popular guide, which is called how to organize and remember everything. You can get it completely for free along with another surprise bonus guide by signing up and joining the e-mail list today. Again, you can do that at successpodcast.com, sign up right? at the homepage, or if you're on the go, just text the word “smarter”, S-M-A-R-T-E-R to the number 44222. 

Remember, the greatest compliment you can give us is a referral to a friend either live or online. If you enjoyed this episode, please leave us an awesome review and subscribe on iTunes because that helps boost the algorithm, that helps us move up the iTunes rankings and helps more people discover the Science of Success. 
Don't forget, if you want to get all the incredible information we talked about in the show, links transcripts, everything we discussed and much more, be sure to check out our show notes. You can get those at successpodcast.com, just hit the show notes button right? at the top. 

Thanks again, and we'll see you on the next episode of the Science of Success.

August 09, 2018 /Lace Gilger
Influence & Communication
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How You Can Become A Superconnector with Scott Gerber

February 22, 2018 by Lace Gilger in Influence & Communication

In this episode we discuss how to become a “superconnector." We look at the idea that networking is not about tactics, it’s about a fundamental shift in how you think about interacting with people. We examine how to break free from the lazy and shallow networking that social media often creates, discuss why you should never ask “how can I help?”, look at the power of curiosity and asking better questions and much more with our guest Scott Gerber. 

Scott Gerber is CEO of The Community Company and founder of Young Entrepeneur’s Council. He is also an internationally syndicated columnist, the co-author of Superconnector and the author of Never Get a “Real” Job. Scott has been featured in the New York Times, Wall Street Journal, Washington Post, Bloomberg and has even been honored by White House.

  • How do we cut through the quagmire of endless linked-in connections, twitter followers and more?

  • Self awareness is one of the key attributes of super connectors

  • Rather than being authentic, we are being internet authentic - social media conscious

  • We have to reverse course away from the lazy networking of social media

  • Providing real signal, being human, allowing your humanity to show through - amplify your humanity

  • We have conflated the idea of connection with being connected

  • We live under the illusion that vanity metrics determine social status

  • Step one is the cultivation of emotional intelligence

  • Focus on being of service to others

  • Networking is not about tactics, its about a fundamental shift in how you think about interacting with people

  • One of the key principles to networking is that you have to be a real, authentic human

  • What kind of service / value do you want to bring to a community of peers?

  • Failure is often a result of not building your relationships and communities

  • Come from a true place of wanting to help others first

  • Don’t be a “networker":

  • A taker

    1. Out for yourself

    2. Wolf in sheeps clothing

  • We don’t live in a tactics world - we’ve created one

  • Get back down to the basics - guru nonsense, marketing hucksters etc are full of it

  • A connector thinks about - what questions / context do I need to ask that this person is not giving me, so that I can figure out how to play a role to help them in succeeding in life or business - where I can be helpful?

  • Focus on actually being helpful instead of just asking “how can I help you?”

  • Why asking “How Can I Help” is the Worst Question

  • You put the onus on the other person to tell a stranger how they can help

    1. Directionally it provides no guidance

    2. It shows you don’t care - because if you actually wanted to help, you would be curious, keep asking questions, to come up with a thesis and then say “here are some ways I CAN help, proactively”

    3. Offer actual assistance, not the platitude that you can help

    4. It’s the new social script - but it has no meaning or value

  • You MUST ask better questions. The best connectors are curious.

  • Most people like to talk about how obvious things are, but they never actually implement it.

  • Great question - “what does success look like for you?” “what are the steps you need to take to get there”

  • How to cultivate curiosity and ask better questions

  • Start with auditing your conversations

    1. Be curious about the other person

    2. Figure out questions that you want to ask people

  • Most introverts are better connectors in many cases

  • Listen!! Sometimes shutting up is the best thing you can do as a connector

  • Should you go to networking events? Before you do, you need to “select your pond” more effectively

  • Great questions to figure out context for how to talk to people

  • What are challenges your facing right now in your business / life?

    1. What’s a major strength or major win you’ve had recently?

  • Put yourself into a space where you're comfortable is a key component of effective networking

  • A lot of content today is “thought leadership garbage” - metric driven traffic with a goal in mind

  • You can’t force a personal brand - if you suck at creating content or your content is “networker-esq” - you have to figure out if you’re a creator of content or a curator

  • Place yourself at the center - building walled-off access to the people and things that matter will eventually be the “keys to the kingdom”

  • Those who are able to curate the right people together, to create thriving communities beyond just the founder are going to be the most powerful from a social capital, profitabilabilty, etc level

  • Technology is meant to amplify humanity and not cheat it

  • Create a safe space, creative collective value not just 1 on 1 value

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SHOW NOTES, LINKS, & RESEARCH

  • [Website] FollowUp

  • [Book] Superconnector: Stop Networking and Start Building Business Relationships that Matter by Scott Gerber and Ryan Paugh

  • [Book Site] Superconnector Book

  • [Twitter] Ryan Paugh

  • [Twitter] Scott Gerber

Episode Transcript


[00:00:06.4] ANNOUNCER: Welcome to The Science of Success introducing your host, Matt Bodnar.

[0:00:11.7] MB: Welcome to The Science of Success, the number one evidence-based growth podcasts on the internet with more than one million downloads and listeners in over 100 countries. In this episode we discuss how to become a super connector. We look at the idea that networking is not about tactics. It's about a fundamental shift in how you think about interacting with people. We examine how to break free from the lazy and shallow networking that social media often creates. Discuss why you should never ask, “How can I help?” Look at the power of curiosity and the importance of asking better questions and much more with our guest, Scott Gerber. 

I'm going to give you three reasons why you should join our email list today by going to successpodcast.com and signing up right on the homepage. There are some amazing stuff that's only available to our email subscribers, so be sure you sign up and join the email list. This includes an awesome free guide that we created based on listener demand called How to Organize and Remember Everything. You can get it completely for free along with another surprise bonus guide when you sign up and join the email list today. 

Next, you’re going to get a curated weekly email from us every single Monday called Mindset Monday which our listeners have been absolutely loving. It’s short, simple, filled with actionable and valuable insights, videos and articles that we found interesting within the last week. Lastly, you're going to get an exclusive chance to shape the show. You can vote on guests, you can help us change parts of the show. You can even submit your own personal questions to our guests, and much more by becoming part of our community and joining the email list. You can do that by going to successpodcast.com, signing up right on the homepage, or if you're on the go, if you’re driving around, just text the word “smarter”. That's “smarter” to the number 44222. That’s “smarter” to 44222. 

In our previous episode we discussed becoming a super learner. We dug into questions that I've pondered for a long time. Does speed-reading work? Can we actually speed read and improve our reading comprehension? Are there strategies that you can use to improve your memory, and most importantly, how can we align the way we think, learn and remember with the way our brains actually operate? We go into this and much more with our previous guest, Jonathan Levi. If you want to learn the secrets of the world's memory champions, be sure to listen to that episode. 

This episode is sponsored by Audible. That's right, we’ve made it to the big leagues. But seriously, I'm a huge fan of Audible. I listen to it in an almost daily basis. Right now I've been really enjoying the book Shoe Dog by Phil Knight, the founder of Nike. It’s a fascinating story and I am particularly enjoy listening to biographies on Audible. They really have a great narrative flow, and even when you're driving around or on the go, you can still capture the core essence of the book. Right now, Audible is offering something special for our listeners. You can get a free Audiobook along with a 30-day free membership to Audible. All you have to do is go to audible.com/success or text the word “success” to the number 500500. That’s audible.com/success or just text the word “success” to 500500. 

Now for the show today. 

[0:03:42.6] MB: Today, we have another great guest on the show, Scott Gerber. Scott is the CEO of the Community Company and founder of Young Entrepreneurs Council. He's also an internationally syndicated columnist and co-author of the books Super Connector as well as the book Never Get a Real Job. He's been featured in the New York Times, Wall Street Journal, Washington Post, Bloomberg and he's even been honored by the White House. 

Scott, welcome to The Science of Success.

[0:04:05.9] SG: Thanks for having me, man. 

[0:04:06.9] MB: Well, we’re very excited to have you here today. 

[0:04:08.8] SG: Let’s share some awesome stuff. Shall we? 

[0:04:10.5] MB: Yeah, for sure, for sure. So I’d love to start out, I’m really fascinated with the book Super Connector and all of the work you've done. In today's world where we’re flooded with tons and tons of LinkedIn connections, Twitter followers and all of these kind of superficial relationships, how do we work our way through that quagmire? 

[0:04:29.6] SG: Yeah. I think it's first understanding we’re all guilty. That's the reality. I think self-awareness is what we consider to be one of the key attributes of successful connectors. People who actually accept faults, understand who they are, what their strengths are, what their weaknesses are and then build upon the proper foundation. 

Today, we have been sort of led to believe that our personal brand social media presence is the definitive reason for being in a lot of ways. It's who we are. It’s how people see us. The reality is that has leaked sadly into this network-y style personality that a lot of us have created for ourselves. Rather than being truly authentic, we are being internet authentic. We are being social media conscious before human conscious, and it's really sad because, again, it's not just like the newer generations that are stuck on their phones all day. It is the generation of people who are getting lazier that don't want to go to that event and go meet more people or think that sending a LinkedIn connection to someone is a real connection. 

So I think we have to reverse course. I think that the people that will be the most successful in the social media age as noise continues to proliferate are those that actually can provide real signal and be human and allow their humanity to show and allow the technologies and media platforms they use to amplify their humanity and not their messaging or their networking speak or their guru personalities. I think those are the ways forward for this generation. 

[0:06:06.2] MB: I think that's really well said, and the lack of authenticity, this almost [inaudible 0:06:09.7] in the year of these kind of fake social media profiles, I think is really a problem today.

[0:06:15.6] SG: I just think at the end of the day, we have been put into this incredible ecosystem of what we believe to be communities that we can tap into. The problem is is that we have conflated the idea of connection with connect poor or connect it, and I think that these terms are not semantics. It is not semantics to say, “I enjoy connecting with people,” versus “I am very connected.” Those are two fundamentally different principles. Yet we turn them into this idea that vanity metrics determine social status. It’s very Black Mirror if you're a watcher of the Netflix series in a lot of ways. It's this sort of idea now that vanity project has become the real project. Whereas if you ask any real connectors, again, whether in business or the personal lives of those that just live by these core principles that we think are the right ways to go about relationship building, they'll tell you that, “Yeah, social media is great and it’s a wonderful way to message. It’s a wonderful way to connect with those you already have relationships with,” but these people that are using it for, frankly, the bastardization of the original intent, which is to amplify a persona I think are going to find themselves very alone in the world when they’re 15 minutes of fame have ended and realized that those that they are connected to are not actually connections. 

[0:07:37.7] MB: So where do we go from here?

[0:07:39.6] SG: I think we first have to take step one and say are we emotionally intelligent in our daily lives to actually realize empathetically that we can be of service to others and not just share content, not just look at how do we position ourselves or strategically create the right mood, feel and look of what we are and who we are to the outside world, but actually be of meaningful service. Not to look at a lot of the things we talk about in the book are not tactics. It is a framework for fundamentally changing your life. It is the idea of saying, “Hey, I'm not going to go on nutrisystem for five weeks and lose some weight if I'm going to actually change my lifestyle to lose the weight and live a better life. That's what we’re suggesting here. There is no five steps to success of relationship building. It is fundamentally understanding a couple key principles. Number one; humanity is not going anywhere. You can't automate out humans. You can’t vanity metric your way to building meaningful, long-lasting relationships that are going to be there for you and you for them. 

So I think it's about looking at yourself and saying who do you want to surround yourself by? How do you want to live your life? What kind of service and value do you want to bring to a community of peers or what community do you even want to create for yourself and around yourself? 

I mean, I take this back to 2010 where I had been just out of a business after really hard knocks learnings around failing because I had no one around me of real value, and I don't mean value in the sense of money or connections. I mean, just people that could’ve help me in the rough times in my first business that failed miserably and almost bankrupted me. That's why I found it YEC. It wasn't to create a sphere of influence around young entrepreneurs or crayon platform. It was because I genuinely wanted to have real conversations with people that had had similar experiences to me that together we could've masterminded our way to find mutual success, and I had not built those fundamental steps and therefore I failed as a result. 

So in correcting course admitting that I could not be a team of one, I could not be a success powerhouse of one and realizing that bringing a community around me and me around them we could be more powerful as a collective. My next business was ultimately a much bigger success and that allowed me to now create the kinds of communities around that ethos that really came from a true place of wanting to help others so that others could also help me in times good and bad and everything in between. I think we are forgetting the fundamentals of what a relationship is, because we've been told that a like and a share is the equivalent. That is a mistake. 

[0:10:18.9] MB: There are so many things I want to dig into in that. Just the idea that networking or relationship building or whatever kind of term you want to use, it's not about tactics. It's about a fundamental shift in how you interact with people. 

[0:10:32.0] SG: It’s so true. I mean, I have people that have come up to me and say, “Wow! I really love how you run your events. I’m going to run my events exactly like you run them.” They asked me advice on that and I'll say, “Look, you could take every single step of what we do, but come off as a networker,” and our definition of a networker, again, is someone who is out for one’s self, a taker, someone that is sort of the wolf in sheep's clothing of trying to be helpful, but really out for themselves, “and [inaudible 0:11:05.9] the entire idea of what you're doing.” Great! You serve the food one way and you created an atmosphere that seemed wonderful, but at the end you handed out the business card and said the wrong thing or gave the wrong feeling or just room the entire room, because it was a charade for your own good. 

These are the things that I think people don't realize. We do not live in a tactics world. We've created one. The five steps to this. Three tips to do that. Again, sometimes that’s meaningful. I'm not going to say that I'm not going to offer tips and strategies on what's worked for us, But it comes with a fundamental understanding that you could put a lot of bolts on a really big piece of crap, and those bolts that you're adding on aren’t going to make it stronger.

So I think that this shift in mindset, this de-masking, this idea that we’re getting back down to the basics because we’ve so strayed from those basics because of market speak and MLM hucksters and Guru nonsense that has been blasted in our face and then amplified through social media from people who are out for themselves, trying to come off as people that are actually in it to help us, has distorted us, they’ve created the distortion field. We’ve got to realize, if you can't look someone in the face and have an actual conversation that doesn't in 30 seconds make you think, “What can I get from this?” You don't get, and I think too many people think they get it and will say, “Oh! I’ll do these three things,” but still in the first 30 seconds of a conversation their immediate thing is, “Oh! I can eventually get this from this person.” 

If that's what you think, you're going to lose in the end, because a connector doesn't think like that. The first 30 seconds in their mindset, they’re thinking, “What questions and contacts do I need to ask that this person is not giving me that I can extract from them to figure out where I can play a role in their developmental or business success? Where I can actually be helpful instead of just simply saying, “How can I help you?” So that the person thinks somehow that that social script means I care.” That, I think, is something people aren’t doing right now. They're still taking the paint job, but they're not building the house. This has to change if we’re actually going to have a society worth having conversations in, worth building communities for and worth playing a meaningful role in. 

[0:13:37.2] MB: That's a great distinction, and I think the idea of coming from a place of truly wanting to help people is one of the cornerstones of networking. Obviously, Keith Ferrazzi talks a lot about that. He was a previous guest on the show. But I love your distinction there. It's not just about saying, “How can I help?” Because that’s sort of platitude that doesn't really actually do anything. It's about digging in and trying to get the context or the right questions to figure out how you can actually help. 

[0:14:04.1] SG: So I’m going to tell you. I’m don’t tell many people, and so maybe your audience realizes that there is a human on this side that can admit when he’s wrong too. I used to be a person that would ask that question at ad nauseam. The difference was is that in my mind it wasn't the social script that others used on me, right? I actually was coming from an authentic place with it. I truly was. But in listening to myself and having people talk to me about the kinds of help they were asking for, I realized I’ve gotten lazy. It was wrong, and I finally corrected course. 

I remember I went on MSNBC and, of course, they ask you for your top tips and what's your advice, and I said, “Asking how can I help you to actually be of service,” and then a couple weeks later I was with a connector friend of mine, he says to me, “So, Scott, I'm sort of embarrassed for you.” I love this guy. So it's totally cool that he could call me out, and sometimes you need those people, a true community. That should be the reaction.

He goes to me and he says, “Scott. How could you ask how can I help you as your question?” I thought about it for a minute — Now this goes back a couple of years, obviously. Go back and I'm thinking, “Wow! That truly is the worst question, and why is it the worst question?” And that’s I wasn’t asking myself. 

So I thought about it — And let's just talk about why. Number one; you're putting the onus on the other person to actually tell someone who, in most cases, you've met for the first time, like this monster thing that they can do to help you as if that is even reasonable. That's number one. Number two; directionally, it provides no guidance. It’s very much not only putting the onus, but directionally it’s coming off as, “Oh! No matter what you asked me to help you, I’m your guy,” which makes no sense. Number three; it shows you don't care, because if you actually wanted to help the person, what are you going to do? You’re going to listen, be more curious. When you don't understand something, ask more questions, then more questions, then smarter questions on top of those questions to come up with a thesis and then you’re going to actually say, “Well, here are some ways I can help you.” proactively offering the actual assistance rather than the lazy thing of, “Oh, great! I’m glad we talked for 45 minutes. I've clearly got nothing from you. So I’m just going to ask this thing to make you feel like I'm totally listening, “How can I help you?” You’ve gotten lazy. 

So all of these things together on top of the final nail in the coffin for me, which is it is like every other marketing ask, speak or platform. The first people that I ask, “How can I help you?” umpteen decades ago were probably very wholesome, not out for themselves, not networking authentic people. The second generation, it started to tweak a little bit. By generation and iteration 100, it is the new social script, because if you don't ask that question, you're a horrible person. When you ask that question — Oh, “even if you can help”, you're still a good guy. I argue that people now are still realizing that as a garbage, not listening, not personal nonsense question, that it gives you that bad taste in your mouth like, “Oh! I’m so glad I just wasted 15 minutes of my life talking about all these things,” but actually you didn't give a damn. 

So what I tell people is the cure, anecdotally, and I could can speak to this in a number of ways, is you've got to ask better questions. The best connectors are curious. Now, I'm sure someone on your show is going to listen to this and they’re going to say, “Oh! But Scott, that’s so obvious. What an obvious tip. You have to be curious. Oh, man! Thanks for the tip.” You know what? I would then push back and say, “Relive your last five conversations and tell me how curious you were.” 

Most people love to talk about how obvious stuff is, but they don't actually do it. They won't actually deep dive more than surface level or one step below surface level. If you end up in a conversation where the answer on the other side is yes no or a phrase or a sentence, you stink at what you do. You should be able to have conversations with anyone, anytime, anywhere by basically — Whether you know the subject matter not, by the way, just by consistently asking questions or better questions to start a conversation. So instead of like, “Hey! What are you working on these days?” How about, “What are you working on right now that makes you wake up in the morning excited?” People love talk about that. Then all of a sudden it's, “Oh, great! Tell me, like what are goals for that? What is success look like for you? In a year from now if we talk again, what makes it so that that thing you did was a winner or a loser? What are the steps you need to do to get there?” 

In that five or six question series, there is no question that any good connector is in their mind is thinking, “Who do I know? What resource do I have? What five people can I connect for more knowledge here for this person and then in the end be able to actually facilitate it?” Even if the help at the end of the day didn't get them over to the goal line, by actually going that level of methodical series of steps, you will have a relationship in place with a continuing conversation over time that shows you care.

[0:19:08.7] MB: There's a lot of stuff I want to unpack from that as well. I love, first of all, just the insight that most people talk about how obvious things are, but never actually just do it even though it's really simple. I think that's a great just observation in general. Not just about kind of relationship building, but I think more broadly really, really applicable. 

I'm curious, I want to dig in on this idea of asking better questions and cultivating curiosity. Tell me more about how we can get better at that. 

[0:19:32.6] SG: Yeah. I mean, first and foremost, like anything else, you got to do an audit of yourself. You have to actually look at conversations you've done, and this takes some thinking. Again, this is an intellectual exercise. Or it's catching yourself as you’re starting to retrain your brain of how you want to be. Bottom line is, Matt, I mean, at the end of the day, if you are someone who really wants to be more authentic in your relationships and you don't care about people or care about what they have to say or selectively care or only care when it is applicable to what you do every day or only care when you see a benefit for you in it, you don't get it. 

So you need to actually start patching yourself. Again, I don’t think the people are awful people if they do these things. I think is how they’ve been built bill or how they’ve been trained, like any bad thing, biting your fingernails, doing horrible — Spitting, whatever you're thing is. Your thing that you got to do to get over, to get over the hill, it takes training and petition and constantly checking yourself and improving incrementally to get better. 

I think that in order to be a curious person you first have to figure out, could you sit in a room with someone that you share no commonalities with, that you don't understand anything about what they do, that in a room where you were with that person, you would ever even want to read a book, let alone a blog or anything on the subject matter of relevance to them. Could you take all that and then say, “Okay. I’m going to have a conversation and by the end not be a subject matter expert on this person,” but have a fundamental series of at least understanding, points in the sky that you could aim towards to actually make it so you learn something, and not just learn something necessarily to help that person. I mean, the one clear offshoot in value and there’s going to be a lot of people you can’t help or people you shouldn't help or people, frankly, that you are not going to provide enough value to, so you shouldn’t just try. 

But I think that there's something to be said about just being okay with great conversation. You’ve got to be okay with that. Even if you're introverted, right? My partner and I, the reason we wrote this book together is I'm an extreme extrovert. He's an incredibly extreme introvert. So the perspectives in this book aren't like, “Well, if you’re not a type A, you shouldn't be a connector.” That's nonsense. Most introverts are actually better connectors in many cases and extroverts could learn a lot from that. But either way, peripherally, you need to understand that regardless of who you are, you need to actually, whatever environment you're in, be able to pull in that context and understanding. Not to be a major on the subject, but to care. So I think that's what you need to do. 

Asking better questions, it's more of just forward thinking, conversational questions that actually continue your curiosity, that don't just lead to, “Oh! Do you like today's weather?” or small talk. Small talk is horrible. What is small talk? Small talks is another version of how can I help you. It’s that lazy thing that a networker does when they're shaking your hand with one hand, handing you a business card with the other, talking to you about themselves while looking over your shoulder, who else is in the room that they should be meeting after they're done with the social scripts of you. 

So anything that comes up is lazy is probably not correct. So audit yourself. Determine ultimately, are you guilty of some of these things? Start figuring out questions that you feel you want to ask people. There's no set of correct once. Again, along the lines of what are you working on right now that excites you? Something that is in the moment, something that has a series of steps that can go up, something that is meaningful to the other person that helps them to talk about themselves which most people don't. 

Then I’m going to give you the fourth one, which most extroverts are going to be like, “Oh my God! This is crazy. I’ll never do this.” Listen. We are so bad at listening type As, because we’re always like, “Our minds works so fast. We want to get the next word out.” Sometimes — You know what? Shutting up is the best thing you can do as a connector, and then listening to take in that context. So you could build a profile of someone that actually allows you to figure out what next words you should say, because typically if you think too fast on your feet as a type A, the next word you're always going to say without listening are the wrong words or is about you or sets up something that the other person’s going to be sort of taken aback by or eyes glazed over, because it shows you were just waiting to get the words out. So these are the kinds of things that you just be okay with and learn from and adapt to that new reality of conversational tone.

[0:23:58.5] MB: I want to dig in a little more broadly too about kind of the art of conversation. Let's say you meet somebody at an event or a cocktail party or something like that. How can listeners learn how to sort of communicate with anyone about anything? 

[0:24:12.4] SG: It’s interesting. So I am going to argue against the premise, but not to say you're wrong, obviously, but to give you a sense of what a connector is going to do before they even put themselves in the room. So the difference is is that people look at things like networking events as, “Oh! I go to a networking event, because I want to meet people,” but they often don't ask themselves a lot of questions before they go into that room. 

Number one; should I be attending this event? Number two; if I am, is there anybody with me? Am I sort of going with anchors that already have a built-in series of relationships or foundational understanding in the room? Are they already a connector in that space? So there's a lot of things that go into selecting your pond, if you will, because, again, connectors are methodical, productivity hackers, people who are very methodical about the time and the place and the surroundings, not just environmentally, but the physical space, the intimacy of a room versus the large-scale room. It's knowing the kind of connector you are, because that's how your conversational tone will be effective. 

As an example, if you’re introvert, you probably don't want to just go to some random networking event, and you're not wrong for thinking that. What an introvert might do is say, “Okay. I know there's this big conference that's coming to town. There's no way I'm going to put myself in a room with 2,000 people. I’ll have a panic attack. But it's a subject matter area that is incredibly relevant to me. So what can I do?” Well, maybe you could go and reach out to 15 or 16 people that are going to be at that event that you found on social media, or that your friends know that are going to attend, or you have two or three of the 16 that are really fundamental members of your community or your world that they can invite the top people in the space that matter, and you bring them to an oasis, a private space that’s intimates, that takes them away from the action, that makes it a very highly valuable experience not just for you, but for them. People that are also attending these kinds of activities with the intent of the goal of meeting great people, but you're doing the work. You're curating the experience. 

How do you first communicate with anyone? You put them in an environment that's a safe space for you. The second is you figure out the key areas that those people bring to a conversation before they come in the room. For example, in our events in YEC, if you go to an event in any of our communities, in YEC in particular, we’re going to survey on what are two challenges you're facing right now in your business and what is a major strength or a major win you've had in learning something big that helps your businessman in last year? Then, of course, we’re going to give you the CV LinkedIn style details. We’re going to put a digest together. We’re going to send that to every person, and then we’re going to make suggestions of who should make sure they talk by the end of the event, because we know what both sides of the challenges and the strengths are. All that work allows people to come in, especially you as the connector with a whole lot of conversations you can have right off the bat. 

So I think the way you communicate with anyone about anything, it starts with the curiosity. It goes with the selectivity and curation of creating that safe space or that environment whenever you can. Putting in yourself at least in the space that you're comfortable in. I mean, an extrovert. There are people like myself that could walk into a thousand person conference room or a conference center rather and create great relationships, but I still want to take those folks back to a safe space, because you might want to pick the right people you want to keep in touch with at a big room like that, but still bringing them back to something intimate, and small, and meaningful, and then deliver on an experience that’s highly valuable where you're not the only one that is having the conversation, but you’ve brought in a lot of stakeholders that see you as the sphere of influence, the reason that these great conversations occurred, but not necessarily the person that even has to speak. 

Now you’re the sphere of influence, the center of these conversations of many different conversations. You’re seen as the ringmaster, if you will, of the whole thing, and you might not have even spoken all 16 people, but all 16 people, because of the value that they’ve created based on your creation of this safe space is going to be the person that walks away probably with the most fundamental relationships and foundations for those relationships established. 

[0:28:25.1] MB: I wanted to stop and once again let you guys know that this episode today is sponsored by Audible. We’re really excited to have Audible as a sponsor. As I mentioned, I'm a huge fan of Audible and I listen to it on an almost daily basis. I did more than 10 audiobooks last year on Audible and I've really been enjoying a number of books recently, and I mentioned Shoe Dog by Phil Knight and the Intro, and another book that I recently finished on Audible that was fascinating, and I think listeners of this show in particular will really enjoy, was the Undoing Project by Michael Lewis. I found the book to be fascinating. It's about Daniel Kahneman and Amos Tversky, to the founders of behavioral economics and thinkers that had a tremendous impact on psychology as a whole and me as an individual and really shaping in many ways what the show has become. 

Michael Lewis, incredible author, a really great story, compelling, gripping. You’ll find yourself laughing. You'll find yourself stunned by some the conclusions, but that was a great audiobook. like I said, I really listen to Audible all the time. Being podcast host, somebody who listens to podcasts and audio, Audible in particular is something that I really care about and use nearly daily. So I'm really excited they're sponsoring this episode and they're offering a free audiobook and a 30-day free membership for our listeners. So you can get that by going to audible.com/success. That’s audible.com/success or by texting the word SUCCESS to 500500. That’s SUCCESS to 500500. 

Guys, check out that offer. If you haven't, be sure to check out Audible. You can get it at audible.com/success. I would love to continue having them be a sponsor of the show. 

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Back to the show. 

[0:31:23.4] MB: You touched on this a little bit, but I think in Super Connector you dig more deeply and talk sort about related concept. But the idea of sort of being a curators versus being a creator. Tell me a little bit more about that. 

[0:31:36.2] SG: Yeah. I mean, look, some people are wonderful at writing content and some people are wonderful at curating content. Just as a basic example, a lot of content today is thought leadership garbage. It is advertorial, click bait, funnel metric-driven traffic with a goal in mind. Now, I don't want to make it sound like connectors can't profit at some point in their lives. These folks can't be nonprofit only zealots that only care about others. Clearly, you have to be able to create value for yourself in order to create value for others, or what value ultimately do you provide. 

But at the end of the day, creators are people that, let's say, in the form of content, could put out really valuable content that brings people together and creates dialogue and conversation, which is ironic, because right now that's sort of the big thing with Facebook and all these major social media outlets now that realize how much garbage is on their sites and they’re trying to now make it back to the original founder’s intent, creating conversation around the high-value content initially driven by individuals, not brands, not media companies. This is very much in line with where I think the world's going in general. 

But those creators can create tribes because the content and the value they’re creating is so impactful that they can create. Some people can't do that or shouldn't do that, but they can create highly valuable curated pieces, pulling the best minds together that have created really thought-provoking pieces of content that on a newsletter, let's say, could spark massive dialogue amongst the top intellectuals or the top professionals in a certain field. So I think you can't force — Again, going back to the tactic discussion. You can't say, “Oh! I read a blog that talks about content marketing, and so I have to put a personal brand out there,” because — You know what? If you suck at creating content or you are, again, networker-esk in your content approach, out for yourself, icky transactional oriented, it’s not going to work anyway. 

So I think you need to — Just like you need to figure out are you an introvert or an extroverted, I think you have to determine, are you someone that could gather people together to inspire dialogue, and the gathering is based on the creation of very valuable and raw information that people will really have deep conversations about again? That puts you in the sphere of influence, because you are the curator of that experience? Or are you someone that does have something very relevant to say that can create dialogue around the words, thoughts, insights that you are bringing to the world yourself Neither of those is right or wrong. It's just a fit for you or not. 

[0:34:16.4] MB: So it seems like both of these strategies, and also kind of circling back to the idea of when you're going to an event, creating sort of your own safe space, revolve around the key principle of placing yourself at sort of the center of what's going on. 

[0:34:32.3] SG: Absolutely. Community today and the ability to build walled-off access to the people and things that matter will be eventually what is the keys to the kingdom? Because, at some point, the noise is just going to get so loud that the people that matter — And I don't mean that in the sense of it's just the C-suite or just the intellectual set. The people that matter to you are going to need that, say, space, because they’re going to flock from these overcrowded, oversaturated platforms in the real-world and in the online one. Those that are able to curate the right people together that can basically allow for these thriving communities to sustain beyond the founder, him or herself, are going to be the ones that ultimately are the most powerful from a social capital level, from a he potential profitability level, from just the reality of where I believe and where my coauthor, Ryan, believes, the real relationships that change the world, your world, the big world, whatever you want to call it, are going to come from. 

So people need to invest in others to surround themselves with amazing people, because amazing people do what? They bring in other amazing people. When you put a thesis together, Let's again take, say, the YEC, Young Entrepreneur Council. That ethos was initially we really care about youth entrepreneurship, and the idea of building the next generation of young entrepreneurs and inspiring them through our actions. As a direct corollary, if we combine our efforts to do, not only could we create impact, but by connecting together in general we can also help one another to ensure mutual success where we can continue to give back to that original message, that original thesis. What brought us together initially? 

So it builds and builds and builds, but it doesn't mean that Scott Gerber or Ryan Paul have to drive every initiative, every conversation, everything that matters, because the group is built so much on to that fundamental principal and they all so buy into it. It's about helping young entrepreneurs succeed that they want to be a part of that conversation proactively and reactively. 
But YEC has grown far beyond the original intent. It was not meant to necessarily be in the thousands of people, but those thousands of people are all incredibly curated, amazing and vetted because of the initial foundation we put out. So not only is it created, obviously, a business. I don't want to be coy about it. It’s created a business, but it’s also created a mastermind and a hive for people that also like me, when I started it, felt alone. They couldn't talk to anybody else. There was no one else that understood them or they didn't just have enough, what I'll call, general knowledge outside of their subject matter expertise, or their specific location, or their specific industry, and they wanted to become more worldly, and what better place to become more worldly than the smartest people in our generation in various different other market sectors, countries, and so on? But at the end of the day, the direct and indirect access that Ryan and myself now have because of not just the people we’ve brought to that community and our team has brought to the community, but the community has brought to the community, allows for it to have an exponential value to us and to the company as a whole while simultaneously providing exponential indirect and direct opportunity to the members themselves. And that is a real win-win. That was based on a wholesome intent. That started with a smart foundation. That almost in the movie, Inception, is an idea that once it's planted you can't “buy that real estate”. It's an idea you own. It's an idea that is implanted in you. It's something you believe in with her for heart and mind, and that is something that no marketer, no MLM person, no one, can go and just buy their way into. 

[0:38:29.6] MB: How does somebody who’s a super connector — And I think the community answers here just talking about kind of addresses in some way, but I'm curious specifically maybe from your perspective, but how is someone who’s a super connector kind of manage or stay on top of such a huge amount of connections in a way that's authentic but also kind of — It can still be executed and sort of managed in a meaning way?

[0:38:54.4] SG: Absolutely. It's funny. There are some secrets of the trade, just like any other mindset shift. I think people have to realize that technology is meant to amplify humanity and not cheat it. I think, today, a lot of people view technology or these platforms that can help you systemize and create value for others as a means to convert or have a funnel click or get a like or a share. Again, just like everything else, you got to take it back and you have say to yourself, “Okay. What works for me so I can remember this information that I just learned about John Smith at the bar tonight that he likes this kind of drink, that he's changing jobs and looking for this position, that he likes the Caipirinha, that his son is an all-star basketball player.” So on and so forth. How do I just keep that treasure trove of information that only I have that is not on a LinkedIn profile so that I can keep in touch in a meaningful way with that person? 

So some people, like me, keep it be very simple. I put a contact information in the notes section of my contacts in my iPhone, and then I will put just a reminder, “Hey, check in with him in X-number of weeks or X-number of months or X-number of days depending on what we talked about,” and in the follow-up CC, which is what I use. Some people use Boomerang or other scheduling tools or reminder tools, but in my follow-up CC, I’ll and myself an email that says, “Hey, talk about these couple of things. Check in on this. See if you could provide value here, here, based on what happened from what we talked about at this time.” Simple as that. 

It is not cheating for me to send myself a reminder, but then no offense to the person I was talking to or anyone else, forget about it until it comes back in my circle, because either I'm helping other folks or I have to, again, be successful myself in order to help others and dedicate the time that is necessary. So it’s finding the cheats to your time that are not cheating the person or cheating the goals of the communication of the person, but simply cheating your productivity and hours in a day that I think is really about the mindset. 

There are some connectors we talked about, like this wonderful man named Michael Roderick. He's in the book in Super Connector, and wonderful, wonderful connector. He is just the salt of the earth. But he has literally developed a multi-level documents that is just this monster spreadsheet online that not only has all this contextual data about all these conversations with relevant points and relevant things about a person. But he has different scores for people, and not scoring them as, “Is this a good person or a bad person?” but does this person fit in this category of how I deem someone or that category. Again, just helping him instantly be able to search in a document based on his own rubric a series of keywords and then be able to basically sort those keywords by how he has graded these individuals by type of person to try to find the right people when he doesn't think a connection makes sense to someone. Introduce an extrovert with an extrovert in this specific subject area. I need someone that was having this challenge solved with this expertise in this period of time. 

It’s a series of creating, again, whether it's high-end CRMs or low-end SaaS tech that help cheat productivity but not people, but that's most of it. I think a lot of things also comes down to how well you schedule yourself the best connectors also are people that care about the minutes of the day, and I think that comes down to ensuring that you’re providing the proper amount of time to yourself and creating a series of things that you just won't do. You have to be able to say no also. A lot of people say yes to everything, “I’ll help you with this. Let me take time for that,” and then by the end of the day you realized, “Oh, man. I didn’t actually moved myself forward. So what does that do?” 

I think there does come a point where you need to be able to develop systems around your own efficiencies so that you can remain efficient to other people. That could be blocking time. It could be using virtual assistance or in-person assistance. It can be scheduling meetings that are about like, “Hey, let’s go grab a coffee in clusters,” like if 10 people want to meet you for coffee. Don’t go 10 meetings. Bring 10 people together for one coffee meeting. Again, create a safe space, curate people together, create value that is collective, not just one-on-one. But these kinds of systems in real estate that you need to create are personal, and that’s why in the book, in Super Connector, none of these things are if you do this you will be successful, but rather here's a series of traits, anecdotes and value-add frameworks that work for certain people. Take from what you will these different things to make them your own. I think that's sort of my final message to everyone. No one, no one, myself, my partner, any of the best connectors on planet Earth can give you that step-by-step guide. There is no five-minute abs formula here. 

But we can share with you the best practices that we've made our own, that we feel in our hearts are true, that are wholesome and that create value for all involved, including ourselves, but in a way that makes us go to bed at night and say, “You know what? We’re good people with good intentions that truly want to change and help people’s lives, but with the understandings and frameworks that are going to help us be efficient at doing just that.”

If you could take away one thing from anything in this interview, if you are amazing enough to buy the book, which I would love and I appreciate every person that could buy this book not because I'm looking to be a rich author, but because I believe these practices will lead to better human interaction. If I can leave you with one thing, it's that. It's don't try to cheat real-time. Relationships take real-time and real effort. Cheat your own time, but not the time it takes to build relationships with others. 

[0:44:43.2] MB: I think that’s great advice and it makes a ton of sense applying technology in the right context, but not necessarily in a way that’s sort of magnifies that social media noise that we talked about before. 

I’m curious, what’s kind of one actionable piece of homework be that you would give to somebody listening to this interview that they could kind of start to concretely implement the ideas we’ve talked about today?

[0:45:05.3] SG: I think first and foremost I go back to the idea of really having some introspection and audit yourself to see where you really are. Have a moment where you actually are not trying to be on stage, whether that is a real-world stage or a digital stage platform if you will and just ask yourself some basic questions. Am I someone that can see beyond transactional value? Not showing off for anybody. If you say, “No, I'm not.” Well, at least you have an answer. 

Then you ask yourself, “Okay. If I am beyond transactional value, if I can get beyond this and I can create a series of methodologies and systems that work for me to create value for others, how would I start that process? Do I have a community currently? Do I have a group of people that I believe, fundamentally, are my anchors, the people that are around me in a meaningful way that can begin this foundation of something I care about and build that community around me?” But just asking yourself a lot of questions, deep thought and being honest with yourself. Getting your back down to you’re being naked. Getting rid of that paint and that arrogance that we've been putting on, whether you're an introvert or extrovert, for years of always potentially trying to be the belle of the ball on a public stage. Instead just really asking yourself some fundamentals and not lying to yourself, and then when you figure all that out and if you find yourself to be someone that you feel you want to be a connector, tracking in the back your mind without like scripting yourself. Just doing what you've always done in your next couple of conversations and seeing if you catch yourself. 

Are you really being honest with yourself or did you just trick yourself into believing you are honest with yourself. Do you really have that transactional mindset? Because John's dad runs a carwash when you met him at an event and he wasn't really valuable to you. Did you say to yourself, “You know, I really need to get away from this person, because he doesn't help me.” Did you even have that instinct in your head? If you did, it doesn't mean you’re a horrible person. But just being honest with yourself. That is to be the best way to help rebuild yourself. I think those small steps, assessing who you are, will be the foundational understanding if you can be the emotionally, intelligent, self-aware curious person that it will take to be a super connector. 

[0:47:21.3] MB: It's amazing. The notions of self-awareness, emotional intelligence, probably the two most recurrent themes on our show regardless of what kind of skillset we’re talking about developing. Those are some of the fundamental cornerstones of developing nearly anything. 

Scott, where listeners find you and your books online?

[0:47:40.8] SG: Absolutely. Well, thank you everyone. I really appreciate the platform and the time, Matt. This is a subject matter we really care about. If you want to check out the book, obviously it will be available everywhere books are sold. It goes on sale February 27th, 2018 with preorders available now. You can go to superconnectorbook.com to check out the book, some of the connectors, and you could follow my partner and I, @ryanpaugh or me, @scottgerber on Twitter. We’re very active and love to engage in conversation around these types topics, so feel free to check us out there. 

[0:48:17.1] MB: Well, Scott, thank you so much for coming on the show, sharing all these wisdom. Great strategies really solid principles for building authentic relationships in today's environment. 

[0:48:27.3] SG: Thanks for having me. 

[0:48:28.6] MB: Thank you so much for listening to The Science of Success. We created the show to help you, our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story or just say hi, shoot me an email. My email is matt@successpodcast.com. That's matt@successpodcast.com. I'd love to hear from you and I read and respond to every single listener email. 

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Thanks again, and we'll see you on the next episode of The Science of Success.


February 22, 2018 /Lace Gilger
Influence & Communication

Simple Keys To Reading Anyone’s Hidden Emotions with Psychology Legend Dr. Paul Ekman

January 11, 2018 by Lace Gilger in Emotional Intelligence, Influence & Communication

In this episode we explore emotions and facial expression in depth with one of the world’s top experts - the psychologist who pioneered much of the work in this field - Dr. Paul Ekman. We discuss the 6-7 major universal emotions, how emotional reactions are unchanged across cultures, ages, and even species, we discuss micro expressions, reading people’s faces, how to manage and control your emotions, and much much more. 

Dr. Paul Ekman is best known for his work as a pioneer researching the field of emotions and how they relate to our facial expressions and as founder of the Paul Ekman Group. These studies along with many others led to Paul being named one of the top 100 most influential people in the world by Time Magazine and One of the Most Influential Psychologist of the 20th Century by the American Psychological Association. Paul has written over 14 books and 170 published articles having his work appear in Psychology Today, The New Yorker, Oprah, Larry King, and more.

  • Reading facial expressions with definitive evidence

  • There is some universality to our expressions across cultures, ages, and even species

  • Expressions are a product of evolution

  • There are 6-7 major universal emotions

  • Fear

    1. Anger

    2. Sadness

    3. Disgust

    4. Surprise

    5. Enjoyment

    6. Contempt (maybe not as robust evidence)

  • You have to avoid “Othello’s error” - you can read an emotion, but that doesn’t tell you what TRIGGERS it

  • The face, as a universal signal system, conveys a tremendous amount of information

  • There are 16 different types of enjoyment

  • How poker tells can teach us about emotional expressions and how we often read them wrong

  • We can know HOW people feel, but we cannot know what triggered how they feel

  • In one hour you can learn to read anyone's face

  • How making voluntary facial expressions can turn on and create any emotional statement

  • The hardest emotion to turn on is enjoyment

  • Emotions are memories, expectations, changes in what we think, and changes in how we can remember

  • When we are in the grip of an emotion - we most readily perceive things that fit the emotion we are experiencing and ignore things that don't

  • It’s not easy to manage your emotions, but it is possible

  • Fast onset vs slow onset emotional reactiveness

  • Fast vs slow emotional offset

  • The specific steps you can take to manage your emotions and create a gap between emotional triggers and emotional reactions

  • Diary/journal is a powerful tool for understanding and managing your emotional states

  • Record negative emotional experiences

    1. See what they have in common

    2. See if you can anticipate and prepare for negative emotions

  • Lessons from 50 hours with the Dalai Llama

  • Emotion is useful, powerful, but also can become cumbersome

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SHOW NOTES, LINKS, & RESEARCH

  • [APA Journal] Emotion

  • [Sage Journal] Emotion Review (EMR)

  • [Book] Emotions Revealed, Second Edition: Recognizing Faces and Feelings to Improve Communication and Emotional Life by Paul Ekman Ph.D

  • [Book] Emotional Awareness: Overcoming the Obstacles to Psychological Balance and Compassion by Dalai Lama and Paul Ekman Ph.D.

  • [Wiki Article] Charles Darwin

  • [Training Tools] Micro Expressions Training Tools

  • [Personal Site] Eve Ekman

  • [Personal Site] Paul Ekman

  • [Website] Atlas of Emotions

  • [Article] What Scientists Who Study Emotion Agree About by Paul Ekman

Episode Transcript

[00:00:06.4] ANNOUNCER: Welcome to The Science of Success introducing your host, Matt Bodnar.
[0:00:11.8] MB: Welcome to the Science of Success, the number one evidence-based growth podcast on the Internet with more than a million downloads and listeners in over 100 countries.
In this episode we explore emotions and facial expressions in-depth with one of the world's top experts, the psychologist pioneered much of the work in this field, Dr. Paul Ekman. We discussed the 6 to 7 universal emotions. How emotional reactions are unchanged across cultures, ages, and even species. We examine micro-expressions, reading people's faces, talk about how to manage and control your own emotions and much, much more. 
I'm going to give you three quick reasons why you should join our email list today by going to successpodcast.com and signing up right on the homepage. There's some amazing stuff that's only available to our email subscribers, so be sure to sign up. First, you're going to get awesome free guide that we create based on listener demand, including our most popular guide; How to Organize and Remember Everything, which you can get completely for free along with another surprise bonus guide when you sign up and join the email list today. 
Next, you’re going to get a curated weekly email from us every single Monday called Mindset Monday. Listeners have been absolutely loving this email. It’s short, simple, filled with evidence-based strategies, articles, TED Talks and more that we found interesting in the last week. Lastly, you can get an exclusive chance to shape the show, vote on guests, submit your own questions to our guests, change our intro music and much, much more. So be sure to go to successpodcast.com, sign up to join the email list right on the homepage, or if you're driving around, if you're out and about, if you're on the go right now, just text the word “smarter”, that's S-M-A-R-T-E-R to the number 44222. That's “smarter" to 44222. 
In our previous episode we discussed everything you ever wanted to know about sleep. We examined the findings from hundreds of studies across millions of people and pulled out the major findings about how vitally important sleep is. The global sleep loss epidemic, the stunning data about sleep and productivity, the simplest and most effective evidence-based strategies for getting better sleep, and much more, with Dr. Matthew Walker. If you want to sleep better at night, listen to that episode.
[0:02:36.7] MB: Today, we have another titan of psychology on the show, Dr. Paul Ekman. Dr. Ekman is known for his work as a pioneer in researching the field of emotions and how they relate to our facial expressions and is the founder of the Paul Ekman Group. These studies along with many others led Paul to be named one of the top 100 most influential people in the world by Time Magazine and one of the most influential psychologists of the 20th century by the American Psychology Association. He’s written over 14 books and has 170+ published articles. His work appeared in the New York Times, Psychology Today, and much much more. 
Paul, welcome to the Science of Success. 
[0:03:12.8] PE: Thank you. 
[0:03:13.7] MB: We’re very excited to have you on here today. Your work has informed tons of what we talked about on the show. So it's truly an honor to have you here. 
[0:03:21.2] PE: Oh, ready to be available. 
[0:03:23.6] MB: I’d love to start out and dig in a little bit about kind of the universality and the power of facial expressions. 
[0:03:32.4] PE: Well, when I started out more than 50 years ago, it was believed that expressions were poor source of information. Just a harbor for stereotype and misunderstandings. That has shifted from that to the belief that while there is information in the face, but it's culture specific. And what my work and the work of others has shown, and I think as definitive as evidence ever gets, is that there are some universals of expression, that our expressions are not unique to each culture and that some of our expressions you can see in great apes and chimpanzees, that these are the product of our evolution and culture does influence what triggers the expressions. Culture does influence our attempts to manage our expressions. Culture does influence how we feel about our face. But culture does not write the rules as to what muscles will be activated when fear is felt or anger or distrust. There’re actually six or seven emotions that have a universal expression on the face. 
Those are — I have to count them on my figures as I tell you; fear, anger, sadness, distrust, surprise, enjoyment, and the evidence for contempt I think is almost as good, but it's not as widely replicated. So that's a lot of information from our faces. You don't need a Berlitz book to read the face, but the mistake you have to avoid is what I call Othello’s error. Othello red just about his fear expression accurately. What he misunderstood is what triggers it. Emotions do not tell you their trigger. You could know how someone's feeling, but you don't know what triggered it. 
Often our preconceptions about what should be triggering it may be misleading as it was for Orthello. But the face has a universal signal system. Charles Darwin was not the first to point this out, but perhaps one of the most influential and famous people to point it out, and he learned that because in his five year voyage on the beagle around the world, wherever he went, he was convinced he could understand their facial expressions but not their gestures, and he was right on both counts. Gestures, things like the A-OK are terrible insult in Sicily, for example. Gestures are culture specific, mini-language. I say mini, because they don't really have a grammar. Gesture rarely will you you admit four gestures in a row linked by a particular order. Gestures are pretty much singletons. I think culture specific, unlike the expressions which are universal. 
[0:06:45.0] MB: I find it interesting that out of all of those emotions, they're all skewed towards kind of negative emotions. You have enjoyment as the one positive may be surprised, but that could also most definitely be negative.
[0:06:57.5] PE: Well, I have 16 different types of enjoyment, but they pretty much share the same facial expressions. So there isn't just one way of enjoying yourself. There are at least the 16 that I've identified, but they don't have different signals. The signal is the same. It may differ in strength or in its timing, but it’s the same signal. Why is that so? You’d have to ask a higher authority than me. I don't answer the why. I just answer the when and how questions. 
[0:07:30.3] MB: That make sense. You know it's funny circling back to the idea you talked about a second ago of Othello’s error. I'm a poker player and it makes me think of poker tells, which obviously are very kind of wound up in this. If you can see a tell that might be a strong emotional or reaction, but you don't know if it's a reaction, because they're bluffing and they're scared or they have a great hand and they're scared that it still might lose. It’s so very dangerous to read into certain reactions, because you can sort of commit that error of not understanding what's actually triggering that emotional response. 
[0:08:01.2] PE: Right. We often think it's what fits our preconception of what should be triggering it. That may not be right at all. So it's a danger. We can know how people feel, but we cannot know from their expressions what triggered it. Now, sometimes we can tell by what we just said that it led to an immediate response. Even that can sometimes be misleading. So facial expressions tell us the emotion. They don't tell us the trigger. 
[0:08:32.1] MB: I want to dig in a little bit more and hear about how kind of scientifically validated and universal the work you've done around facial expressions is. 
[0:08:43.3] PE: You would have a hard time getting any respectable scientific journal to publish new evidence on the universality of facial expressions, because it's been established in the judgment of most of the scientific community. There are a few holdouts who do not agree, but I published a paper a year or two ago called what emotion scientists agree about. I first identified how many scientists in the world consider their special area of interest to be emotion. Well, 248 as of two years ago. 
Then I surveyed them. What do you think has been established beyond reasonable doubt? Well, certainly the universality of facial expression was the opinion over 90% of emotion scientists had been established beyond reasonable doubt.
Much less about what areas of the brain are involved? Much less about the triggers. Certainly, the universality of facial expression, pretty well-established. It’s well-established as any scientific fact could be established. 
[0:09:55.5] MB: I think it's fascinating. I read somewhere that you, through the course of your work, studied more than 15,000 people and you found these conclusions across everything from — In some instances, kind of apes and nonhumans, to infants, to many different cultures as well. 
[0:10:11.2] PE: True enough. 
[0:10:12.3] MB: Tell me a little bit about specifically your trip to New Guinea. I know that was one of the most influential moments or kind of inflection points in your work and your research. 
[0:10:22.1] PE: Well, I started out by doing studies in some 16 literate cultures. Some in Asia, some in South America where I would show the photographs of a facial expression and asked them to choose of six or seven words what was the emotion being signaled, and I found a very strong evidence for similarity for universality regardless of the language or culture. But it wasn't conclusive, because all the people I was studying, whether it was in Thailand, or in Argentina, had all been subject to the same mass media influences and perhaps they had all learned expressions, the meaning of expressions from the media. Not from their evolution. 
So deal with that loophole, I had to find a culture that was visually isolated. That it had no exposure to media, no books, no magazines, no photographs, no films, no video, and if possible, no outsiders. In 1966 when I searched for such a group, there weren't many left. I knew time was running out. I had to go to the highlands of New Guinea, Papua New Guinea and hike for four days to get into a visually isolated culture where I was the first outsider that ever seen. I showed them the first photograph that I ever had seen. 
That research was the most difficult to perform, but the most important in ruling out the possibility that similarities and expression were due to learning from common media instead of being a result of our evolution as a species. 
[0:12:21.4] MB: So I think we've established that these universal expressions are evidence-based, that they’re universal, that they're detectable. You can see on people's faces whether they’re experiencing anger or fear, sadness, etc. How do we practically integrate that information into our day-to-day lives? For somebody who's listening, how can they take that science and use it in some form or fashion, practice — 
[0:12:49.2] PE: Well you’re already doing it. You don't need me. Everybody responds to people's faces. It’s a very powerful stimulus, commands attention. You don't need to go to school to learn how to interpret it. From about six months of age and on, you can get good evidence of differential response to different facial expressions of emotion, but you didn't is before my work and the work of others, is whether it was the same across cultures. Yes, it is. You don’t need the Berlitz book of facial expressions when you travel around the world. You know what triggered it and that may well be different. You know how the person feels about the emotion that they're showing that they will be different. But regardless of culture, if the person is not succeeding and interfering with their expressions, you'll see the same configuration on their face. The same expression for the same emotion regardless of culture, and that’s for six or seven emotions. 
[0:13:56.7] MB: I know one of the ways that you’ve practically kind of grounded this, and you've done a tremendous amount of work on this as well, is in detecting liars and detecting lies. Tell me a little bit more about that. 
[0:14:07.4] PE: Well, that's a specific application. We could all lie with words very easily. I was really impressed with what President Trump told me this morning about what his next plans are, and he listened to my questions. I think I said that in a very effective and meaningful way. It's a total lie. So we can with words. That’s what words are made for. They’re made for communication, but it's very easy to lie with words. Much harder to lie convincingly with your face.
I found only about 10% of thousands of people I studied who could effectively lie with their face in a way that I could detect. Now, most of us are suckers for facial expression even rather poor, faked expressions are believed. That’s because most of us don't want to know the truth. We want to know what the person wants us to know rather than how they actually feel. Do you really want to find out that your spouse is unfaithful, that your adolescent is using hard drugs? No, of course you don't. In a sense you do, but you do and you don’t. 
We are all unwittingly collaborating and being misled by rather poor facial expressions. They don't mislead me and they don't mislead the people I train on how to detect lies from facial expression. Takes about an hour to two hours to learn how to do it effectively from the face. I even have a program on the Internet the people can buy that teaches them how to spot lies from facial expression. Learning how to spot it from the sound of the voice and from the words is more complicated and there is no currently available training tool, like the one I developed for the face that's available on the internet. 
[0:16:11.0] MB: Tell me a little bit more about that. So this is a trainable skillset that somebody who has — Who’s listened to episode wants to go out and in a few hours be able to read somebody's facial expressions. How do they do that?
[0:16:22.9] PE: They go on the internet and they put in the letters M, like micro, E like a motion, T like training, and T like tea, METT, and up will come the training tool and they will pay a fee. I think it's around $50. It will take them about an hour interacting with the training tool and they’ll become very accurate in being able to spot micro-expressions. The very quick expressions that leak attempts to conceal feelings. It won't change somehow to spot false expressions. I know how to do that. I can teach people how to do that, but that's not the tool I developed. A tool I developed was just for training people to spot the micro-expressions that occur that leak concealed emotions. 
[0:17:20.9] MB: Is this something that takes continuous practice to be able to wield or is it like riding a bike, where once you’d learn this, you can continue to recognize every day and see people when maybe the twinge of sadness or anger or something kind of flashes across their face?
[0:17:35.7] PE: We did some research to find that out, and we found out that it does not decay over time. I believe the reason is that once you learn it, you use it. So you're practicing it and honing it all the time. I would like to do an experiment where I train people and then blindfolded them for the next week so they couldn’t practice and see whether they still retained it, but nobody's willing to be a subject in that research that and I'm not going to do it.
[0:18:07.9] MB: What about defending against someone you can read your kind of facial expressions? Whether that's planting false expressions or covering up your own micro-expressions. Is that something that's possible and can it be trained?
[0:18:19.6] PE: I run a training in lie catching. I don't run a school for liars. So I have not tried to train people to be better facial liars. So I don't have any evidence whether or not it's trainable. My suspicion is most people cannot learn it well enough to fool someone who's received my training in how to spot such deceptions. 
[0:18:47.4] MB: So in my poker game, I’m out of luck in terms of my ability to conceal my emotional reactions on my face?
[0:18:53.9] PE: From someone who’s been trained using my METT, my micro-expression training tool, yes. Your best bet is to wear a mask. 
[0:19:02.1] MB: Fair enough. Fair enough. So I want to now talk a little bit about how our facial expressions can actually impact our emotional state. I know you've done a lot of work about that. Tell me a little bit more. 
[0:19:14.4] PE: Well, it was a surprising finding. I didn't expect it. Those of the nicest findings. Those are discoveries. A lot of research you do is simply proof of something that you suspect or know already, but you need the evidence for. Then there is discovery research, where you didn’t know what you’re going to find, and you find something you didn't expect. Td that so about the fact, which I think it's pretty well-established at this point, scientifically. That by voluntarily making one of the universal facial expressions, you generate the changes in the body and in the brain which occur without emotion is evoked more naturally. 
You can turn on any emotion if you could make the face. The hardest one to turn on paradoxically is enjoyment, and the reason is that one of the two muscles you have to move, the muscle that orbits the eye. Only about 10% of people could do voluntarily. The muscles movements for anger, fear, sadness, discussed and surprised, everybody, nearly everybody can do, and so they could turn those emotions on if they want to. The muscles for enjoyment, everybody can do one of them, the one the pulls your lip corners up, but only about 10% of people can, at the same time, contract the muscle that orbits the outer part of their eye muscle. 
[0:20:50.2] MB: Tell me a little bit more about that muscular movement. Is that kind of widening your eyes or what exactly is it? 
[0:20:56.1] PE: There are two muscles that orbit your eye. The inner one is a fairly close circle. If you drew a circle right over your — Or above your upper eyelid, down about a half inch below your lower eyelid, that's the inner or virtual orbital muscle, which we call muscle six — I’m sorry. Muscle 7. There is a larger one, and everybody can do that. You squint, you do that. There is a larger one around that that goes above your eyebrow, around the top part of your cheek, and only about 10% of us can voluntarily contract that muscle. Unless you contract that muscle at the same time you contract the muscle that pulls your lip corners, you won't be able to turn on enjoying them. We’ll have to do something enjoyable to turn it on, not by contracting the muscles. 
[0:21:57.9] MB: I'm sitting here right now trying to contort my face to see whether or not I'm capable of doing that. Is it possible through muscular training or other activities to learn to turn enjoyment on like that?
[0:22:08.0] PE: Yeah, we could train people to do it, but I haven't spent much time doing it. It's tedious to do and it would be a much more difficult task to develop an online training tool to do that. So I run a set of techniques for lie catchers, not for liars. 
[0:22:29.7] MB: That make sense. That makes sense. So I know that that discovery led your work into looking more broadly at how we interact with and deal with our own emotions. Tell me a little bit about that journey and how you became so fascinated with our own emotional worlds. 
[0:22:46.8] PE: Well, once you open up your question of emotion, an expression is a signal of an emotion. Expressions aren't the emotion themselves. The emotions are directed by number a of circuits in our brain, which nearly all of us have if we’re not brain damaged, that are innate. But their expression is influenced by our development and what we learn in the course of growing up. It’s a duel influence, and emotions are not simply our only expressions. That's the signal of the emotion. They are memories, expectations, changes in how we think and what we could remember. Emotions act as filters. When we are in the grip of an emotion, we can most readily perceive things that fit the emotion we’re experiencing and will by enlarge March ignore things that don't. 
In a similar fashion, we can remember from our memory things consistent with the motion we’re feeling and we’ll have a hard time remembering things that are inconsistent with it. So our emotions act as filters on what we see in the world and what we can access in ourselves. 
[0:24:12.7] MB: And what led you to begin digging into the rabbit hole of emotions? 
[0:24:17.9] PE: It was there. Who could ask for more? A ripe, important problem that had not been well explored, who is waiting for me. So I took it on. It took me between 5 and 10 years to make real progress of steady work on it, and I was pleased to find something so important that had not yet been well explored, and I was glad to have the time and the funding to be able to do so.
[0:24:48.5] MB: What were some of the first of the findings that you discovered when you began your work on emotion?
[0:24:55.1] PE: Well, the universality of facial expression was the very first finding. It was the first issue I took up, and other scientists have said that the publication of universality of facial expression, my publication of that, resurrected the field of emotion, which had been left dormant for 30 or 40 years. There was probably a bit of research on it in the 20s and 30s, and then it was dropped completely in the 40s and 50s and got rejuvenated after the publication of my findings on universality. Now, it’s a hot field. There are two scientific journals dedicated just to the field of emotion, publishing research just on emotion. 
[0:25:42.8] MB: If you don't mind me asking, which journals as those? We’ll make sure to include those in our show notes for the listeners.
[0:25:47.2] PE: Well, one of them is called emotions. That's a really easy. It’s published by the American Psychological Association, and I don't remember the name of the other journal. It’s probably something like the Journal of Emotion, but I don't remember. I don't read those journals of this point in my life. I'm retired. 
[0:26:06.5] MB: What did you find in terms of emotional reactions across different cultures? Do we have similar reactions or they sort of culturally shaped? 
[0:26:15.0] PE: They’re both in part because we have emotions about our motions, and cultures differ and how —What they teach their members to feel about feelings. When you get angry, do you get afraid of your anger? Do you get excited about your anger? Do you enjoy being angry? How much does it depend on who you're angry at? These are all things that different cultures and within a culture you’ll will find differences on. 
[0:26:43.3] MB: I want to dig a little bit deeper into emotions. When we find ourselves behaving in an emotional way, how can we start to step back and not only understand that better, but kind of deal with situations like that more productively or more effectively going forward?
[0:27:01.7] PE: It won't be easy. Now, individuals different in what they call their emotional profile. For some of us we go from no motion to a moderate or a strong emotion in less than a second. We have what I’d call a fast onset. While others go from no emotion to a strong emotion. It takes quite a few seconds. Most people have a better chance of being able to control their emotions or even sidestep and not engage. Our former President Obama was a good exemplar of someone who had a very slow emotional onset. Our current president, I think, but I haven't been able to study him as much, has fast emotional onset. 
I wrote an article which was published somewhere about what are the personality characteristics we should want in our leaders and the people who can initiate a war, or at least the first steps of the war. One of them, those characteristics, is a slow, not a fast emotional onset. It's safer. They have more time to consider. Do they really want to engage? That's the major difference that I've studied. 
Now I propose that we also differ, and once we’re in a grip of an emotion, how long it endures, and that we also differ in what I call the offset. Once it begins to decay, does it take us a long time to get over the emotion or do we go back through a neutral state very quickly? I know that people differ in their emotional profile, their onset duration and offset. I don't know. Someone could do research to find out how early in life is this apparent and how consistent is it across the lifecycle. I don’t know. If I was 10 years younger, I would take that question on, but it's a 10-year question, probably take 10 years to resolve, and I don't have 10 years to live. 
[0:29:14.2] MB: You know, that's interesting. In my own personal experience, I can definitely see that I feel like I'm someone who has both a slow onset of emotions and also a slow, I guess, offset of emotion. So it takes a long time for an emotion to kind of hit me, but once it does, it really sticks with me for a while and it's hard for me to kind of move beyond it. 
[0:29:32.0] PE: You have a long-duration, long onset, long-duration. Then once it begins to add, does go back quickly or does it take a while for you to get over it as it ebbs?
[0:29:46.5] MB: I think it varies. I mean, it's not a huge amount of time, but I think it definitely — If I get put into, let’s just say a negative emotional state, it takes me a little while to kind of come out of it. I've done a lot of work on — And we’ll get into this more, but journaling and mindfulness and other strategies that have helped me understand and manage my own emotions more effectively. 
[0:30:06.5] PE: Well, having a long onset means you’ve got a better chance of being able to manage your emotions than people who have a short onset. There isn’t enough time for them to become aware of the fact that they’re in a grip of an emotion, because it’s got them in a fracture of a second, and there are people like that. We should not want such people to be our leaders. 
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Now back to the show. 
[0:31:48.8] MB: For somebody who's listening that maybe has a short onset, is there anything that they can do to help widen that gap between kind of reaction, sort of trigger and reaction?
[0:32:00.8] PE: Yes, here are the steps to take. Keep a diary of regrettable emotional episodes. Those times you’ve got an emotion which afterwards you think, “I wish I have either — I wish that I hadn’t felt any emotion or I wish I hadn’t of acted the way I did act.” Just write a sentence or two about each entry in the diary. 
If you’ve got 30, take a look at them and see what's in common. What’s the common trigger? It’s setting off regrettable emotional episodes. Can you by that means to learn how to anticipate such episodes and either avoid them or prepare yourself. 
I sometimes, if I know I’m getting into what will be for me a difficult emotional episode, I’ll rehearse in my mind. I’ll play out a whole movie script in my mind of a different way of handling that. I also find that it helps to notify the other person. If I’ll say to my wife, “Is this a good time for us to discuss a difficult emotional matter?” She may say, “No. Not right now. I’m not ready,” or she may say, “Well, let's talk about that Saturday morning?” So we’re both set and prepared. 
Step one, make a diary of regrettable episodes. Step two, see what they have in common. Step three, see if you can anticipate and prepare yourself for your next encounter what will trigger a difficult emotional episode so you don't have to act in a way that you will subsequently regret. 
[0:33:41.6] MB: Tell me about has there been research or have you done research specifically around the kind of diary or the journal and why that's such an effective tool for managing negative emotions or emotions in general?
[0:33:53.6] PE: I haven't done any research on it. I thought of it too late in my career beyond the point where I had the funding for research, nor has anyone to my knowledge. Take it for what it's worth. I think it's right. I think it'll work. It makes sense from what we know about emotion, but it has not been tested in research. 
[0:34:16.8] MB: I asked mostly, because I’m really curious. I'd love to dig in and kind of understand. I found that strategy be very effective for myself personally as well, that I really would love to get into some of the science and figure out more effectively kind of what it says about that question specifically. 
[0:34:31.2] PE: Maybe someone who listens to this program will take this on for their doctoral dissertation. 
[0:34:37.1] MB: Great idea. Listeners out there,  you heard Dr. Ekman. Get on it. Another tool that you’ve talk a lot about is mindfulness. Tell me about how you came to mindfulness as a strategy for managing your emotions or managing emotions more broadly. 
[0:34:51.1] PE: It was an accident. My daughter, Eve Ekman, got interested in it and in the Dalai Lama and we threw her. I got to meet and spend actually — The Dalai Lama and I spent about 50 hours in one-on-one conversations, which in our conversations about emotion are published in a book, paperback book called Emotional Awareness, and we called it that, because the key is to develop awareness of what you're in an emotion. 
Now, emotions usually occur without having any awareness of it when we’re in the grip of the emotion. It's usually not until after the emotion that we may realize particularly when someone says, “What was wrong with you just then?” You say, “Oh! Gee, I lost my head.” What you mean is that you were unaware of being emotional. That's in the nature of emotion itself, is to keep awareness out. That's what saved your life. That's why you could drive on the freeway and avoid cars that are veering towards you in a dangerous way without thinking about it. But that very skill that allows you to drive on the freeway is the skill that means that you're not going to be aware of the onset of emotions. 
The benefit of mindfulness, which is only partially substantiated in research, and there's nothing that really contradicts it, but there isn’t as much research as I would like to see to supported it. is that that's a practice that will increase the likelihood of your being aware, of being in the grip of an emotion when you are in the grip of the emotion, not just afterwards. We don't really have a set of psychological tools for generating that kind of awareness. 
Again, if I was still at a research lab and had 10 or 15 years in front of me, I would take on doing that research, but I haven't and I don't know anyone who has. 
[0:37:08.1] MB: Fair enough. I’m just curious about what topics still fascinate you. Once again, I think that could be a challenge to people out there listening. Maybe it's an opportunity to do a little bit more homework and a little bit more digging. I'm curious, I want to know more about your experience with the Dalai Lama. 
[0:37:23.3] PE: Well, I felt once we started spending time with each other, that I've known him all my life. I felt he was a brother. I've never had a brother. I had a sister, but I never had a brother. I really felt like I’ve met a family member. So strange, because you probably couldn't find two more dissimilar people in terms of upbringing.. He's a Buddhist monk and I’m sort of a renegade non-practicing Jew. I’m raised in a Westerners, and he’s raised in an Easter tradition, and yet we really hit it off. 
He believes it's because of the previous incarnation, we were brothers. Of course, I don't believe in reincarnation. I have no explanation. He has an expiration, which I reject. He finds it amusing that I, the scientists, can't explain what he — The Buddhist has an explanation for, but that's where we are. We’ve had a wonderful time conversing and I think our book, jointly authored book, Emotional Awareness, reaches the Dalai Lama and Paul Ekman and it’s in paperback. I know it's a book of dialogue and it pretty much captures, pretty well captures where our conversation went and what we learned talking toeach other. 
[0:38:40.7] MB: That's fascinating, and I'm a huge fan of the Dalai Lama and his work and we’ve had several previous guests you've also interacted with him and learned from him. So for someone who's listening to this episode that wants to kind of concretely implement the things we’ve talked about today in some way or another, what would be kind of one piece of homework that you would give to them as an exercise or a practice or a starting point to implement something that we’ve talked about today?
[0:39:09.1] PE: Go online and use the micro-expression training tool, METT. That will certainly open your eyes and make you a more accurate perceive or emotion. Do search for Eve Ekman, my daughter, and see what she's next giving a workshop. But I know that I think this coming weekend, she’s doing a one-day workshop on mindfulness here in San Francisco at a local meditation center in the Mission District, which you can find that by searching on the internet for Eve Ekman Workshops. There's a couple of things you can do. 
[0:39:53.9] MB: We’ll make sure to include that in the show notes for listeners who want to dig in and find both training tool and see if there are any upcoming workshops near them. For listeners who want to find more about you and your work, what’s the best place to find you and your various books and research online?
[0:40:11.2] PE: I have a website, and I think it's called paulekman.com, or just go on the internet and do a search for my name and it'll come up in the first few. Also, take a look at something that my daughter and I developed and put on the internet. Dalai Lama said to me, he really wanted to get to the new world we needed a map. So could you make a map of the emotions? So my daughter and a local cartographer created a map of the emotions, and if you go into any web browser put into it map of emotions, it'll come up and you'll see free of charge and it is a map of how the emotions work and it will help you understand your emotions better. There's some concrete suggestions. 
[0:40:59.6] MB: Paul, thank you so much for coming on the show, sharing your incredible story journey and wisdom. You're truly one of the most influential psychologists in the field today, and so it's truly been an honor to have you on here and learn more about your groundbreaking work. 
[0:41:17.7] PE: Well, thank you for asking good questions. The worst nightmare is when you're being interviewed by someone who asks really dull questions, but you ask good ones. So thank you for that. 
[0:41:29.0] MB: Thank you so much for listening to the Science of Success. We created the show to help you, our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story or just say hi, shoot me an email. My email is matt@successpodcast.com. That's M-A-T-T@successpodcast.com. I'd love to hear from you and I read and respond to every single listener email. 
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Remember, the greatest compliment you can give us is a referral to a friend either live or online. If you enjoyed this episode, please leave us an awesome review and subscribe on iTunes, because that helps boost the algorithm. That helps us move up the iTunes rankings and helps more people discover the Science of Success. 
Don't forget, if you want to get all the incredible information we talked about in the show, links, transcripts, everything we discussed and much more, be sure to check out our show notes. You can get those successpodcast.com. Just hit the show notes button right at the top. 
Thanks again, and we'll see you on the next episode of the Science of Success.

January 11, 2018 /Lace Gilger
Emotional Intelligence, Influence & Communication
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Never Eat Alone - How Relationship Expert Keith Ferrazzi Built His World Class Network

December 14, 2017 by Lace Gilger in Influence & Communication

In this episode we discuss how to master relationships, go deep into cutting edge networking strategies from one of the world’s top connectors, examine how to unite people in collaboration and co-elevation, the power of generosity in building real and authentic relationships, how to let go of individualism, and much more with Keith Ferrrazi.

Keith Ferrazzi is the CEO and founder of Ferrazzi Greenlight and the best selling author of Who’s Got Your Back and Never Eat Alone. Keith’s Greenlight Research Institute has proven the correlation between specific practices that improve relationships, with business success. His work has been featured in several high profile publications including The Wall Street Journal, The Harvard Business Review, Inc, Fast Company, and around the globe.

  • Why you need to make the shift form networking to authentic relationship building

  • The importance of leading with generosity to build real authentic relationships

  • Are you still clinging to the rugged john wayne individualism and self focus?

  • Keith wants to shift that to recognition that the greatest things in our lives only happen via co-creation

  • Co-creation vs collaboration - it's one step beyond collaboration, going higher together

  • How do we commit to growing together in the process?

  • Co-elevation is an emotional commitment

  • Traditional hierarchies and silos no longer serve us

  • You have to put in the work to bring about co-elevation and co-creation

  • Take full responsibility for all the relationships around you - take responsibility for making those people successful

  • The victim mindset and how to defeat it

  • For someone stuck in a victim mindset - how do they start making the shift towards responsibility?

  • “What’s your blue flame?”

  • What really matters to others?

    1. What drives success in their eyes?

    2. How do you serve that?

  • Do you really know the blue flame of your boss? What does your boss truly care about?

  • How do you become a conduit for other people to achieve their goals? (And why that’s so important)

  • Focus on fully understanding what a person needs, wants and how you can serve them

  • 2 Key shifts you have to make to get out of the victim mindset:

  • Understanding that it’s all on you to take action

    1. Understand that it’s all about “them” (and the more broadly you define them, the more successful you will be)

  • You can’t unite people, you can’t achieve greatness, unless you know how to create “us"

  • Creating is the new competency of leadership

  • How do you invite this community into becoming a movement?

  • The 3 reason people don’t get on board with Co-creation

  • Laziness

    1. Cowardice

    2. Sense of Entitlement / Ego / Vindictiveness / Indulgence

  • You have no choice if you want to be successful other than to embrace relationship building

  • Practice is the KEY to building successful relationships and enabling co-creation

  • How success has impacted Keith’s networking tactics and strategies

  • As you become successful - the question becomes more and more about filtering and where to focus time and energy

  • The earlier you practice, the more often you do it, the more concrete and impactful those behaviors will be

  • All around you are extraordinary people - hang out with them and build them for the long term

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SHOW NOTES, LINKS, & RESEARCH

  • [Personal Site] Keith Ferrazzi

  • [LinkedIn] Keith Ferrazzi

  • [Book] Never Eat Alone, Expanded and Updated by Keith Ferrazzi and Tahl Raz

Episode Transcript


[00:00:06.4] ANNOUNCER: Welcome to The Science of Success introducing your host, Matt Bodnar.

[0:00:12.2] MB: Welcome to the Science of Success, the number one evidence-based growth podcast on the Internet with more than a new downloads and listeners in over 100 countries. In this episode we discuss how to master relationships. We go deep into cutting edge networking strategies from one of the world’s top connectors. Examine how to unite people in collaboration and co-elevation. Talk about the power of generosity in building real and authentic relationships. Look at letting go of individualism and much more with our guest, Keith Ferrazzi. 

I’m going to give you three reasons why you should join our email list today by going to successpodcast.com and signing up right on the homepage. There's some amazing stuff that's available only to our email subscribers, so be sure you sign up. First, you’re going to get an awesome free guide that we created based on listener demand. This is our most popular guide called; How to Organize and Remember Everything, and you can get it completely for free along with another surprise bonus guide when you sign up and join today. 

Next, you’re going to get a curated weekly email from us every single week called Mindset Monday. Listeners have been absolutely loving this email. It’s short, simple, filled with articles and stories, the things that we found interesting within the last week. Lastly, you're going to get an exclusive chance to shape the show, vote on guests, change our intro music, submit your own questions to guess and much more. So be sure to sign up and join email list. You can do that by going to successpodcast.com, signing up right there on the homepage, or if you're on the go, if you’re out and about, just text the word “smarter” to the number 44222. Again, just text “smarter" to 44222. 

In our previous episode, we explored rejection in-depth. We talked about the incredible power of rejection. Went deep into rejection therapy. Looked at the incredible results created by seeking out rejection and living beyond your comfort zone. Talked about the magic of asking why, and heard a few incredible stories from the 100 day rejection challenge and much more with our guest, Jia Jang. If you want to become absolutely fearless, listen to that episode. 

[0:02:34.4] MB: Today, we have another incredible guest on the show, Keith Ferrazzi. He is the CEO and founder of Ferrazzi Greenlight and is the best-selling author of Who's Got Your Back? and Never Eat Alone. Keith’s Greenlight research Institute has proven the correlation between specific practices that improve relationships with business and success. His works have been featured in several high-profile publications including the Wall Street Journal, Harvard Business Review, Inc., Fast Company, and much more around the globe. 

Keith, welcome to the Science of Success. 

[0:03:02.3] KF: Matt, awesome. Thanks a lot for having me. 

[0:03:04.4] MB: We’re super excited to have you on here today. Never Eat Alone is probably one of my — If not my all — One of my favorite books of all time and definitely the best book I've ever read about building relationships. I constantly reread it at least once a year to kind of get a refresher and recommend it to people all the time. So it's really great to have you on the show. 

To start out, I’d loved to begin with kind of one of the things you talk about in that book specifically which is this idea that when people sometimes hear the phrase networking, they think networking is kind of a dirty word and it's got a lot of negative connotations. How do you sort of think about repositioning or viewing sort of networking and what people traditionally think about it in a new and more productive way?

[0:03:43.2] KF: I would say the simplest thing I tried to do the very beginning running the book was to shift the word network into relationship building, and that's not even enough. I mean, the idea of building authentic relationships is crucial, but in this very self-serving and narcissistic world where everyone's scared about taking care of themselves, you better lead with generosity to get someone's attention. So the addition to the principle of building real relationships is leading with generosity. 

I’ll tell you that some of my work in the most recent years and transforming large organizations has awoken me to some problems in business today. One of them is that we still are clinging to that John Wayne rugged individualism mindset of, “I'm out to take care of myself. Based on taking care of myself, I will reach out to critical individuals and enlist them in helping me take care of me.” That's the way the world works. 

I want to start shifting that to the recognition that greatest things in our lives are only going to be happening through co-creation. Co-creation is an idea that is one step beyond how you think of collaboration today. You think of collaboration as; I got something to do. I need other people. I’m going to go get buy-in, or I got something to do. I need other people, and there are resistors not I’m pissed off and I’m going to figure out how to work around them, etc. 

Really leaning in and making a contract with critical individuals that are crucial to you achieving the mission you have in this world and co-creating and what we call going higher together, co-elevating not just collaborating. Co-elevating — Committing together to go to a different level while we’re both achieving our missions. That's the next generation of real networking. That to me is such a big shift in mindset, but when you embrace it, the world opens up to you and people open up two fundamentally differently.

[0:05:55.0] MB: I think that's so great, and to be — One of the quintessential lessons from Never Eat Alone, that it seems like this idea of co-creation is almost the next evolutionary step, is this notion that relationship building is not about sort of what's in it for me. It's much more about a shift to, “How can I add value to people in my network? How can I make everyone around me as successful as possible?” By doing that, that's how you really truly build authentic relationships. 

[0:06:23.6] KF: Yeah. Like I said, networking used to be; how do I collect as many business cards as possible to get opportunity from people? Then you move that from; how do I build real authentic relationships focused and born on generosity? Kind of taking that third piece now is; and how do we commit to growing together in the process? That's the added element. The co-elevation element is not just building authentic relationships, not just leading with generosity, all of that critical, but now how do we commit to helping each other go higher? That actually is an emotional commitment that you don't see very often. 

I’ll give you a quick example. Many of your leaders, many of the people listening to this are leaders who run teams of some sort. If you ask your team members, “How many of you think you could be 10% to 20% better at what you're doing right now?” They’d probably all raise their hands. Basic humility, of course we could be. 

Now the question is, “Look to the person you're right. Do you think it's your job to help them get there? That's co-elevation. Are we really committed to helping each other go higher or we’re just getting our shit done and working with each other as best we can? That's a different level, and I feel in a world where traditional hierarchies and silos are no longer serving us, we've got to create a new work contract of co-elevation. 

[0:07:48.7] MB: So how do we do that? Tell me about a bit more about building that emotional commitment to co-creation and co-elevation.

[0:07:56.4] KF: As I mentioned, it's going to be the title of my new book and it’s the subject of my new book. The first thing you have to recognize is that you’ve got to do all the work yourself. Meaning — I have a foster son who's 19 now. When he was 12 and came into our house, he was the biggest jackass you could possibly imagine. He’s been in multiple homes before us. Absolutely concerned about his — Whether he’d be sticking here in this home and screaming at us, “You will never be my father!” and that's sort of thing. 

What if I cross my arms and said I’m going to wait for him to meet me halfway. Do you think that would have gotten anywhere? Yet in the work environment we’re constantly doing that. We don't take full responsibility for the elevation of all of the relationships that we need to be successful, and that to me is the first act of co-elevation network that you have, which is your recognition that it's on you. It’s all on you. Does that make sense to you?

[0:08:59.9] MB: That makes total sense, and I love that shift. To me, it's funny when you look across the lessons of everybody, from ancient stoics, to Navy SEALs, it seems like that focus on taking responsibility for things that maybe they seem kind of outside of your sphere of influence is actually really almost the superpower that enables you to achieve incredible things.

[0:09:22.0] KF: The opposite of that is a victim mindset, where you just sit there wringing your hands and saying, “The boss won’t let me,” or “I didn't have the resources,” or “I don’t have the time.” That's a victim mindset and you will end up being mediocre or getting fired with that. 

The key is to take full responsibility for the relationships. Then the question is; what’s the blue flame? Like if you have an individual, if somebody wanted to go create a different relationship with me in order for them to be more successful, they would have to understand my blue flame. They would have an understand what really matters to me. What's going to drive success in my eyes? How will they serve that, right?

You just going out and being of service to somebody when you are may be of service to them in a way that they don't appreciate is useless, but do you have the mindset? I was just working with a head of HR for a big company the other day. I was suggesting to her, “Do really know the blue flame of your boss?” You keep trying to push on him programs and what he cares about is making his next quarter's earnings or he's going to be fired. How are you a conduit to him making his next quarter earnings? Until you show up that way, then you don't have a right to be considered his trusted advisor and his partner. 

You’ve got to come from the perspective of fully understanding what a person needs and wants and how you can serve them in that direction before you could open up the co-creation. So it's all on you and you have to position it from the perspective of, really, it's all about them. Those are two of the first core steps. 

Go ahead. 

[0:11:14.3] MB: No keep going. 

[0:11:15.8] KF: Well, I was going to say the next step of course is now put the questions and the dialogue on the table, because if you’re going to co-create and co-elevate, then what are the questions we have to chew through? 

I've been looking recently at how my brand is positioned at the marketplace. I’ve got this new book coming out a year from now, and I've got to figure out how to build a pre-audience for my book before it comes out in addition to those who just read Never Eat Alone. For somebody to have a squarely, an understanding of, “Okay. Ferrazzi’s brand is going to build, call it, 15, 25,000 presales for this book before the book comes out. What is Ferrazzi’s business? It’s coaching high-impact teams and Fortune 500 executive organizations.” Now, we take those two things, and somebody says, “Here are the five questions Ferrazzi, we’ve got to crack the code of in order to figure out how to get your outcomes.” 

Boy, now I am interested. Somebody has got my blue flame. They’ve identified that they want to be of service to achieve it and they've given me a set of questions that become imminently obvious for me that have to be cracked in order to get there, and I might tweak that there aren’t five, there are six and here’s three additional ones and we work together. 

Now, all of a sudden you have a business partnership. You have a real partnership, a co-elevation partnership. Now, along the way I’m going to want to know from that person how do I make them successful. They’ve spent enough time really breaking down what success looks like for me. Now, I begin to awaken to their success. Does that make sense to you?

[0:13:06.5] MB: Yeah, that makes a ton of sense. I think just the shift of — I think the two things that you pinpointed specifically, kind of the idea of if you're in a victim mindset today or you’re kind of someone who feels like you don't have a lot of agency or you're trying to get people on your team and you can't do it. The two shifts of; it's all on you, it's your responsibility to make something happen, and it's all about focusing on the other people and what they want. I think those two shifts are fundamental and it’s so crystal clear. I mean you see it across the board from a number of different spheres, but to me I think both of those are just really, really important.

[0:13:42.9] KF: Yeah. Again, this discussion I’m going to have on Friday with a news outlet, pretty big news outlet, is going to even talk about our current president and how a business president is leading the government today. The idea of an individual who got elected by micro- segmentation and understanding a very core distinct narrow audience in creating a lot of residents with that core audience is now tasked with leading a collective, but not focusing on leading the collective. 

My view is that you can't bring a country together. You can bring a company together across silos and divisions. You can’t achieve greatness in any mission unless you know how to create us. Creating us becomes a new competency of leadership, and that's what we’re talking about here. 

This co-elevation contract is the contract where an entrepreneur looks at the mission that they have and the ecosystem that they want to impact and invites that ecosystem in to a journey of co-creating something great together, going higher together. That's what entrepreneurship to me is all about, and that's internal and external with the organization. That's all on you and it's all about them. 

Then more broadly you define to them, the more successful you will be. It's not just a narrow audience of your own people. It’s not a sub-segment of your own people. It's your own people, your vendors, your customers your prospects. How do you invite this community into a movement in a sense, a movement? Your product’s got to be inviting people into a movement. Consuming your product is you being invited into being a participant of the movement of people that believe what you believe. Whether that's selling real estate or whether that's selling consulting services or a new consumer brand, you're trying to create a movement internally on your organization and externally to come together and believe something. Are you following me on this?

[0:16:06.3] MB: Yeah. I think it's a core lesson and something that — It's funny. I mean, obviously you're a master of relationship building and how to get people on your team, but you see these lessons echoed from everybody from spy recruiters, to hostage negotiators, a very similar kind of core thesis and lessons. 

[0:16:28.4] MB: We talk all the time on the show about the importance of mastering new skills and abilities, and that's why I'm excited to tell you once again about our amazing sponsor, Skillshare. Skillshare is an online learning community with over 16,000 classes in design, business and much more. You can learn anything from logo design, to social media marketing, to street photography, and the cool part about Skillshare is that they give you unlimited access for a monthly fee so you don't have to pay per class. 

They have some amazing courses on there that I personally really enjoy, everything from mastering Evernote, to mind mapping, to learning how to sketch and draw. If you want to get a leg up on everything from graphic design to your knife skills, if you're into cooking, and much, much more, Skillshare is giving every single Science of Success listener one month of unlimited access completely for free. That's pretty awesome. 

Go to skillshare.com/success to redeem your free month. 

[0:17:33.3] MB: I'm curious, in the work you've done championing these ideas, what have you seen kind of some of the biggest hurdles, or when people hear this, what are the reasons people don't get on board or what are some the reasons kind of people resists these ideas?

[0:17:49.4] KF: I joke that there're three reasons, and it’s not a joke. It’s true. Laziness, cowardice, or really a sense of — We can call it entitlement. It's more a sense of wellness kind of almost vindictiveness. I’ll explain what I mean. 

One of them is these relationships that, Keith, what you're talking about sounds like a hell of a lot of work. I've been very comfortable living in my silos, treating vendors like vendors, selling to customers, not co-creating with them. What you're suggesting requires a lot of work. Yes, it does, but the absence of it in this new radically interdependent marketplace will mean you're going to fail. 

If you don't open up your aperture and create a wholly different set of partnerships, you won’t succeed. So laziness, just laziness. Cowardice is if I open myself up this way, what if they reject me? What if they don't put up I'm not smart enough? What if they don't have time for me? All of those things, right? It’s these fear-based mindsets are always going to hold entrepreneurs back. 

The third is what I really — The word I think I was looking for a second ago was indulgence. I am used to not liking this person. I'm used to having a controversial relationship with this particular constituency or this customer base. Large automotive companies had an entire damaged set of relationships with dealerships for decades. That was just accepted. It's just accepted. Frankly, I considered it an indulgent to continue to think about one of your major channels as an adversary. That's like a teenager just getting comfortable with the clicks and the people that don’t get along inside of the high school. You see that operating in organizations all the time and people all the time. Whether it's your laziness or your cowardice or your indulgence, the answer is you have no choice and you want to be truly great in this world to find ways to co-create. 

[0:19:57.2] MB: What have you found has kind of worked for you in terms of getting people over those hurdles? 

[0:20:02.5] KF: Practice. I mean what we do is we don't teach this stuff. We coach it. Showing up over six months with an executive team, opening up different ways to behave with each other is crucial. So that's the key. The key is really trying to unleash a different set of experiences, and once you get people to taste a different way of being, they’ll be, “We want to try it again.” 

Small little bites, what I always say to people in Never Eat Alone is you’ve got 250 pages of tons of ideas. Try a couple of them on. If you like them, you’re going to want more. It's just very distinct experiences. 

[0:20:45.5] MB: Yeah. I think that's great advice. For me personally, I keep coming back to Never Eat Alone just because there's so much practical advice in there. I kind of implement three or four ideas from it and then I come back and I’m like, “All right. What else can I learn from this thing?” I mean that book is probably been out, what? 10 years, and I’ve read a lot of other books about relationship building and I keep coming back and I’m just like, “If I just execute what's in this book, I'm going to 10 X the effectiveness of my relationship building strategies.” 

I'm curious, for someone like you who's obviously become incredibly successful, how is that impacted either sort of positively or negatively or changed the way that you pursue kind of relationship building broadly, but specifically a lot of the tactics and strategies you talk about within that read alone. 

[0:21:34.2] KF:  Frame the question again a little differently. You’re saying how does these mindsets changed the way I've evolved in treating relationships?

[0:21:42.7] MB: Yes. Since you know since you've become more successful and grown so much since the launch of the book, how has that impacted, either in a positive or negative way, the way that you think about relationship building and the strategies you use?

[0:21:56.1] KF: Yeah. It’s interesting. In the old days, I had no currency. Nobody knew who I was. I was a poor kid from Pittsburgh, and I had to, of course, assume it's all on me. There was no assumption that anybody wanted to spend time with me, so I had to bust my ass to bring all the currency to the table. But the question is once I've had more success and there are more abundant set of individuals who would like to co-create with me. Now the question is filtering, and getting a better sense for where to put time and energy. 

I have the say that as long as I keep grounded what the core mission is and consistently put that out there to people and ask, “Is this something you share with me? Is this mission to change the way —”My view is I want to change the way the world relates through the workplace. I have found that by changing a way a leader shows up as an executive in the workplace and ends up makes that leader a better spouse and a better parent, that's where my livelihood is. If other people share that with me, then I'll find time for the co-creation. Knowing you audience better than I do, help me understand a few parting words that you think — Like what do think is on their mind having head all of these? 

[0:23:26.7] MB: I mean I think the two lessons you shared specifically regarding kind of co-creation make a ton of sense, and I think we’ve talked about a little bit some of the hurdles that involve that. One of the questions we submit to our audience when we have guests coming on board and we ask them to ask some questions. One of the questions that a listener had which may tie into this is from Maddie in Chicago, Illinois. She wanted to know for young professionals, when’s kind of the right time to start thinking about implementing a lot of these ideas? 

[0:23:56.9] KF: Well I started when I was in fifth grade. Does that count? The bottom line is this has to be a new set of behaviors that you try on and wear. We talked about earlier, how do you get this mindset to shift? Practice. The earlier you practice, the more likely that these behaviors are going to be yours for a lifetime, beginning to build that bridge network. 

I wish in retrospect — I just went to my college reunion and I was reasonable then, but I wish I'd known what I know now then, and I would’ve build much more deeper, longer-lasting relationships with a subset of the movers and shakers at the time that were at my university, because these people are running the world today and some of whom I know loosely and can certainly reach out to as a fellow classmate, but I didn't sustain those relationships. All around us are extraordinary people, hang out with extraordinary, build those relationships for the long-term, and that will be your growth trajectory and an area of opportunity for yourself. 

Matt and Austin, I appreciate your time, and thank you so much for exposing my ideas to your audience. I love what you guys are doing and I appreciate the affiliation of success. 

[0:25:10.7] MB: Absolutely. One just quick question, where can people find you and your work online for listeners that want to do some more homework? 

[0:25:17.5] KF: Yeah, please. I have a great newsletter which is free that goes out to those who really want to put these practices in place. You can reach me at keithferrazzie.com or just on LinkedIn. Sign up to follow us there. Those would be the best places. 

If you want to be a part of our newsletter, you can text my name. Just text Keith, K-E-I-T-H to 66866. So if you type in 66866 and type in my name, Keith, it will instantly sign you up for my newsletter, or go to my website.

[0:25:54.0] MB: Keith, thank you so much for coming on the show. I know we didn't have a lot of time today, but we really appreciate your wisdom, and you're one of the most insightful thinkers about relationship building and I think the advice you offered today is incredibly practical. 

[0:26:07.9] KF: Thanks, gentleman. I look forward to staying in touch and doing something again in the future.

[0:26:13.0] MB: Thank you so much for listening to the science of Success. We created this show to help you, our listeners, master evidence-based personal growth. I love hearing from listeners. If you want to reach out, share your story or just say hi, shoot me an email. My email is matt@successpodcast.com. That's M-A-T-T@successpodcast.com. I love to hear from you and I read and respond to every listener email. 

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Lastly, you’re going to get awesome free content from us, like our free guide How to Organize and Remember Everything, which you get for signing up and joining along with another surprise bonus guide when you join the email list today. 

There some incredible stuff just for people who are on the email list that you don't get by listening to the show, so be sure you sign up, join the email list. You can do that by going to successpodcast.com, signing up right on the homepage, or if you're on the go, if you're driving around, if you’re listening to this in your car or the subway or whatever else, just text the word “smarter” to the number four 4222 and sign up today. 

Remember, the greatest compliment you can give us is a referral to a friend either live or online. If you've enjoyed this episode, please leave us an awesome review and subscribe on iTunes. that helps more and more people discover the science of success.

Don't forget, if you want to get all the incredible information, links, transcripts, everything we talk about in this episode, and much more, Be sure to check out the show notes. You can get them at successpodcast.com, just hit the show notes button right at the top. 

Thanks again, and we'll see you on the next episode of the Science of Success.


December 14, 2017 /Lace Gilger
Influence & Communication
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Your Secret Weapon to Becoming Fearless with Jia Jiang

December 07, 2017 by Lace Gilger in Emotional Intelligence, Influence & Communication

In this episode we explore rejection in depth. We talk about the incredible power of rejection, go deep into rejection therapy, look at the incredible results created by seeking out rejection and living beyond your comfort zone, talk about the magic of asking why, hear a few incredible stories from 100 days of rejection, and much more with our guest Jia Jiang. 

Jia Jiang is the founder 100 Days of Rejection and the author of Rejection Proof. In an effort to overcome his fear of rejection Jia spent 100 Days forcing himself into situation after situation where rejection was almost guaranteedJia has been featured on the TED Stage, Forbes, Business Insider, and much more.

  • Jia’s personal relationship with rejection

  • The misalignment between wanting to achieve and being afraid of rejection

  • The only way to overcome your fear is to embrace it and meet it head on

  • How to become a badass and become fearless

  • Saying no with grace - how to say no with grace

  • Show people alternatives

    1. Give them something else / help them to get a yes in some way

    2. Have respect

  • "Everything amazing and beautiful happens outside your comfort zone"

  • The amazing power of forcing yourself to constantly challenge and operate outside your comfort zone

  • The importance of understanding the vast majority will stay say no to you and why that doesn’t matter

  • It doesn’t matter when you get rejected

    1. The few people that say yes make a huge impact - a real breakthrough

  • "How many yesses have I missed in my life?”

  • You miss 100% of the shots you don’t take

  • It’s not about getting a yes - it’s about EXPLORING and CREATING SOMETHING

  • The worst thing that can happen is you saying no to yourself

  • It’s about having fun and challenging yourself

  • Jia’s advice for someone who is afraid to take the first step

  • How to take the first step and overcome the inertia of facing your first rejection

  • Start small, just a little bit outside of your comfort zone, and grow

  • How you can even blend rejection therapy into your work and your career as well

  • If you ask enough, there is no request that will get rejected by everyone

  • What to do if you feel like you’re bothering people when you ask them for something

  • Be curious, don’t make your goal to get a yes - make your goal to ask 10 people

  • Turning no into yes, and the magic of asking “why”

  • Ask people why they said no to you - find out what the reason is

  • What Jia learned from asking a stranger to plant a flower in his back yard

  • The power of doubt and empathy

  • Humor and positivity - don't take yourself too seriously

  • Give a stranger a high five!

  • We go through a bunch of rapid rejection techniques you can use right now

  • You can do rejection therapy for FUN - or you can align it with you goals!

  • Embrace rejection - rejection means something GOOD not something BAD

  • Rejection doesn’t mean you’re wrong - the stronger the rejcetion, the stronger your connection with people on the other side

  • The flip side of rejection is the power of people who are part fo your tribe

  • Jia’s Life Mission to the movement of rejection therapy

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Thank you so much for listening!

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SHOW NOTES, LINKS, & RESEARCH

  • [SoS Episode] How This Government Agency Spy Recruiter Hacked Psychology To Change Anyone’s Behavior with Robin Dreeke

  • [Website] Rejection Therapy with Jia Jiang

  • [Video] Rejection Therapy Day 3 - Ask for Olympic Symbol Doughnuts. Jackie at Krispy Kreme Delivers!

  • [TEDTalk] What I learned from 100 days of rejection | Jia Jiang

  • [SoS Episode] How To Demolish What’s Holding You Back & Leave Your Comfort Zone with Andy Molinsky

  • [SoS Episode] Embracing Discomfort

Episode Transcript


[00:00:06.4] ANNOUNCER: Welcome to The Science of Success introducing your host, Matt Bodnar.

[0:00:10.6] MB: Welcome to the Science of Success; the number one evidence-based growth podcast on the internet with more than a million downloads and listeners in over a hundred countries. 

In this episode we explore rejection in-depth. We talk about the incredible power of rejection. Go deep into rejection therapy. Look at the incredible results created by seeking out rejection and living beyond your comfort zone. Talk about the magic of asking why. Hear a few incredible stories from 100 days of rejection and much more with our guest, Jia Jiang. 

I'm going to give you three reasons why you should join our email list today by going to successpodcast.com and signing up right on the homepage. First, you’re going to get awesome free guides that we create based on listener demand called; How To Organize and Remember Everything. You can get it completely for free along with another surprise bonus guide just for signing up by joining the email list today. 

Next, you’re going to get a curated weekly email from us every single week called Mindset Monday, which listeners have been absolutely loving. This is just short, simple, articles and stories that we found interesting in the last week. 

Lastly, you’re going to get an exclusive chance to shape the show. You can vote on guests. You can impact the intro and outro music, things around the show, and you can submit your own questions to guests that we will ask them and sometimes even give you a callout on the show. So, if you want to ask questions to guest, if you want to be part of the list, there are some amazing stuff going on that’s only available to our email subscribers, so make sure you sign up and join the email list. You can do that by going to successpodcast.com and signing up right on the homepage, or if you’re on the go right now, if you’re driving around or if you’re just listening on your phone or whatever, just text the word “smarter” to the number 44222. Again, just text “smarter” to 44222 or go to successpodcast.com. Either way, sign up for that email list. 

In our previous episode we explored what it takes to succeed at the highest possible levels. We got into the science and the data from years in the trenches with the world’s top performers including NFL teams, Red Bull athletes and much more to uncover the strategies that really work for achieving results. We dug deep in the lifelong quest of discovering your own personal philosophy and much more with Dr. Michael Gervais.  

If you want to learn about the secrets of world-class performance and how you can use them in your own life, listen to that episode. 

Now, for the show.

[0:03:02.0] MB: Today, we have another amazing guest on the show, Jia Jiang. Jia is the founder of 100 Days of Rejection and the author of Rejection Proof. In an effort to overcome his fear of rejection, Jia spent 100 days forcing himself into situation after situation where rejection was almost guaranteed. He’s been features on the TED Stage, Forbes, Business Insider and much more. 

Jia, welcome to the Science of Success.

[0:03:26.5] JJ: Hey Matt, thank you for having me here.

[0:03:28.5] MB: We’re super excited to have you on today. I know we’re talking about the preshow, me and Austin are both huge fans of rejection and rejection therapy and all these stuff you talk about. But before we get into the meat of that, I’d love for you to kind of share your personal story and kind of your personal experience with rejection and how that led that to the challenge to get rejected for 100 days in a row.

[0:03:50.2] JJ: Yeah. My relationship with rejection have been going back to when I was a kid. I just found out just throughout my life, I was really afraid of people’s opinions and specially their rejection. On the other side, I wanted to be an entrepreneur. I want to be this fearless guy who goes out and changes the world and makes new things. Those two conflicting emotions have always bothered me for a long times. It took me a long time before I started my own company and partly it was because of this reason. I was really afraid that people will see me and rejection from family and friends and the possible failure.

So I started my company when I was 30, and then even after I started, quit my job and became an entrepreneur, also I found I was still afraid of rejection. So much so that I was rejected, it was the investment. Then I just wanted to quit right there. That’s where it dawned on me and I was like, “Wow! I can’t be this afraid anymore. If I want to be a great entrepreneur, I want to be successful at anything, I can’t that fear dictate my life.” That’s where I said, “You know what? I’m done with this. I’m done. I’m going to take rejection head on,” and that’s how I’ve discovered this concept of rejection therapy, where basically it just challenges you to do rejection. That’s what I did.  

[0:05:19.3] MB: You set out to get rejected. Was it 100 days in a row or is just 100 times? 

[0:05:25.8] JJ: It’s 100 times, hopefully in a row, but at the end it became a little bit impossible just because of all the obligations I had. Yeah, that was the original idea, that I would do 100 rejections, 100 consecutive days of rejection where I would go and look for rejections. But it’s more or less maybe 130 days or something like that.

[0:05:47.2] MB: And so tell me a little bit about some of the experiences from that and why was your solution to fear of rejection to say, “You know what? I’m going to go and I’m going to get rejected 100 times, basically 100 days in a row.” 

[0:06:02.8] JJ: You mean what’s the motivation behind it? What kind of request that made?

[0:06:08.1] MB: Yeah. Start with kind of what was your motivation for doing that, and then tell me about one or two of the experiences you had when you started doing that. What was it like hopefully for you to go through that? 

[0:06:20.0] JJ: Basically, the idea of rejection therapy is you go out and look for rejection. Most people, actually everyone runs away from rejection, they’ll try to minimize rejection. But the idea is you’re never going to cure your fear if you run away from something. The only way to overcome your fear is to embrace it, to meet it head on, and that’s what rejection therapy was about. That’s what I did. So I’m like, “Okay. I want to do this for 100 days.” 

Rejection therapy asks you to do this for 30 days, but I’m like, “You know what? I’m doing this for 100 days. I’m just going to overdose on rejection. I want to see what kind of badass I can become, if I can desensitize my fear and just slowly become fearless.” That’s my incentive, and also I use my phone to film myself getting rejected, because I thought, “You know what? I’m going to make a video blog out of this thing, so maybe the world will hold me accountable.” 

That’s what I set out to do, and I started out terrified. The first rejection request is I went out and talked to a stranger and see if I can borrow $100 from them. I was so scared. I still remember that day like it happened to yesterday. I just felt something is going to happen. That guy will start fighting me and maybe like a verbal altercation will happen and you’ll call the police. As it turned out, nothing happened. I just went out and ask him, he said, “No,” and off I went. 

But I felt so scared throughout that encounter. That night I was looking at my video, the thing about video blog is you have to experience everything twice. Filmed myself, so I need to edit and upload that video and I saw how scared I was. I said, “Okay. Going forward, I’m not going to run at the first sign of rejection. When I get rejected, which for sure I will get rejected, I would stay engaged and make jokes, have fun and negotiate.” That’s how I started this whole thing. 

[0:08:37.4] MB: I do want to dig in. Tell me about — I’ve heard a number of stories and I’ve watched your TED Talk and etc., and heard some of the experiences. Tell me about one of the kind of most profound rejection experiences that you had and maybe one that you haven’t talked a lot about in your various kind of speeches and TED Talks.

[0:08:55.6] JJ: Yeah. I’ll tell you a couple. The one is the most famous one that I did and a lot of people know about which is the Krispy Kreme video, Krispy Kreme donuts. One day I went to this donut shop and I asked them to make me donuts that looks like Olympic rings. Basically, you name those five donuts. There’s no way they were going to do it. No way. Who’s going to do that? Guess what? The person did it. The donut maker could not let me walk away with the rejection. At the time I was looking for rejection. No matter what I tried, he was like, “I think I can do this. Maybe I can do that.” 

So 15 minutes later, he gave me a box of donuts that looked like Olympic rings, and I was floored. That’s really kind of — It put the whole rejection, 100 days of rejection experiment on the map, because that video went viral. There are over 5 million views for that video and it was really — It was something that I would never forget. 

I have a lot of these examples and some of them are pretty fun. For example, one day I said, I went to Costco and I said I want to speak over through the Intercom. I want to say hi to the customers. The manager said, “No. No way.” But I said that’s where I learned how to negotiate. This is like 10 days into this, I become so good at negotiating. I’m like, “Hey, I’m a member. I’m a Costco member. I’ve spent thousands of dollars here. Everything I say will be [inaudible 0:10:31.3]. I really love your store. I’m going to just say hi to your customers and tell them how wonderful your store is.” 

Then the manager said, “Actually, if you wanted to say nice things about Costco, why don’t you write an article for our membership magazine? I’m sure they’re going to love your article.” I’m like, “You know what? I just want to speak over your Intercom. That’s all I want.” He’s like, “Well, sorry. I can’t let you do this. But you know what? I’ll buy you dinner.” How about you go to the pizza and hotdog stand and get whatever you want? Make you and your family happy. I’m so happy that you are a good customer, but sorry we can’t say this to you.”

I mean, how can you not be a fan of Costco after that? I was a fan before already, but I’m a bigger fan afterward. I’ll probably spend thousands of dollars more in Costco. The thing is I also learned that people can say no to you, and you can say no to other people, but if you — There’s a right way and there’s a wrong way to say no, right? 

So I basically went to the other side table and looked from their lens. If you say no the wrong way, like if you’re sarcastic, if you’re trying to be rude that usually doesn’t make the other person feel good. But if you can be — Like say no the right way, like this Costco manager did, he was actually showing me alternatives. He actually cared about my request. In the end, he still couldn’t say yes, but he gave me something else. He made me a fan of this guy. That’s another example that I can talk about. That really left a profound impact to me. 

Now, when I say no to other people, I try to do that. I try to throw them or show them alternatives and try to help them to get a yes even though I cannot say yes to them myself. 

[0:12:22.3] MB: Yeah, I think that’s so important and saying with no with grace and being able to say no, but at the same time do it in a way that doesn’t necessarily leave the other person kind of feeling dejected or let down. As somebody who — I kind of call myself sort of a people pleaser, I never want to say no to anybody and I never want to let anybody down. To me, trying to figure out how to do that and how to say no people, especially the busier you get the harder it becomes, but the more necessary it becomes. I think that’s a really valuable skillset and a really interesting kind of takeaway that you learn from that experience.

[0:13:00.0] JJ: Yeah. I think most of us are people pleasers, right? Because our fear of rejection, the flip side of that is the fear of rejecting other people, right? Because if you fear you’re rejecting other people, you feel like a jerk, you feel they’re going to reject you because you’re rejecting them. If you know what I mean? That’s why the skill, having the skills of saying no to people is actually pretty important. But you can say it in the right way that you don’t have to feel bad. In fact, you can make them fans of you, just like this Costco manager did.
 
[0:13:33.1] MB: In fact, you ended up being probably a bigger fan of Costco as a result of that experience than if he had just said no and kind of moved on.

[0:13:42.3] JJ: Yeah, absolutely. I mean, even if the guy says no, I would not have any — I wouldn’t hold any grudge, because I’m looking for rejection, right? I wasn’t afraid of any rejection. I was expecting a rejection. But that rejection kind of made me a fan, just because how well it was given. How much respect the guy gave me. 

A lot of times when we say no to people, we just want to finish it, or we end up having to say yes, because we want to please them. If we say no, we’re like, “No.” Then we just leave, right? Think about this, help them. If we need to say no to them, help them to get a yes. Show them, “Maybe you can try this? Maybe we can try that? I’ll think different ways that you can get a yes. Maybe it’s not through me, but someone else might be able to help you.” It’s tough to be mad at you when you do that to others.

[0:14:36.2] MB: I think that that is a great example, the kind of lesson of how to say no gracefully. Coming back even to the story you told before about the Krispy Kreme donuts, the interesting thing is — And I know this personally because I am a very naturally sort of introverted person, and through essentially things like kind of rejection therapy and another kind of related learning toolkit called Social Skydiving, I really was able to get out of my shell and understand how to interact with people and realize that there’s really nothing to be afraid of once you kind of get in there. 

The amazing thing about this in the Krispy Kreme donut store, it really demonstrates it, is that people — When somebody thinks about a rejection challenge, they say, “Ooh! I would never want to do that. Oh! That sounds terrible.” Like, “Oh! I don’t want to get rejected.” In many, many instances through your 100 days of rejection and you’ve written about and spoken about, these amazing experiences come out of it and you end up building these relationships with people. You end up creating these really authentic bonds and relationships and it all starts from almost kind of a magic or an audacity of just putting yourself out there and not being afraid to look foolish and get rejected. 

[0:15:47.2] JJ: Absolutely. I think everything — I just have a theory that everything amazing and beautiful happens outside of your comfort zone. We all develop these routines, daily routines and comfort zones where we get up, go to work we go through certain emotions, hopefully get some joy and excitement out of it then go home and have our social life and whatnot, right? Doing that, we develop a comfort zone. We’re comfortable with that, but the thing is just like entrepreneurship, these type of social — You mentioned Social Skydiving or rejection therapy. These type of things where you are basically challenging yourself to go out of your comfort zone. A lot of times just amazing things happen. 

It’s just like you — Most people want to start — A lot of people want to start their own business. I live in Silicon Valley now. I’ve heard so many people telling me, “Hey, I want to be an entrepreneur.” Guess what? They this paycheck from the big company and they feel somehow they’re holding on to it, be it’s comfortable, because that’s their routine, because that’s something they want to hold on to. Real amazing things happen when you give it up, when you just walk out of that comfort zone and see what’s out there. 

A lot of times personal breakthroughs — A lot of times the breakthroughs happens in your personal life or in a business world because you get out of that comfort zone. I recommend everyone who wants to find something amazing, want to do something amazing, constantly challenge them self to go out of their comfort zone.

[0:17:23.2] MB: I think that’s why I think rejection therapy is such a beautiful tool, is because it’s such a concrete and practical way to blow apart your comfort zone and force yourself into a bunch of uncomfortable situations. As you experience and as I experience as well, like it doesn’t take very long for you to realize, “Hey, it’s not that scary out there.” On your third attempt, basically, you already had like an incredible experience where you built a bond with this women where you had like a life-changing memory basically just from going out and trying to get her to reject you. 

[0:18:00.4] JJ: Absolutely. This is not my story, I just heard stories almost every day from people all over the world try this. I know people who fell in love with their lives because they did this. I found people who started their new business. I found people who started new podcasts. Actually, I’ve known people who actually double their business, because they constantly try to do this now. They constantly force themselves to talk to customers who rejected them in the past or maybe talk to other, just cold emailing or cold talking to other people. 

This really works, because when you do that, what you’ll find is — I’m not saying everyone will say yes to you. In fact, I would say the vast majority of people, when you do this type of thing, will still say no to you, right? But what you find are, one, it’s not really bad. Our brain somehow tricks us into thinking it’s life and death. If we go out there and we’re going to be rejected and my life will be in ruins, right? Everyone in the world will laugh at me. I will just have no self-respect, self-esteem. None of that happens. When someone rejects you, you just move on and you’re like, “Wow! That’s actually not that bad.” 

But the fact that you didn’t die or nothing happened, you become more courageous. Then sometimes people say yes to you, and that’s where you get a real break through. You’ll start to find out, “Wow! If I can get a yes when I’m looking for no, what else — how many yeses have I missed in my life just because I think for sure I’d get a no?” Then you start becoming this guy at work, you’ll try everything. You start seeing everything is a possibility and that’s where a lot of amazing things will happen.

[0:19:51.4] MB: I love that quote, “How many yeses have I missed  in my life.” It’s a great way to kind of really think about it, because once you — I almost think that it’s like everybody is in this slumber, and as soon as you pull the wool off your eyes and realize that all of these kind of social rules and norms are — There’s no law of physics that makes those the case. You could go out, you can create all kind of unique and interesting experiences for yourself. You can push the boundaries of what’s possible. You can ask for things that are preposterous.

In many cases, yeah, you might get rejected, but the few instances that it happens to pan out, you end up creating these incredible and amazing experiences. I think you brought up a really, really important point, which is that it’s not about getting a yes every time, and you have to go into this understanding the vast majority of people will say no, but it doesn’t matter. It doesn’t matter if they say no, because the few people that do say yes, the few yeses that you get are these incredible experiences, outcomes, etc. It’s something I think is really, really important. 

[0:21:00.2] JJ: Yes, absolutely. It’s like people talk about — There’s this saying in basketball, you miss 100% of the shots you don’t take, right? In basketball, there is opportunity cost for that, right? If you’re not taking a shot, maybe someone else is taking the shot or maybe someone takes a better shot. But in life that’s actually, that’s even true in life, that there are lot of times we’re just like, “Oh, I’m not going to ask. I’m just going to be lazy. Let me just watch TV or let me just do my thing and be with myself, right?” 

It’s not like you’re missing out by you asking, by you making these requests, by you going out and exploring, you’re missing out on something else that’s important. A lot of times we just miss out. It’s not about getting the yes. It’s about you, the fact that you are out there exploring, that you are trying to create something. 

People often say — There’s this saying, “The worst they can say is no.” We hear that all the time in sales and in career and whatnot, but I would tell people, the worst thing that had happened is not people say no to you. It’s actually you saying no to yourself. We do that constantly, on a daily basis, everything. So I tell people, “Don’t say no to yourself.” If there’s — if you’re going to be rejected, let other people. Let the world reject you. Don’t reject yourself. 

[0:22:25.2] MB: I think you made another great point, which is that it’s not about getting the yes. The yes is almost like an ancillary benefit. It’s about exploring. It’s about creating something. Being someone who’s kind of gone through similar — Probably not as intense as 100 days of rejection, but I’ve experimented with things like Social Skydiving and trying to get rejected, and it’s almost like once you — I started out being an introvert, being terrified of it, and once you start to get in there and do it, it almost becomes addictive. It’s so much fun. It’s so exciting. I was joking around with producer, Austin, before this interview. I was like, “Man! I kind of want to go out and just do 100 day rejection challenge just because I think it’d be so much fun to do it. 

[0:23:06.4] JJ: It is a lot of fun. It is a lot of fun. Also, it becomes an excuse for you to do and ask for everything that you thought was cool but you’re afraid of doing or maybe you want to put up doing later. One example I give in my TED Talk is I walk into a professor’s room, a professor’s office and just ask him, “Hey, can I be a teacher? Can I teach your class?” I’ve always wanted to be a teacher. I want to feel like someday I can be able to become famous or maybe accomplish enough so I can teach a college class. 

Then in that 100 days, I’m like, “You know what? I’m just going to do it. I’m just going to ask them straight up, “Can I teach your class now? Can you make me a guest lecturer or something?” I came in very prepared, put up a lot of stuff on my iPad and the professor was looking at me and he saw what I was doing. He’s like, “That actually looks pretty good. I can use you in my curriculum. Yeah, maybe you can come to teach my class for a lesson or something.” Then I did. 

It was really fun and I’m like, “Wow! I was a guest lecturer in college and I felt like a teacher at that moment.” I just felt like, “Wow! There’s 100 days, I could just ask.” By the end I’m like, “I can ask anything I want. I can ask anything I want. There’s a good chance I will get it. If I don’t get it, that’s fine. That’s totally fine.” 

I challenge everyone to do this, because by the end, it’s not about going out and getting rejected anymore. It’s just you having fun. You trying to see what’s possible and you challenging yourself to get out of your comfort zone. 

[0:24:54.7] MB: I think the hardest step to take is always that first step. I think back to people I know that are shy or even I’ve had listeners write in or reach out to me that struggle to make friends or kind of get into social situations, and I know you were terrified when you did your very first of the 100 rejection challenges. What would you say or what kind of advice would you offer to somebody offer to somebody who — “Here is all the stuff and says, “Yeah, that’s great, but I can’t do it, or I’m not ready to do it,” or “It’s just not right for me or it wouldn’t work for me.”  

[0:25:29.0] JJ: Yeah, that’s a very good point, because there are — Taking that initial step is the hardest thing. To me, it took me saying, “I’m going to do a video blog,” to actually get myself to do this. I have to make that hard commitment. Before doing this, I talked to my wife. I was like, “Do you think this is stupid and do you think I’ll get in trouble doing this?” There are all kind of those, “I’m going to stay in my lane. I’m going to be a good citizen. Does this look stupid?” 

Even for someone like me who’s set out so determined to do this, I still have to face that inertia. It’s basic law of physics. If the object is still, it takes a lot of energy to actually start moving it, but once you start moving it, the energy it takes to keep it moving is a lot lower. 

So how do you get that initial energy to get yourself moving? You do that by doing something pretty close to you or just a little bit outside of your comfort zone. Don’t go crazy. I asked someone to borrow $100. That was tough. That was actually pretty tough. To do this all over again, I would probably start with something easy, something you don’t normally do. For example, maybe pull out your phone and just message a long lost friends. Someone maybe in college, a high school friend. Just say, “Hi.” Just say, “Hey, I haven’t talked to you for a while. I haven’t seen you in a long time. How are you doing?” You can do that every day. 

You could feel there’s a little bit of awkwardness to reach out to someone who you used to know. But guess what? It’s really usually not that awkward. The awkwardness is in your head. Usually you get pretty good response. Or if you don’t get a response, so what? It’s not like — You don’t have this relationship with that person anyway anymore. It’s not like you’re ruining your relationship by doing something like this. 

So start small, or maybe write a quick email to your high school teacher or maybe your college professor telling them about your whereabouts. Just start something small and see what happens. Then once you do the first and second one, you can expand your comfort zone a little bit, go walk out, be on the street. When you see people, just say hi to them. Say hi to them. These are not that hard. These are pretty easy. 

Then you build it up and you’re like maybe you talk to someone, you shake their hand. Maybe ask to borrow $100, maybe ask to borrow a dollar. Maybe ask for a ride. You build it up. Eventually you’ll be like, “Hey, can I get a piggyback ride of you? Can untie your shoes?” You’ll get crazier and crazier, but you do it gradually. 

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[0:29:24.3] MB: I love that. Even some of those examples are hilarious, right? Like asking a stranger for a piggyback ride. Until you start doing stuff like that, sometimes it works out and you end up having these like crazy, funny, ridiculous experiences that really kind of make life interesting. 

[0:29:43.6] JJ: Absolutely. Also, you can actually blend it with your work. I mean who says you have to do it on a street to strangers? What about if you’re in sales? Maybe ask for something — Maybe call your old customer. Maybe ask someone to buy — When they buy something, ask them to buy something else. Maybe get rejected, come back again the next day. Or if you’re a buyer, ask for a bigger discount. Start it with going — If you’re at a coffee shop, ask for, “Hey, can I get 10% off of this coffee?” They may ask you why. You’re like, “Hey, maybe you should offer a good guy a discount. I’m a good guy.” Something like that. 

It’s pretty harmless, but soon you’re going to start to learn, “I can negotiate off anything.” If you’re an author, if you want to be an author, if you want to be a writer, maybe just craft the email, quick email and, say, find a book agent and saying, “Hey, I’d just like to talk. What do you think about this idea?” These type of things can be related to your work as well. In that way when you do that not only you’re learning more to be fearless, but also you’re getting closer to your goals. You’re actually advancing in your careers. Try this everywhere. 

[0:31:10.1] MB: That’s great. Yeah. That makes a ton of sense. It doesn’t just have to be in your personal life. In fact, you might see huge rewards from kind of integrating it into your career as well.

[0:31:19.6] JJ: Yeah. I met this musician. He lives in Nashville. Every musician lives in Nashville, right? 

[0:31:25.7] MB: I live in Nashville.

[0:31:27.1] JJ: Oh, you do? Okay! 

[0:31:28.4] MB: That’s right.

[0:31:29.3] JJ: Yeah. It’s a great town, by the way. I’ve been there multiple times. It’s such a hip town now in Tennessee. Anyway, I have this guy, he’s an independent musician and he’s like he had this album he’s working on and he’s like, “I’m going to try this rejection therapy thing.” One of his rejection requests is to ask his music heroes to appear in his album. The guy said, “Yes.” 

So he has an album where one of the songs has a feature from his music hero. To him, I don’t know — He said, “I don’t know if this album become big or not,” but just doing that fulfilled one of the biggest dreams he ever had is to be in the same song with his music hero. It just happened. I’m sure it helps. The credibility will help his music career, or just fulfill his dream. So just for ask for it. Maybe you’ll probably get a no, but so what? 

Actually, what I found is if you ask enough, there’s no request that you’ll get rejected by everyone. It’s not going to happen. You will always get a no. No matter kind of crazy ideas, what kind of bad ideas you can think about. I challenge your listeners to do this. Think about one thing that will get rejected by everyone on earth, one request. Think about, if you use your imagination to find how crazy, how evil, how bad it is. Guess what? Someone will say yes to that. 

[0:33:10.5] MB: That’s great. I love it. We always like to challenge the audience on the show — And I think rejection therapy, one of the beauties of this whole concept  is that it takes a lot of these kind of platitudes that you hear all the time. You miss 100% of the shots you don’t take. The worst they can say is no. All these things that people have heard 100%, rejection therapy is the concrete strategy that you can implement literally today starting right now to move yourself down that path to start getting uncomfortable to make yourself face some of these fears and push through and realize that on the other side it’s not scary anymore. In fact, it’s actually really fun and exciting. 

[0:33:52.9] JJ: Absolutely. I just have a thinking that nothing is that new. The idea, the self-improvement ideas or any ideas, I don’t think any of them are new. It’s just you have to implement it. I definitely agree with you, rejection therapy is an easy and concrete way for you to experience all these things. You don’t have to be an inspiration speaker or like a sales guru or rara kind of guy, like a Tony Robbins to experience this. You don’t have to be like a hero to have accomplish a whole lot to experience this. Start small. Start with these little rejection requests and see what happens. 

One more thing I want to add is sometimes people tell me, “Hey, I’m just not comfortable asking people things. I feel like I’m bothering them.” Now, what if you can offer to help someone something, right? What if you just, “Hey, I mean you’re in a grocery store. Can I help you to push your cart for a bit and so you can rest and you can go do shopping. I’ll push your cart.” What about maybe you offer — You’re in a store saying, “Hey, can I buy you a coffee? There’s no string attached. I just want to buy you a coffee.” Something like that, right? 

In that way you’re offering to help people instead of just asking for things. You also get out of your comfort zone. I think just keeping your balance of giving and asking while getting out of your comfort zone, you can get a lot from it.

[0:35:25.0] MB: How does somebody who — Circling back to this idea of someone who is afraid to take that first step or has had some traumatic rejections in the past, rejections that they feel like are traumatic. How do you get past that kind of taking rejection personally and feeling like it’s about you when somebody says no?

[0:35:45.4] JJ: Yeah. First of all, when you’d start doing this, you will find out that a lot of times — The whole thing about rejection therapy is you do it with a stranger, right? Then you’ll find out it really is not about you, because these people don’t know you. They reject you just because they don’t think they should say yes. They don’t think they should say yes to a stranger like that or they don’t — Rejection is really not about you. It says more about the rejection than the rejected. 

Another thing you can do is make the same request 10 different times or five different times. What you’ll find is someone will say yes to you usually if you do it 5 or 10 times. The law of large number will say maybe there’s 20% of people will actually be open to that. Then what you’ll find is, “Okay. Some people will say yes to that. Some people will say no to that. I’m the same person. The fact that there are different answers, that shows those people are different. I’m the same. They are different. They are different in terms of the way they think, the way their risk powers, their preference, how they view this situation. Maybe they’re moved of the moment, right? It doesn’t say anything about. It says everything about them. 

Marketers have this for a long time. You cannot develop a product that everyone would have. The best product, you will get rejected by a lot of people, but you would develop rabid fans, a fan-based of maybe a small group of people who love your product. It’s the same thing. It says about that fan-base. It says about that those people will buy your product pretty much as much as about your product itself. 

Yeah, try different ones. Just be curious. Don’t set your goal to be like, “I’m going to get a yes. That’s my goal.” No. Just say, “My goal is to ask 10 people. I want to see how many will say yes to me or how many will say to me.  

[0:37:52.3] MB: I know one of the stories and experiences that you had was around kind of a lesson of how to turn a no into a yes. Can you talk about that and how that kind of learning came from all of the rejections that you’ve faced?

[0:38:06.9] JJ: Yeah. When we get rejected, our natural human tendency is to do one of two things, to fight or flight. You’ll fight, you start arguing with this other person and trying to turn their head. Their no into a  yes. They’re trying to say, “If I convince you, do I actually change your mind?” Your flight is you’re running away. You’re just like, “Oh! That’s okay. Thank you.” Just leave. 

None of those is actually a good option, because if you fight, if you try to argue, if you try to outsmart or whatever, usually it doesn’t work, because when you start arguing, you’re asking someone to change their mind. A lot of times emotions and egos get involved. People start to dig in. It’s really tough to actually turn no into a yes. 

Another way is if you run, it’s even worse, because you’re at the mercy of your own judgment. You lose confidence when you just run without actually doing anything. I tell people, “If you really want to turn no into a yes, okay, you can start by asking why.” When people say no to you, ask why. Basically, try to find out what’s the underlying reason for them to say no to you. Try to solve that problem for them. Help you, help me, right? 

Also, when you say why, you stay engaged. You’re buying yourself more time. You’re not arguing, you’re not running away, but you’re buying yourself time. You’re trying to find out if you can find different ways to get a yes. There are so many things you can do to turn no into a yes. If you fight or flight, you’re going to — Those are two of the worst options and those are two things we do normally.

[0:40:02.5] MB: Would you share really briefly, because I know you talked about in your TED Talk and other place, but would you share the story of the flower? How that kind of demonstrates this lesson really beautifully? 

[0:40:14.9] JJ: One day one of my rejection request was I’m going to have bought some flower from a store and I want to talk — Knock on a stranger’s house, door and say, “Can I plant this flower in your backyard?” They guy opened the door and he was like, “Oh, okay. That’s pretty interesting. I thought you were a sales guy. No. Sorry. I cannot do this for you.” I asked, “Why?” He’s like, “I have a dog that will dig up anything I put in the backyard. I don’t want you to waste your flowers. Actually my neighbor love flower, why don’t you go talk to her.” 

I was very happy, because, one, I just got some information. First thing I learned is not about me. If I just leave, probably I’ll thought, “Okay. Maybe I didn’t dress up well. Maybe the guy didn’t like me or for whatever reason.” It turned out to be none of those reasons. He told me about his neighbor. Two, I gained some very crucial information. I got my referral. If you come in and say, “Hey, your neighbor or your friend recommended me to talk to you.” The chance of you saying yes to me actually goes a lot higher. I did go and I go talk to his neighbor. She was very happy to see me and she let me plant the flower in her yard and she’s like, “Oh! Thank you. This is so nice. This is very interesting. Go ahead and maybe do it here.” As it turned out, he was right. She loves flowers. This is few years ago that happened, and I hope that flower is still there. 

[0:41:52.0] MB: It’s just another beautiful example of how all of these magic is on the other side of doing things like this, but you can’t uncover it and you can’t discover it until you’re willing to push through that fear and push through that little voice in your head that’s telling you, “You can’t do it.” That shouldn’t do it or that something terrible is going to happen when you do.

[0:42:12.2] JJ: Absolutely. 

[0:42:15.0] MB: So kind of a corollary of that, another strategy you’ve talked about uncovering was doubt and how doubt can be a really powerful tool for kind of helping people accept some of your request. Can you talk a little bit about that?  

[0:42:28.1] JJ: A better word for doubt is empathy. You want to empathize with the other person whether maybe — Anytime you make some big request, they probably have some sort of objection or some doubt that they have about you. If you can actually mention some doubts, especially if you have a good answer for, right? If you answer a doubt and you have no good answer for it, it’s not good. 

Talk about a doubt or objection that you actually do have a good answer for, mention that, and that becomes your advantage instead of a disadvantage. If you try to hide, if you are just like, “I hope none of that conversation about doubt doesn’t happen. I hope everything is smooth sailing.” 

A lot of times that won’t happen, because people always have doubt and they won’t necessarily mention it to you. They won’t be like — They’re like, “Okay. I’m going to say no to you, because all these reasons.” Sometimes it’s subconscious. Sometimes they have that reason. They can’t even articulate it. If you mention it and if you’re like, “Actually, you know what? I can solve this problem.” If you do it before they do, statistically speaking, the chance of you getting a yes actually goes up just because you demonstrate that you’re honest, you can solve people’s problems. If you can have your doubt or people — What they think about straight up, you actually increase how much they trust you. 

[0:44:01.1] MB: We talk a ton on the show about the power of empathy and we had a recent interview with a spy recruiter for the government who core kind of lessons and strategies was focusing on other people and understanding what they need and what they want, and it’s so simple. When you put yourself in someone’s else shoes, when you make it about them and not just about you, it’s amazing how effective it can be in terms of getting them on the same page. 

[0:44:30.2] JJ: Yeah, absolutely. Empathy is — I totally agree. I think you put it beautifully. Make people understand it’s really about them. If you’re empathizing with them even with their doubt, and then people want to be returning kind. That’s what we normally do. If you do something nice for me, my natural tendency is do something nice for you. Even the nice thing is you’re empathizing with me, knowing my pain, my doubt, and it’s like, “I understand that. I’m trying to solve that for you.” Then you’d be like, “You know what? This guy, this person is nice. I’m going to do something nice for this person as well.” 

[0:45:11.2] MB: I’m really curious. You seem like a very creative guy. How did you come up with all of these different challenges for yourself and all these different ways to get rejected?

[0:45:22.6] JJ: When I started, what’s funny is after the first one — The first is like me borrow $100 from a stranger. That’s my first request. I found that was like daunting and also pretty boring asking money from someone. Then I thought, “What are some of the funny things I can do?” I started trying to have fun. What are some of the things I’d get rejected but also just — I want to entertain myself in a way, because actually it’s such a — When you think about it from a normal lens, it’s such a dry, it’s such a painful experience. It’s such a subject that you are desperately trying to avoid. How can I have that in my mind which I can face it head on on a daily basis and be able to endure this? I’m like, “How about if I just try to be funny myself? I’m just going to have some fun. I’ll get rejected, I’ll just amuse myself.” 

That’s why you’ve got like all these pretty funny requests where I would ask for a burger refill after lunch. I would walk into like a pet store trying to get a haircut, like I were a dog. I would try to walk into a shipping store and try to send something to Santa Claus. I just want to have fun. 

What I found is somehow this turned into — The idea of I’m not taking myself too seriously and I’m having fun. Wow! That translates to how people kind of relate to you, not just my readers, but people I’m making request to. They thought it’s funny sometimes. When I think it’s funny, when I don’t take myself too seriously, when they reject me, the conversation never turns nasty. It doesn’t turn like — It’s always pretty pleasant, because people are going to feel the positive energy in you even they say no to you. 

I want to say that keep that type of humor and positivity in your daily work. It’s okay. It’s okay to have some fun when you make requests even at work, even try to make a sale, even entrepreneurship. I think that’s important.  

[0:47:30.9] MB: What would be as a starting point? Obviously you’ve got tons of examples, but for somebody who’s listening, we’ve challenges them to go out and get rejected. What’s a really simple maybe one to three kind of rejection challenges they can implement as soon as they finish listening to this episode? 

[0:47:50.4] JJ: Yeah. Like I mentioned this before. The number one thing, try to do something comfortable. Try something a little bit uncomfortable, but not outrageous. Text an old friend just to get back to them, just to get back and say, “Hi. How are you? I haven’t talked to you for a while. How are you doing? I’m doing this right now. Hopefully we can keep in touch.” Just do something like that. That’s the starting point. Then talk to a stranger. Say hi to someone. Give someone a high five. Be very happy. Smile at someone. Then buy something and ask for discount at a store. If you go to a store, say, “Hey, can I get a discount,” or maybe you’re like, “Hey, can I see your warehouse? Can I see what is out there? I’ve always wanted to — I’m always curious and I’m just wondering what’s out there. Can you let me take a peek?” 

These are the things that they’re not — They’re something you don’t normally do that’s not that 100% comfortable. Guess what? When you do that, it gets you out of the comfort zone and start getting you on the path of looking for rejection.

[0:49:02.6] MB: I think a kind of an important corollary of that is everyone has a different comfort level. So if texting an old friend is something that seems really kind of easy and seamless for you, don’t do that, and then say, “Oh! I did my rejection challenge for today.” You kind of have to tailor it to something that you feel a little twinge of fear. It has to be something where you say — You have to be at the edge of your comfort zone, and if you don’t feel that inside of yourself, then it’s too easy and you need to find a challenge that’s going to make you have a little bit that doubt, a little bit of that second thinking, “Oh, I don’t know if I should do this,” because when you’re there, that’s really where the magic happens.

[0:49:42.5] JJ: Absolutely. I think In the end, I will recommend people blend in these rejection requests that you can get rejection therapy, or something on your own. Invent your own thing. I just met this guy the other day and he just told me this amazing story that after hearing my talk, he did his own rejection challenge. He would go — He sat down in a coffee shop. He just write down, what are the 100 things that would take him out of his comfort zone, but also toward his goals? He wants to expand his business. He wants to find love. He wants to — He just want to get out of the rut. 

He wrote down his own challenges and he just did that once per day and a year later he’s like — He just doubled his business. He’s about to get married and he’s inviting me to his wedding. He was near depression. He was like in such a rut and he got this out of him, because he listed the things that will motivate him to keeping going. You don’t have to take suggestions from other people. Maybe you can list your own things. 

[0:50:55.5] MB: I think that’s great, and I love — We’ve talked about it already in this conversation, but you can do this as kind of a fun adventure, something crazy to kind of do in your free time, or you can align it with the goals that you have for your life, and that’s just as powerful and can end up creating some really amazing results. 

[0:51:15.1] JJ: Yeah, absolutely.

[0:51:17.3] MB: You shared another lesson, which is that if you look at some of the most impactful people in the history of last 100 years, people like Martin Luther King, people like Gandhi, Nelson Mandela, etc. All of these people achieve what they achieved because they had a powerful relationship with rejection and they were able to power through it and use it as fuel to accomplish their goals. 

[0:51:44.0] JJ: Yeah, absolutely. If you think this is where the ultimate level with rejection, whereas you embrace rejection. You know rejection actually means something good rather than doing something bad. We, in life, we’ll think rejection is something bad, something that we should avoid, and if you can just avoid rejection or minimize rejection you’re way into success, you’re are fooling yourself, because a real success that the people who really are not only successful in their own life, but also can change lives of other people, these folks didn’t do it by avoiding rejection, by trying to go through the easy route. The thing they are doing, the idea is they’re spreading they’re building. Some of the people hate them. Some of the people not only hate them, they violently hate them. 

In fact, the example of Nelson Mandela, he was put in jail for a long time. Martin Luther King Jr. and Gandhi, those people were assassinated. You cannot get any worst rejection than those, but that’s because they understand rejection doesn’t mean they’re wrong, because especially the stronger the rejection, that means the stronger the acceptance from the other side. If you can start up strong emotions from someone, that can mean you’ve got something. That means there’s the upset of those people, that people who strongly embrace you. 

Don’t be afraid of rejection. Don’t be like, “Oh, man. People hate this. I must be doing something wrong, or maybe I’m stupid. I shouldn’t do this.” Think about the people you are serving. Think that people will equally — Will embrace you with equal fervor. Think about those people. If they can find those people, if they can find your own tribe, you’re doing some amazing things for them.

[0:53:40.7] MB: For listeners who want to learn more, who want to dive in, who want to get some advice and start with things like rejection therapy, where they can find you and all of these resources?

[0:53:52.2] JJ: Yeah, you can go to rejectiontherapy.com. Since last year, I bought rejection therapy, I bought a domain, an intellectual property from the original owner, and now I own this. My goal and my life’s mission now is to make this — I want to make a lot more people use it. I want to turn this into a bigger movement so a lot of the people will share their stories with me, like this guy that I just met the other day. 

If you want to learn more, if you want to go experience this, go to rejectiontherapy.com, sign up with my blog. More important, I’m working on digitizing rejection therapy. I’m working on making this a mobile app, an interactive social mobile app where you could be challenged constantly with rejections, but also you will learn things from this app. 

I’m looking for testers. If you want to be a beta tester when I’m done with this app, you can test things out. You’d be one of the first users of this, go to my website and sign up. I think I have a popup where you can put in your name and email, then I will keep you updated with this new app I’m building.

[0:55:07.8] MB: Awesome. Jia, I’m a huge fan of rejection therapy. I love the work you’re doing. I really can’t emphasize enough how excited this kind of stuff makes me. I’ve done it in my own life. I know how powerful it can be. For anybody out there who’s scared, who is shy, introverted, has trouble making friends or being social, or who just wants to push their life to the next level, this is such an accessible, easy, simple way to get started with that, and I guarantee you, it changed Jia’s life, it changed my life. It’s something that you will find magic on the other side of it if you do it. 

Thank you so much for coming on the show and sharing all of these wisdom.

[0:55:50.6] JJ: Yeah, thank you, Matt. Thank you for doing what you do. Thank you for inspiring people, I guess, to be more successful to do better and to be more courageous in their lives. This is very important. I really appreciate you having me on here. 

[0:56:05.9] MB:  Thank you so much for listening to the Science of Success. We created this show to help you, our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story or just say high, shoot me an email. My email is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I love to hear from you and I read and respond to every single listener email.

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Next, you’re going to get an exclusive chance to shape the show, voting on guests, submitting your own questions to guests that we’ll ask on air, things like changing the intro and much more. Lastly, you’re going to get access to free guides including our most popular guide that we created based on listener demand called How To Organize and Remember Everything. You can get it completely for free along with another surprise bonus guide when you join the email list today. 

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Thanks again and we'll see you on the next episode of the Science of Success.


December 07, 2017 /Lace Gilger
Emotional Intelligence, Influence & Communication
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The Military Influence Training that Maps Out Human Weakness, Harnesses Confusion, and Triggers Obedience in Others With Chase Hughes

October 05, 2017 by Lace Gilger in Influence & Communication

In this episode we discuss the darker side of how the US military influences human behavior - we touch on brainwashing, reading human body language, creating Manchurian candidates, how this one psychological bias can convince strangers to murder someone more than 80% of the time, how to profile someone and search for their weaknesses, and much more with Chase Hughes. 

Chase Hughes is the founder of Ellipsis Behavior Laboratories and the amazon bestselling author of The Ellipsis Manual. Chase previously served in the US Navy as part of the correctional and prisoner management departments. Chase speaks on a variety of topics including brainwashing and attraction and frequently develops new programs for the US Government and members of anti human-trafficking teams around the world.

We discuss:

  • How seeing "how weak and vulnerable everyone was" transformed Chase’s worldview

  • Is it possible to create real world Manchurian candidates?

  • Why you’re grossly underestimating the work necessary to read human body language and understand human behavior

  • Why the typical strategies of influence won’t work unless you can profile and understand the individual - and tailor what you’re saying and doing to meet that individuals weaknesses and needs

  • One of the best things you can start doing every single day

  • Simple questions you can use to “disengage someone from autopilot” and break the pattern they are stuck in

  • How you can develop “FIC" to hack human behavior

  • Focus

    1. Interest

    2. Curiosity

  • The “RAS” - reticular activation system - constantly looking for things that are threats and things that are socially valuable

  • Social authority and perceived authority are more important than influence in shaping human behavior

  • How the Milgrim experiment fundamentally demonstrates the incredible power of the authority bias

  • The one strategy that can be effective influencing strangers to commit murder more than 80% of the time

  • The 5 key factors you can use to hack authority and trigger an “obedient” response

  • Dominance / ambition

    1. Discipline

    2. Leadership

    3. Gratitude

    4. Fun / sense of adventure

  • When we interact with authority we go through an “agentic” shift - our brain shifts responsibility for our own actions onto the person who instructed us to do it - you can make people take extreme behaviors if you get them to give YOU responsibility for their actions

  • Master yourself first before you can influence others

  • Master environment first

    1. Master your time - keeping a plan and sticking to it

    2. Master the mechanics of your habits

    3. Master your attention span

  • Tactics for mastering authority today

  • Express genuine interest in other people and make them feel INTERESTING not interested

    1. Remember the phrase - LEADERSHIP through SUPPORT

  • The people who think they are alpha males are usually NOT the alpha male - big dogs don’t feel the need to bark

  • The Columbo method - make deliberate social errors, be vulnerable, start with an insecurity - that helps open people up to influence

  • Chase offers a challenge to you - Talk to a stranger every single day. And once that gets easy, you have to push out your comfort zone even further.

  • The Texas crosswalk study - why wearing a suit makes you more likely to get people to follow you than wearing jeans

  • Why you should ask unique questions and do unique things

  • The 3 tools you can use to develop a profile of anyone

  • Social Weakness Chart

    1. Human Needs Map

    2. Behavioral Table of Elements

  • There’s no vaccination to being socially vulnerable - if you become socially invulnerable it makes you a nasty person - it diminishes your ability to connect with others and takes away your ability to feel empathy and anxiety for others.

  • Be completely real with your self, and with others, as it can help build more genuine connections

  • Trying to manage your own behavior and body language really starts to suck up alot of your own “CPU power” and Chase doesn't recommend it

  • How you can watch a video of an interview or interrogation - using this special tool - and decode the behavior and determine

  • Why a polygraph is usually no better than a coin toss and is typically biased against people telling the truth

  • How Conan Obrien can help you become a better human lie detector

  • Simple exercises you can use to start RIGHT NOW to develop an understanding of human body language and behavior

  • The concept of embedded commands and how you can use them to make a person have a thought without it being conscious of it

  • Confusion statements and embedded commands - they will go straight to the subconscious

  • Why you should ask yourself "What does this person like to be complimented on, what makes them feel significant”

  • And much more!

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Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

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SHOW NOTES, LINKS, & RESEARCH

[Book] The Ellipsis Manual: analysis and engineering of human behavior by Chase Hughes
[Website] Ellipsis Behavior
[Image] Behavioral Table of Elements
[Blog] THE NEW HUMAN NEEDS MAP - Ellipsis Behavior
[Article] THE MILGRAM EXPERIMENT by Saul McLeod
[SoS Episode] Why Co-Pilots May Ignore Instinct and Let A Plane Crash
[SoS Episode] Weapons of Influence Series

Episode Transcript


[00:00:06.4] ANNOUNCER: Welcome to The Science of Success introducing your host, Matt Bodnar.

[0:00:12.0] MB: Welcome to the Science of Success, the number one evidence-based growth podcast on the internet with now more than a million downloads and listeners in over a hundred countries. 

In this episode we discuss the darker side of how the U.S. Military influences human behavior. We touch on brainwashing, reading human body language, creating Manchurian candidates. How this one psychological bias can convince strangers to murder someone more than 80% of the time, how to profile someone and search for their weaknesses and much more with Chase Hughes. 

I’m going to give you three reasons why you should join our email list today by going to successpodcast.com and signing up right on the homepage. First; you’re going to get an awesome free guide that we created based on listener demand. It’s our popular guide called How to Organize and Remember Everything, and you can get it completely for free along with another sweet surprise bonus guide by joining our email list today.

Next; if you join your email list, you’re going to get an email from us every single Monday, called Mindset Monday. It’s a short list of articles, videos TED Talks and ideas that have us fascinated and excited about evidence-based growth. Lastly, by being on the email list you get a chance to shape the show. Vote on guests, questions and even changing things like our intro music. When we launched our new intro music a few weeks ago, listeners like you on who are on the email list voted on it and that’s what we picked. 

Remember, you can sign up for the email list now by going to successpodcast.com and signing up, or if you're on your phone and you can’t get to it right now, just text the words “smarter” to number 44222. That’s “smarter” to the number 44222. Don’t make me use some of these influence tactics to get you to sign up. 

In a previous episode we looked at the question of human influence from a lighter angle. Surprisingly, with an FBI spy recruiter had hacked evolutionary psychology to learn how to change anyone's behavior. We discussed the five steps for strategizing trust. How to get someone's brain to reward them for engaging with you, the vital importance of self-awareness, the how are not keeping score and much more with Robin Dreeke. If you want to get more information on the lighter side of influencing others, listen to that episode. 

Now, for the interview. 

[0:02:41.4] MB: Today, we have another fascinating guest on the show, Chase Hughes. Chase is the founder of the Ellipsis Behavior Laboratories and the Amazon best-selling author of the Ellipsis Manual. He previously served in the U.S. Navy as part of a correctional and prisoner management department. Chase speaks on a variety of topics including brainwashing and attraction and frequently develops new programs for the U.S. government and members of antihuman trafficking teams around the world. 

Chase, welcome to the Science of Success. 

[0:03:10.8] CH: Thanks, Matt. It's good to here. Thanks for having me on. 

[0:03:13.4] MB: We’re really excited to have you on here today. For listeners who might not be familiar with you and your story, tell us a little bit about your background and the world that you come for. 

[0:03:21.6] CH: I’m in the military and I grew up in the military pretty much. I went to military school when I was a kid, and around the age of 19 I had this kind of epiphany experience to where I finally got the realization that I didn't really get human behavior and it was at a bar. I went home that night and I remember spending hours on Google just s printing out every document I could find. I just went on there, I typed in how to tell when girls like you. That was the catalyst that served for me learning all of these and just kind of getting so deep into this. 

[0:04:03.4] MB: You've obviously gone very, very deep in this. Tell me about —You named your book the Ellipsis Manual. Why ellipsis and what does that mean? 

[0:04:13.2] CH: We chose to name the company ellipsis, because I think it’s a grammatical or punctuation symbol where you have the three dots. The meaning of that is just removed or omitted language or language that isn't there. I also just thought it sounded cool. We use that as a company named just it because it kind of has a little cool back story to it. 

[0:04:36.8] MB: You mentioned that you kind of started going down this rabbit hole by Googling how to tell if women were interested in you. I find that really fascinating. Pick up and that kind of associated world is something that I've done a little bit of research and digging on and it's amazing all of the different kind of behavior patterns and things that you can really pick up. Tell me a little bit about how that informed your journey into understanding a lot of the nonverbal elements of human behavior and how to kind of design and engineer human behavior.

[0:05:08.7] CH: When I first got started in doing body language reading, it was very revealing, because I spent a lot of time on it and it. It got to a point where at first it's depressing almost at the beginning because you just see that every human being is suffering in one way or another. I think that we’re all suffering so much that seeing the way that someone hides their suffering is usually the most powerful and revealing piece of information you can get. 

After that period, it kind of just humanizes everybody to the point where you can see those weaknesses or those fears or insecurities and is not a point of looking down on so on, because you can see all that. It's a point of just that guy is just like me. That guy who used to be threatening is just as scared as I am in the situation, or just as flawed as I am. 

Seeing that was just a huge eye-opener for me that changed the way I see people forever. I wanted more of that, and it's very addicting especially when you really dig into it and spend some time learning behavior. It got to the point where I started social profiling and behavior profiling, and then I got into conversations into how to analyze what people are saying. Then it got into the hypnosis aspect of it, and then it got into behavior engineering and then interrogation started coming into it that kind of intertwined with some stuff I was doing. It was just kind of along a snowball effect of information that all kind of revolved around the main theme of trying to discover how vulnerable all of us are. In the end, it's kind of scary to see that we all walk around thinking that we've got some kind of firewall mechanism or some kind of antivirus systems to where we know BS when we see it, but we don't. Just seeing through the development phase, like just seeing how weak we all are or how vulnerable we all are is a truly shocking revelation. 

[0:07:32.8] MB: Tell me a little bit more about that. When you say seeing how weak and vulnerable everyone is, what does that mean and how did you come to that conclusion? 

[0:07:41.6] CH: I wanted to see with persuasion. I wanted to see how far we could go. I thought like the end, like the greatest thing — This was maybe 10 years ago. I thought the greatest thing that we might be able to do this by creating a Manchurian candidate in real life. It turns out it's been done before in a much different way where they used drugs and all kinds of dangerous stuff, but I thought maybe that there is some therapeutic applications of that. Maybe we could work on depression or even schizophrenia with that kind of stuff. Going through that with the vulnerability aspect that you just asked about, I specifically mean how we can be talked into doing things that are not in our best interest very easily. 

[0:08:31.4] MB: Give me an example. How can somebody be either sort of manipulated or hacked into doing something that's not necessarily in their best interest? 

[0:08:40.9] CH: A good example would be if you look up people that are hypnotist bank robbers that go up to the bank and use some really just preschool level skills. Of course, the guy might be really suggestible behind the counter, but I think an example of that would be you talking someone into doing something against their will, like buying something or going home with someone or using the skills for a business negotiation or at a job interview. 

[0:09:14.9] MB: I want to dig in to specifically some of the tools and strategies around how to engineer that type of behavior. What are some of the tactics that you’ve seen from your research, from your work in the military engineering human behavior that can help people either recognize when someone is trying to do that to them or use some of these strategies to influence others? 

[0:09:39.7] CH: Sure. I can give you guys some basic ones. I want to touch on this real quick if you don't mind me going off a little bit here, Matt. When we see like one of those articles online about learn body language quickly, or like quick tips to do X, Y, and Z, I think a lot of us grossly underestimate how much work is usually involved in mastering something or being really good at something. 

If you take a piano for example, there's plenty of videos on YouTube where you can just walk through a song. You know what I’m saying? 

[0:10:15.3] MB: Yeah. 

[0:10:16.3] CH: To where you could just walk through a song and you might be able to maybe impress a few people for 30 seconds at a party, but to get really good at this you'll need an investment and time. One of the things that I always kind of compare this to is like the first level would be like the paramedic. He knows some basic skills just enough to kind of be dangerous, and then you have a nurse who studied for several years, then you have a doctor who studied this in depth. Way down at the bottom, underneath the paramedic, you have the guy who watches like Gray’s Anatomy and thinks he's a doctor.

I think that just estimating how much time it will take is usually if you think it’s less than a year to get really good at this stuff. I would say more power to you, but this stuff is incredibly complex and it’s far more complex than a piano. In fact, if you can imagine mastering a piano and then every time you sat down at it, the keys were in different places. That’s kind of where we’re at with just basically human behavior engineering. 

With body language and behavior profiling, that's what makes the difference between really being able to influence someone and just knowing a few tricks, because if you read any influence book nowadays they’re going to give you all these methods that are supposed to work for all people, but every single person that you talk to is different and is fundamentally different from the core of their being. If you can't see that and you can't profile that and kind of tailor what you're saying and doing to meet that person's needs or their fears or weaknesses, whatever you’re trying to do with that person, you’re going to get some really basic level of success. That's why we tried to integrate every single part of this, every aspect inside of the ellipsis manual to be able to get that engineered scenario to where you can create an outcome that you'd like. 

For your listeners specifically, I would say one of the main things you need to start doing every single day is disengage people's autopilot response, and the autopilot response is basically the roles that we play or the hats that we put on. If you’re at work, you have a workout on and you talk to people as if you’re at work. It’s going to be completely different than the way you talk to your wife. It's going to be completely different than how you talk to your kids. 

We change roles throughout the day, and once we get into a roll, our neurons that have kind of connected for that role start to fire in sequence there just to where everything is kind of automated and we’re not really paying much attention to what's going on. When someone is in autopilot, it’s usually a role. So like an employee and a customer, that's one that you’re probably going to encounter every single day. 

I would say breaking someone's autopilot is the most fantastic way to start capturing that focus and the attention that you’re going to need, and breaking autopilot can be done with anything that breaks them out of their mental state. If you're getting a coffee at Starbucks and you ask really quickly which direction Northeast is, just to make them start — They've never been asked that question before. They start going internal to their head and they kind of break out of that employee mode for just a few seconds, and then you start doing what we call FIC, which stands for focus interest and curiosity, which you want to develop in sequence. A really good technique for developing focus is just talking about focus. 

Does that make sense? 

[0:14:06.9] MB: Tell me more about that. 

[0:14:08.8] CH: Okay. I didn’t know how far you wanted to go in here. 

[0:14:10.7] MB: Yeah. No, I want to dig in. I want to learn a lot. Tell me about FIC and tell me specifically about how we can kind of cultivate each of those pieces. Then I still want to drill down a little bit more as well and kind of how we can break someone out of a pattern. 

[0:14:24.4] CH: Okay. FIC is focus, interest and curiosity. The first part of that is focus, and the easiest way to establish or get someone to start focusing on you is to have authority. I know you wanted to talk about that, and this would be a great segue to that. 

[0:14:42.1] MB: Perfect. Let’s dig in to authority and then we’ll come back to FIC. 

[0:14:47.0] CH: Great. Let's talk about focus. The main way, the number one way that human beings start to focus on something or view it as important is when someone has authority. Authority is probably the most important thing that you can possibly master. There's a thing in our brains called a reticular activation system or the RAS, which is kind of like a precursor to the fight or flight response. This RAS is consistently looking for threats, things that are threatening to you or things that are socially valuable. If you're in a doctor’s office, all of your attention is going to go to the doctor. If you get pulled over by police, all of your attention is going to go to that person. If you're sitting in a restaurant and George Clooney walks in and starts talking to you, all of your attention, no matter what you were doing is going to go to George Clooney. That has to do with social authority or perceived authority.

My goal is to try to convince your listeners that authority is more important and more effective than influence. The main reason being that — Are you familiar with the Milgram Study? 

[0:16:03.0] MB: Oh, yeah. Definitely. 

[0:16:05.0] CH: Okay. Just for your listeners who haven't heard of this, this was done at Yale University. It was by a man named Dr. Stanley Milgram whose parents were refugees from the Nazis. He came to America and he did this study where a guy walks into a room and they say, “This is a learning experiment. There's a guy with a lab coat on and they're taking down notes on clipboard,” and he says, “You’re going to shock this guy in the other room,” and every time he gets this set of words wrong so to speak. 

The guy goes in the other room, gets hooked up to a shocking machine and this other guy who’s being experimented on is sitting there, he’s supposed to shock this guy on the side of this wall every time the guy gets words wrong. Td the guy just keeps repeatedly doing it and the guy continues to ramp up the voltage in accordance with the instructions of the guy wearing the lab coat. It turned out that almost 80% of the people who did this experiment shock the person on the other side of the wall to the point of death. To death. Social psychologist, before the experiment was conducted, estimated that .011% of people would shock someone to death, and it was almost 80%. 

A lot of people got some stuff out of that and they got a lot of scientific research out of that, but I took away something completely different. Of course, they got away like people who say, “I was just following orders,” like a lot of Nazis did after they're brought in front of a tribunal for war crimes. 

Think about the authority aspect of this. A guy just standing there in a gray lab coat tells you to shock another human being to death and you do it. Stand up and leave, you don’t protest. Of course, everyone — 100% of people would say, “No. I would never do that,” but then 80% of people do. 

A man with no medical name tag on, he has no identifying marks other than he’s just wearing a tie and a lab coat and he's uttering phrases, he’s not ordering anyone to do it. He just speak in phrases like it's important that the experiment continues or it's important that you continue. Just little phrases like that. 

Let's go back to influence and contrast these two things together. With influence, it might take you two hours to talk somebody into buying a new car per se. A guy in a lab coat in less than 45 minutes suggested that a stranger kill another person and they did it. 80% of people, which is better than most sales numbers. That's with no neurolinguistic programming. No hypnosis. No Robert Cialdini influence methods. None of that, and you just have that tiny bit of authority, just that perceived social authority. The guy was a nobody, he was just a volunteer who was an actor. Just that is enough to convince a stranger to commit murder, that tiny bit of social authority. 

[0:19:18.5] MB: That's fascinating. The Milgram experiment obviously is one of the kind of groundbreaking and fundamental experiments in psychology. For listeners who wanted to get it, we actually have a previous episode which I’ll link to in the show notes where we go super deep on the authority bias. I'm curious, tell me what are some — You write about and talk about the idea of hacking this sort of authority and how we can create it. What are some of the factors that we can use in order to hack authority? 

[0:19:45.1] CH: There are five basic qualities that dictate authority, and one of them is interchangeable. I’ll give them to you now. There are dominance, discipline, leadership, gratitude and fun, or just having a sense of adventure. The first one, dominance, does not mean being domineering. You can be dominant and still be completely supportive and nice to everyone around you. It's a common misconception that you have to be mean or serious all the time in order to be dominant. You can be a really fun person and just be a natural leader. 

The only thing that dominance can really be replaced with is ambition. If you think about like a starving artist who is opening a new art gallery or something like that. That's the only thing that we found that can be replaced. Those five qualities really dictate whether or not other people will respond to you, and especially the opposite sex. Whether or not you will have that automatic kind of obedient response, and it’s not necessarily an obedience response. What happens when we get exposed to authority, we go through what Dr. Milgram called an agentic shift. While this shift is taking place, our brain actually shifts responsibility for our own actions on to the person that's telling us to do something. That is profound, and I think a lot of people really look over that piece of information when they read the research. A person makes a shift to where they no longer feel responsible for their actions just in the presence of someone they think might be an authority figure. 

Developing that level of authority takes time and I it’s hard for me to get that point across to my students sometimes that somebody will come up and say, “Hey, man. I want to fly out there and do training with you for a few weeks.” Somehow they’ve got all the money to do that, but they're the type of person who's got a pile of dishes in the sink. They’ve got clothes piled up in their bedroom. I know for a fact this guy does not make his bed every day. He doesn't even trim his fingernails. He doesn’t even have his own wife together and he wants to come and learn how to take control of another human being. 

You have got some master yourself first, and with the students that I teach for private coaching, we have a few steps that you need to master environment first if you're trying to get this authority. It has to start with the environment. It has to start with cleaning your house, living in a clean place, hanging out with good friends, then mastering your time, keeping a planner and really sticking to it and starting to learn how to discipline yourself into habits, because discipline only needs to last long enough to get the habit done, and then you’re good. Then you can kind of cool off a little bit. You just only do one at a time. After you master the environment, then it becomes mastery of time, and after time you start to master your mechanics every day. What you're studying and mastering your attention span. You pick one thing to do every day. Today I’m going to study whether or not people are breathing from their chest or their stomach. Today I’m going to watch pupil dilation. Today I’m going to do X, Y and Z. 

Developing the authority is almost more important than learning any kind of influence method. I know a lot of people really are into influence and they’re into learning sales, but if you don't have that authority or you basically don't have your “shit together” you won't get the results you want. 

I would like to suggest if your listeners could just try this on for a month or two, that the results you want socially, the results you want from other people, especially when someone’s into studying influence, those things start to happen as a byproduct of you just making your life better and starting to master authority. 

We have one chapter in the Ellipsis Manual called authority, and it talks about this and it’s got a step-by-step system and it’s got a bunch of ways to kind of hack it. I'll give you a couple here if I'm not droning on too long here, Matt. 

[0:24:19.4] MB: No. That’s perfect. I'd love to hear some of those strategies. I think that’d be great. 

[0:24:23.3] CH: Okay. If you just want to start mastering authority today, start to express genuine interest in other people and make them feel interesting, not interested. Find out what they're excited about and remember the phrase leadership through support. Leadership through support. You have to make the other people understand that you are genuinely interested in them, and that level of interest will start to help you get more comfortable with having authority over other people. 

Because as soon as someone who’s new or just start studying this, they get that first taste of authority or somebody completely goes into the agentic state in front of them. It makes people immediately pull the plug and start to back out. It's a strange feeling, especially when it's your first time. Not necessarily having control over another human, but having that authority for the first time is strange, but it addicting, so it’s a good thing especially if you have good motives and you want to help others.

I would say especially with people who are the alpha male types who I would not describe as alpha males, but the people who we think are alpha males are usually not the alpha males. They’re the ones who want people to think they’re alpha males, because it’s usually the tiniest, the smallest dogs that barks the most. The Chihuahuas always worried about getting attacked, and the giant dogs don't really feel the need to bark. 

Dealing with those type of people, try what we call the Colombo method. I don’t know if you're familiar with that show, Matt. 

[0:26:08.7] MB: Yeah, the old detective show. 

[0:26:11.7] CH: Yeah, it is fantastic. I would say that is the point where you need to make some deliberate expression of insecurity. Then you can still have authority and you can still make deliberate errors, like maybe look insecure on purpose or make a deliberate social error, like your shirttail is hanging out or something like that. Those people need to feel dominant at the beginning of a conversation in order to relax. 

It works the same in an interrogation room. If I paid a police officer to yell at me like I was in trouble as I was walking in the room or I tripped on purpose or had a giant coffee stain on my shirt. It depends on who you're talking to. I would say start working on yourself immediately. That is going to be the game changer for you. We tend to seek things outside of us. All of these stuff we see on the Internet, we think the products or the things are going to make us better, but I strongly encourage your listeners to start from the inside out, especially when you're learning influence. That will help you basically to talk to strangers every day. I think using that level of social skill, you should be talking to a stranger every single day. You should make it a goal to discover a fact about a stranger in your area every single day. 

[0:27:38.5] MB: I love that strategy, and something that I'm a big fan of is kind of the idea or rejection therapy and the whole notion of constantly be sort of putting yourself out there failing, talking to people, pushing your comfort zone and even something as simple as talking to a stranger every day can be a great way to start to get outside that comfort zone and work on your ability to interact and connect and talk to people. 

[0:28:02.1] CH: Absolutely. I think the conference zone thing is really what's going to hold people back, and starting a conversation starts to get easy, then you need to take it to the next step, because you’re back in your comfort zone once it becomes easy. Then you need to start going further. 

[0:28:18.6] MB: Yeah, it's so key. As soon as it becomes easy for, you need to find kind of that next challenge and start pushing through the resistance. 

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Going back to these five key factors that you can use to hack authority, we got dominance, discipline, leadership, gratitude and fun/sense of adventure. Tell me about — I guess is leadership kind of encapsulated in authority as well or is that sort of a separate piece of the puzzle, and then what about gratitude and fun? I think those are kind of surprising things to see on a list of hacking social authority. 

[0:30:40.6] CH: I think that gratitude and self-discipline are both extremely contagious and they're both extremely visible on your body. Somebody else might call it energy, and I don't profess to know how. It just beams out of you, but it really does. You can tell when you meet somebody that's really got their stuff together. It just shines through everything that they do. It almost puts every person into kind of a followership role to where they want to keep experiencing that. Leadership and authority are very, very closely related. Authority is something you want people to perceive and leadership is something that you're doing internally, the thought processes that you have. 

[0:31:31.0] MB: What are those internal thought processes behind leadership? 

[0:31:35.7] CH: I would say the number one thing you can do is just continually ask yourself how can I lift this person up or these people up. The authority would be a natural byproduct of having your stuff together and just managing your life. 

[0:31:54.4] MB: Essentially, and tell me if I’m misunderstanding this, but essentially the idea is that if you have your life together, if you're firing on all cylinders, you’re having fun, you’re grateful, you have kind of positive energy beaming out from you, you’re organized, you’re getting things done, that sort of state naturally puts people around you into a mode where they defer to you almost or feel like they want to do what you tell them to do. 

[0:32:23.2] CH: Yes. We’re got a huge section on there on how to kind of hack that for lack of a better term. That definitely makes the agentic shift start to happen. Just as an example of this, how looks matter. They did a crosswalk, what they called a crosswalk study in Texas and this was decades ago. It’s been repeated several times, but this guy in a blue jeans and t-shirt in a downtown area, busy traffic, decides to break the crosswalk signal and just — Of course, the street is open, like there's no cars coming, but he goes against the crosswalk signal that tells him not to go. A couple of people follow him, and the same guy goes back to his apartment or wherever and changes into a really nice business suit and decides to break that crosswalk and go ahead and cross the street. The chances of people following him were increased by 89%, just because of his clothing. Just changing your clothes or changing that guy’s clothes made people break the law where they otherwise wouldn't have. 

[0:33:34.8] MB: Fascinating, and that's a really good sort of crystalline demonstration of the idea that even simple shifts in the way that people perceive you can lead to massive changes in the way that they react to you and their behavior. 

[0:33:49.3] CH: Absolutely, and it's not just how they perceive you just your clothing. You will, once you start getting that self-discipline, and you’ve got your social skills all these stuff start to get handled, you will walk differently. You don't need a tactic anymore. You don’t need conversation starter tactics anymore. Once all of these stuff happens and once you get those five qualities kind of hammered down, everything else starts to become a byproduct. The success is a byproduct of having that stuff figured out.

[0:34:19.4] MB: Let’s go back up to the concept of a FIC that you talked about before and how cultivating focus, interest in curiosity are keystones of hacking human behavior for lack of a better term. How does authority tie back into that? 

[0:34:35.2] CH: Okay. Authority activates that reticular activation system we talked about, which starts the beginning processes of interest. When a person becomes interested, that is when you would start to ask a really unique questions, you’d start to do something that is just unusual that they don't see all the time, even if you're asking them for help on a setting on your iPhone. 

The authority gives you permission to do that to where another person asking the exact same question with the exact same words won't get away with that. They can't get away with that. They don’t develop that interest. The curiosity — Imagine if you're saying, ask them what kind of book they like, and as the person talks about the book they like you respond with its incredible how easy it is to just become so captivated. When you say captivated, you touch your own chest. Like you're pointing toward yourself and completely get lost in something and you point at yourself one more time. You say the whole entire world around you just completely disappears. This is a very crude example here, but I want to give you the nuts and bolts so it makes sense. 

Everything around you just kind of disappears and you gesture away from yourself, and that would start to establish the curiosity. With the curiosity, if I asked you what kind of book was your favorite or what book did you really, really get totally wrapped up in. I'm literally sending electricity to all of those little memories and triggering them and getting them warmed up. I'm not even saying anything. You're doing most of the work, and this is just the first maybe 10 to 25 seconds of the conversation.

[0:36:21.5] MB: What happens after that? 

[0:36:23.1] CH: There is a very long process here depending on what you want to do. Then you would start to develop a profile of the person that you're speaking to, and we have three tools that we made for that. One is a social weakness chart based on who you’re talking to. It'll illustrate what type of weaknesses they have that you can either speak to or choose to avoid to develop a deep rapport. Then we use a human needs map. There's only seven needs on this needs map. If you can identify these needs, it will also identify fears and insecurities for that person. The needs map is publicly available on our website. It's on just Google images or wherever you want to look for it. Just type in Ellipsis needs map. Finally, with that profile development, you’re using the behavioral table of elements for seeing the effectiveness of your methods.

[0:37:14.8] MB: I want to dig in to each of those. Tell me about, when you say social weakness, what is a social weakness. What does that mean? 

[0:37:22.9] CH: A social weakness might be a fear of abandonment, a fear of public judgment or a fear that you will be emasculated in front of a large crowd. That would be a social weakness, and those are typically personality weaknesses we have that involve something being witnessed by multiple people.

[0:37:42.9] MB: And is this something you think that everyone has social weakness or only certain people have them? 

[0:37:47.7] CH: I think we all do. I think we’re hardwired to have social weaknesses that kept us in line 10,000 years ago when we’re kind of a nomadic tribes people, the average tribe was around 60 to 100 people. If people had no social consideration for what’s going on, they probably get killed pretty fast. 

[0:38:09.4] MB: Do you start out when you're kind of going down this journey, do you look at yourself and figure out what are my social weaknesses? 

[0:38:15.9] CH: Oh, yeah. Man! I dug into it really — It was a dark place, and I started seeing everything that I was doing. Of course, I got to work trying to fix everything and finally I got to the point where a lot of people ask if I manage my body language and I control all of these blinking and breathing and all that, like, “No. I made the choice to just let go.” 

[0:38:45.5] MB: For somebody who's listening that maybe wants to drill down and understand their own social weaknesses, what are the strategies or kind of exercise you might recommend to peel back the layers and start to understand what your fears are and how those are driving your behavior. 

[0:39:01.7] CH: Oh, yeah. I would say definitely use the needs map. If you don't have the Ellipsis Manual with you, the needs map, you can download, just put it on your phone. Have your friends go through the needs map and pick out what your needs are, and then you can look at that social weakness chart which has the needs associated with fears and insecurities and you can start to just go to work on all of that stuff. 

I would caution a lot of people that when I first started I thought if I worked on those needs hard enough, like I would just be a human that’s free of needs, like some enlightened Tibetan monk. It doesn't work like that. There's no vaccination to being socially vulnerable to other people. In fact if you become socially invulnerable to people it will just make you just a nasty person in general. 

[0:39:55.4] MB: Why is that? 

[0:39:56.5] CH: I think it diminishes your ability to connect with others and it takes away your ability to feel empathy and nervousness for other people during conversations. 

[0:40:07.8] MB: In many ways, being foldable and having these weaknesses are things that you can use to your advantage. 

[0:40:15.1] MB: Absolutely, I think being vulnerable isn't some tactic you could apply, although it's in the book. There's part of the book that tells you how to make confessions to other people about small little things that make you seem like a more caring person. I would strongly suggest that you just be actually vulnerable and say what's really going on and be completely real especially with your own self, so you’re not hiding anything. 

Not only just so you're a good person, but trying to hide stuff and manage her body language or manage any part of your behavior really starts to suck up some of your CPU power, so you're paying less attention what's going on, you’re paying less attention to your ability to influence the other person and you’re just kind of — You’re running on fumes at that point when it comes to your ability to influence, because you're managing herself so hard. 

[0:41:13.8] MB: You also talked about having your friends go through the needs map and figure out what your needs are. Why would you recommend doing that as supposed to doing it herself? 

[0:41:22.3] CH: I think like the old quote, “A fish under water and a man unto himself,” where I think we’re blind to a lot of our own idiosyncrasies, I’ll call them. I think our friends especially we’ll be able to pick them out faster than we can ourselves. I know my friends absolutely good. 

[0:41:42.9] MB: That’s a great quote, and I think it's such a true statement that often times it's so hard to see our own predicaments with the same objectivity that we have when we look at a friend coming to us for advice even if it's kind of the exact same scenario. 

[0:41:58.6] CH: Absolutely. 

[0:41:59.8] MB: Let's dig in to you. You touched on the behavior table of elements, and we talked about that before the interview began, but we haven't really dug in to it in this conservation. I found that to be one of the most fascinating concepts and pieces of the book. You go through everything from having your hands in your pockets, to whether your legs are crossed, the tilt of your head, your lip retractions, so many different elements. How do those all factored together, and what is that behavior table of elements and how do you use it in the work that you do? 

[0:42:31.1] CH: I originally designed this thing. I’ll give you one to put in the show notes. This thing looks like the periodic table, and we designed it to be a reference guide so people watching a video of an interrogation would be able to break down the lies that we’re told, the insecurities every time a person reached like a critical point where we knew they had more information. This thing kind of makes it into a universal or semi-universal grading system to where on the top of the behavior table you have the top of the head, on the very bottom you have the feet, and there's two rows that are disconnected that take place outside of the human body. 

Every little cell where you would see like tungsten or copper or nickel or something like that, every one of these cells is a different human behavior and they all have different deception ratings on them, and this is not that anyone gesture means deception, but a group of behaviors can mean deception. From the left to the right side of the table, it goes from least deceptive, or let's call it least stressful to the right side, which is the highest stress. 

[0:43:54.0] MB: There's a ton of stuff on the behavioral table developments. I’m looking at a copy of it right now. How did you come up with all the different pieces on here and how do you practically implement it when you're using it yourself? 

[0:44:08.0] CH: The bibliography for this thing alone was astounding. I went through a lot of research to make sure this was culturally relevant. Some of these I wanted to see like the no gesture is less common in Belgium when we shake our head no. 

All of the cultural implications had to be included in there, because I’d know where an interrogation was going to be taking place. The way that we put this together — I laid all of these stuff out in my living floor on little notecards and that was probably three years of going through these notecards and building the research. Every night I’d just pile them up and put a rubber band around them and the following morning I’d lay them all back out again and continue with the research. It was a long process. 

[0:45:03.5] MB: Using a tool like the behavior table of elements, for somebody that’s listening, how could they take this which is a very information-dense document and apply it or use it in their day-to-day lives? 

[0:45:17.2] CH: We found out a lot of people are doing that and it was never in my head that this would be a body language training tool, and it’s become one. With the evolution of the table, it started to become a training element for a lot of law enforcement teams and a lot of interrogation teams around the country. Basically, just reading through the behavior table and then reading through the book about every single gesture and then using that to either conduct post-analysis, so you go through your day, you take a bunch of notes on what you see your coworker is doing and then you want to go home and look up what it was, or you watch something on YouTube or you watch somebody who's like a suspected murderer get interviewed on a news television show and you go back through that video and start looking at the behavior table to figure out whether or not there was deception involved in the interview. 

Eventually your ability to see the table and see behavior at the same time starts to become a kind of like speaking a language, and this thing is just ultimately designed to be a quick reference for behavior now. It's got everything you could pretty much see another person do and you can locate it on here without knowing the meaning of what it is. You can tell whether it's deceptive, whether it's not deceptive or whether it's associated with being happy or sad or all kinds of other emotions. 

[0:46:49.6] MB: Is it possible to using a tool like this determine if somebody's lying? 

[0:46:54.6] CH: There is nothing that’s a hundred percent, and a polygraph is usually no better than a coin toss and is actually biased against people that are telling the truth. This gives you a fairly good estimation from what I've seen so far that it is accurate especially in interview situations and where there is a genuine conversation between two people. If it's one person talking to a group, it's probably 10 times harder to detect deception anyway. This really gives you the edge as far as profiling tools and lie detection tools go. This is probably your best bet. 

[0:47:39.1] MB: I think I remember you talking about a possible strategy for using something like this behavioral table of elements to hone your own ability to detect stress and potentially deceptive body language would be to watch interviews on YouTube and kind of seeing when guests react a certain way and jot it down, kind of go back and look through your notes and determine what you think they may or may not have been lying about. 

[0:48:06.5] CH: Absolutely. I was talking to Jordan Harbinger and I told him one of the videos that we really like to use in our training scenarios is videos of Conan O'Brien interviewing walk-on celebrities, and Conan has this incredible ability to just produce that just high anxiety, socially awkward situations on to people and the body language of on the right side of the behavior table, the more stressed-out body language starts to really ramp up with those interviews and it's really apparent. If you're just looking to spot stress and deception, Conan O'Brien is a fantastic place to start. 

[0:48:51.5] MB: Zooming out a little bit, and we talked about this earlier. I know what a long journey it can be really master a lot of these ideas and tools and truly understand the complexity of human behavior and try to decipher body language and understand what it means. For somebody who wants to just start out and kind of slowly begin internalizing a lot of these mental models, how would you recommend beginning the journey of studying human behavior and starting to build this knowledge? 

[0:49:25.7] CH: For that I would say grab a body language book. It doesn't have to be the Ellipsis Manual. I would recommend it just because you can flip to a number really quick that’s on the behavior table, but in the beginning you should spend several weeks, especially somebody that's beginning, if you have the time, you should take the time to just to observe behavior on its own without trying to interpret it, without trying to make meaning out of it. It’s like this person is crossing their arms. It doesn't mean you automatically assume they’re being defensive. It doesn't mean you think about the temperature in the room, whether or not the person is cold. Just notice that they do it. Just start to become mindful of the behavior, and then once you're mindful of the behavior, you watching behavior starts to become an unconscious process. Then work on the next conscious chunk. Then you’re going to start interpreting some of that. Then once you start interpreting most of behavior, it kind of becomes an unconscious thing. Ten grab the next piece. Then start with lie detection. 

I would say only focus on one jam. Use your conscious mind over and over again to jam a habit into your subconscious. Then once it's in there, boom, start on the next thing, which would be lie detection, behavioral profiling, deception or the influence stuff that we talked about in the Ellipsis Manual. 

[0:50:47.5] MB: I think you touched on this earlier, but one of the concepts that I was really curious about is the idea of embedded commands. Tell me a little bit more about that. 

[0:50:55.3] CH: On embedded command is something that was — I don’t want to say invented, but it was kind of made popular or conceptualized by Richard Bandler and John Grinder. Those guys are the founders of NLP, and embedded commands are a hidden command that's kind of couched inside of a sentence and it's designed to make a person start to take action or to have a thought without it being inside of their conscious awareness. 

I wouldn't say like if you mixed up like a confusion statement. Are you familiar with those? 

[0:51:34.1] MB: No, I’m not. 

[0:51:34.9] CH: One of the things that — Like to go to weapon that I teach for days at a time is how to use confusion and conversation. When you confuse a person, you can also throw an embedded command immediately after that and that goes directly to the subconscious part of the brain processing center. 

The theory with confusion is that a person that's drowning will grab onto the nearest solid object that touches their hand. Does that make sense? 

[0:52:06.0] MB: Definitely. 

[0:52:07.2] CH: With confusion, your brain is trying to make sense of what's going on. It’s trying to process a statement that is kind of confusing, and it will accept the first thing that it hears. I would say you can use embedded commands at any time, but they are 10 times more effective when you mix them in with confusion. 

An example, a confusion statement would be what is the difference between not thinking and realizing what you aren’t thinking about? 

[0:52:37.5] MB: That’s definitely confusing. 

[0:52:39.2] CH: Okay. On the end of that, so let's throw a small leading statement followed by an embedded command. This is an extremely powerful phrase right here if anybody wants to write it down. Are you ready, Matt? 

[0:52:53.3] MB: I’m ready. 

[0:52:54.5] CH: Alright. What's the difference between not thinking and realizing what you aren’t thinking about? Everyone knows the real difference is in choosing to let go and allow the world to spin or just surrendering and becoming in control of yourself. There were a couple of embedded commands in there and a lot of people say you're supposed to say the volume louder or supposed to space them out a little bit. It doesn't matter. 

[0:53:17.6] MB: I kind of felt when you said that like the first phrase obviously is very confusing, and then after that I was like, “Yeah, that didn’t make a lot of sense, but I'm going to go with this let go thing, because that makes sense and that’s like the next thing that he said.” 

[0:53:31.3] CH: Yeah. That would be a phrase that you would throw out there for somebody who was into yoga or something like that. If some into golf, I would throw a little golf metaphor with the exact same let go phrase. The only time you ever suck at golf is when you don't really let go. Does that make sense? 

[0:53:50.8] MB: Yeah. It definitely makes sense. 

[0:53:52.4] CH: Okay. That’s an example of an embedded command for anybody that’s not familiar with it. 

[0:53:58.5] MB: What would you use an embedded command for? 

[0:54:01.0] CH: You can use them for anything. An example for just the beginning of a conversation, if you said it's just really hard to focus right now. Focus right now is an embedded command, and you can maybe say it louder. That starts to get the subconscious mind in the direction that you’re trying to push it at the end of your outcome or whatever goal you're trying to achieve.

[0:54:25.9] MB: Got it. I think that makes sense. For someone who wants to drill down or maybe integrate some of these confusion statements into their strategies of influence, is there a resource or a way that they can kind of come up with or create more of them? 

[0:54:44.2] CH: Oh, man! There is a formula to do it inside the Ellipsis Manual, and I think there's like 20 or 30 examples there. 

[0:54:51.5] MB: Awesome. We’ll make sure to have obviously all the resources you talked about, the needs map, the behavior table of elements, everything in the show notes and links of the book as well. For listeners who’ve been listening to our conversation, want to start somewhere simply and easily, what would kind of one piece of homework that you would give to them be to just begin down this journey? 

[0:55:13.8] CH: For the next week, ask yourself the question internally, not externally, whenever you see another person, ask yourself the question; what does this person like to be complimented on and what makes them feel significant? Those two questions will start to get you to see the inner part of people. I want you to ask those questions to even the people that are annoying, some guy that cuts you off in traffic or the guy wearing the giant tap out fight shirt standing line in front of you in Starbucks. Start asking those questions and you’ll start seeing people differently. That will change you a lot if you do it for a week. 

[0:55:52.1] MB: Chase, this has been a fascinating conversation. So many different avenues and strategies and lots and lots of things to dig into the show notes, but thank you so much for coming on the show and sharing all your wisdom. 

[0:56:03.4] CH: You bet, Matt. I had a good time. 

[0:56:05.4] MB: Thank you so much for listening to the Science of Success. We created the show to help you, our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, say hi, share your story, shoot me an interesting article, tell me about your life, whatever you want to do, shoot me an email. I get them all the time. My email is matt@successpodcast.com. That’s matt@successpodcast.com. I’d love to hear from you and I read and respond to every listeners that reaches out to me. 

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October 05, 2017 /Lace Gilger
Influence & Communication
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How This Government Agency Spy Recruiter Hacked Psychology To Change Anyone’s Behavior with Robin Dreeke

September 28, 2017 by Lace Gilger in Influence & Communication

How this government agency spy recruiter hacked evolutionary psychology to learn to change anyone’s behavior, 5 steps for “strategizing” trust, how to get someone’s brain to reward them for engaging with you, the vital importance of self awareness, the power of not keeping score, and much more with Robin Dreeke. 

Robin began his career in law enforcement in 1997 after serving in the United States Marine Corp. Robin has directed the behavior analysis program of a federal law enforcement agency and has received training and operational experience in social psychology and the science of relationship management. Robin is currently an agent of the FBI and the author of “It’s Not All About “Me”” and the upcoming book The Code of Trust.

  • How Robin went from being a hard charging type-a individual to learning the principles of actually inspiring people and changing behavior

  • Robin’s main job was to recruit spies

  • How manipulating, pressuring, bullying people doesn’t work - and why learning that lessons in counter-intelligence is one of the most powerful places to learn the lesson

  • The Art Form of Inspirating Anyone and Getting them to do what you want

  • The New Car Effect - and what that has to do with influencing and inspiring anyone

  • "Strategizing Trust" - the five steps of trust

  • How the old conception of leadership is flawed and ineffective

  • How being hard charging, type-a, and in your face is backwards from what you need to be successful

  • How the crucible of counter-ingellience doesn’t afford you the luxury of making mistakes - and the strategies that come out of that for influencing others

  • When people don’t have to talk to you and don’t care about your title and position - you have to find the strategies that work

  • The vital importance of self awareness and honest self assessment

  • What you think you’re projecting to the world is often not what the world is seeing

  • How ego, vanity, and insecurities can hijack what you say and do

  • Listen to the people around you, take feedback, and learn how you can change

  • How strategies of inspiration and influence focus almost exclusively on the other person

  • Focus on other people, what their priorities are, and what’s important to them - that’s how you can change their behavior and influence them

  • Why should someone want to talk to you, listen to you, and do what you want?

  • Think in terms of inspiring other people, not manipulating them

  • You have to know what someone’s priorities are, and you have to speak about things in relation to their priorities

  • How seeking other people's thoughts and opinions can help you neurobiologically build trust with them

  • Leaders don’t keep scorecards. Give and let go. And wait.

  • When you honor the healthy and happy relationships - everything falls into place and flows very easily

  • How to get someone’s brain to reward them for engaging with you

  • Honesty is one of the critical factors

  • Why you shouldn’t convince, cajole, and manipulate people

  • How the FBI spy recruits hacked evolutionary psychology to learn to change anyone’s behavior

  • What is manipulation?

  • How the use of lies and deception can destroy trust forever

  • Why it’s important to understand that Robin is not judging the right or wrong of any of these strategies - its just a question of what’s the most effective

  • It cost nothing to make it about other people and its one of the simplest strategies in the world - and can have a huge impact on your ability to influence and inspire

  • Become an available resource for other people’s prosperity

  • How we can become non-judgemental and cultivate nonjudgemental validation

  • Don’t judge, but seek to understand - everyone has a reason that they believe what they believe in

  • When you dig in, you start getting context for someone’s understanding of reality, and that helps build tolerance

  • You are the cause of most of the negative interactions in your life

  • Most people do not care what’s important to you - they care about their own priorities

  • How to recognize and prevent yourself from getting emotionally hijacked

  • The core principles of the code of trust

  • Great leaders are very empathetic and focused on OTHER people

  • Why Robin doesn’t give advice or guidance, he only asks discovery questions

  • The 5 principles of trust

  • Suspend your ego

    1. Be nonjudgemental

    2. Honor Reason

    3. Validate Others

    4. Be Generous

  • The CORE of the Code

  • Happy healthy relationships

    1. open honest communication

    2. available resource for prosperity of others

  • Why should discover the GREATNESS of others - don’t focus on what people are doing wrong, focus on their greatness and what they are doing RIGHT

  • How to make relationships bloom - find out what other people’s priorities are, their needs, wants, aspirations and dreams.

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SHOW NOTES, LINKS, & RESEARCH

  • [Book] It's Not All About Me: The Top Ten Techniques for Building Quick Rapport with Anyone by Robin Dreeke

  • [Book] The Code of Trust by Robin Dreeke, Cameron Stauth, and Joe Navarro

  • [SoS Episode] Simple Strategies You Can Use To Persuade Anyone with The Godfather of Influence Dr. Robert Cialdini

  • [SoS Episode] Influence Anyone With Secret Lessons Learned From The World’s Top Hostage Negotiators with Former FBI Negotiator Chris Voss

  • [Website] People Formula, LLC

  • [Twitter] @rdreeke

Episode Transcript

[00:00:06.4] ANNOUNCER: Welcome to The Science of Success introducing your host, Matt Bodnar.

[0:00:12.7] MB: Welcome to The Science Of Success, the number one evidence based growth podcast on the internet with more than a million downloads and listeners in over a hundred countries. 

In this episode, we discuss how this FBI spy recruiter hacked evolutionary psychology to learn to change anyone’s behavior. We look at the five steps for strategizing trust. Talk about how to get someone’s brain to reward them for engaging with you. The vital importance of self-awareness, the power of not keeping score and much more with Robin Dreeke.

I’m going to give you three reasons why you should join our email list today by going to successpodcast.com and signing up right on the home page. First, you’re going to get a curated weekly email from us every single Monday called Mindset Monday which our listeners have been loving.

These are TED Talks, articles, ideas, things that have us excited and we want to share them with you, it’s super short and easy to digest. Next, you’re going to get listener exclusive content and a chance to shape the show. Vote on guests, change our intro music, vote on guest questions, et cetera. The new intro that we just recently rolled out was voted on by people who are on our email list. 

Lastly and most importantly, you’re going to get an awesome free guide that we created based on listener demand. Our most popular guide is called, How to Organize and Remember Everything and you can get it completely for free along with another sweet bonus guide that we’re not going to tell you about until you sign up.

By joining our email list today. Again, you can join it by going to successpodcast.com and signing up right on the home page or if you’re on your phone right now, just text the word “smarter” to the number 44222.

In our previous episode, we asked, do you have to be ruthless in order to succeed? We examined how compassion is powerfully linked with success. We discuss the essential task of challenging your own world view and seeking evidence that you disagree with.

We talked about learning how to ask great questions and much more with Dr. Chris Cook. If you want to learn more about the power of compassion and how it can make you successful, listen to that episode. Now for the interview.

[0:02:27.4] MB: Today, we have another awesome guest on the show. Robin Dreeke. Robin began his career in law enforcement after serving in the United States Marine Corps. He has directed the Behavior Analysis Program of a federal law enforcement agency and received training and operational experience in social psychology and the science of relationship management.

Robin is currently an agent at the FBI and the author of It’s Not All About Me and the upcoming book The Code Of Trust. Robin, welcome to The Science Of Success.

[0:02:55.7] RD: Hey, thanks Matt. Excited to be here, excited to be sharing with you and your audience, all the great things I’ve learned in my life and I’m sure everything that you all learn in your life as well.

[0:03:05.0] MB: Well, you have an incredible background and story and some of the work you’ve done at the FBI is fascinating. Would you share kind of your journey with the listeners?

[0:03:14.3] RD: Yeah, sure Matt. It’s actually pretty funny and remarkable. Not in the things I’ve achieved but because in what I’ve done with my life and career, completely opposite of what my biological and genetic coding is for and what I mean is this.

You’ve read part of it, you know, my bio and background, yes, I’m a naval academy graduate, Marine Corps officer. I came into law enforcement and the FBI 1997, I served in New York City Norfolk, FBI headquarters, Quantico, I ran our behavioral team, all those things. 

You know, they sound pretty neat on paper and they kind of scream at you, “Hard charging, type A.” But in reality, which I am, there’s no doubt. In reality, when you work in the world of counterintelligence like I do. It’s completely backwards from the behavior you really need for success.

What I mean by that is what I learned, when I first got assigned to New York City, working counterintelligence, I was very fortunate that I got on a squad of individuals that had probably 20, 25 years in the FBI all doing that job and working counterintelligence is different than anything else in the FBI really in the world.

It is related mostly anywhere else, to sales. I basically sell a concept that protecting America is a great idea and the way I’m going to compensate you for that is through a great relationship with me mostly, not much else, you know, government funded me, is what it is.

It really comes down to this feeling of patriotism and having a great relationship that’s going to be the inspiration behind why people are going to want to cooperate with you.

Also, working in counterintelligence, it’s all leadership because the people that I interact with, day in and day out, they don’t commit crimes. I mean, it’s very rare that my main job in New York was to recruit spies. 99.99% of the time, they’re just getting regular information.

Open source information and sourcing it to an individual so it has value. Most of the information like I said, is open source. Who it comes from, makes it valuable. The people I interact with are great American citizens as well.

The challenge is alright, if you’re a hard charging type A that’s used to trying to convince and coerce and manipulate people into giving you things it doesn’t work, it just does not work because you know, as soon as someone walks away from any engagement with you, think to themselves, “Wow, I really wonder what he really wanted?” You’ve totally failed.

Because there’s doubt, there’s subterfuge and people are very keen to pick up on these things because what generally happens and we’ve all experienced it whether it’s been a shady car salesman or any other kind of salesman, that is actually there for profit and gain, to take advantage of you. People pickup on that because there’s incongruence between people’s words and the things they say.

Which they might be saying all the slick lines, everything really great but their body language becomes very incongruent with what they’re saying and our inter mammalian brain really picks up on these things and it gives us that creepy feeling.

Well, when you’re actually genuinely make it about everyone else and that’s what The Code Of Trust Is About, how to make it about everyone else but yourself. But you have a lot of clarity, you know, the destination that you hope to move to but you’ve realized that you can only do that through being an available resource for the prosperity of others.

That’s what the whole thing is about. I did the three years on the street, I got on our behavioral team and again, I’m not a naturally born leader, not naturally born doing this but I was surrounded by greats that were showing me and modeling the way.

You learn these things through on the job training, osmosis and observation. But what really started happening was I started writing because I was asked to write about it and when I got down to Quantico, when they started asking me to teach about it.

You start making this artform as it is and a personal artform of a paint by number. You start getting labels and meaning of things so people can start recognizing the behaviors, they’ve already been doing.

I call it the “new car effect” and I always get a puzzled look when I say that. But really, what it comes down to, you know, the day you buy your new car or any car, all of a sudden you start seeing that vehicle everywhere.

I own a Tundra, the day I bought my Tundra, I swear, I think 300 people in my town bought the same darn truck because it has that label and meaning. That’s all I do is I give labels and meanings to all the behaviors that we do when we’re having a great relationship, so you can repeat that behavior. And understand also, the ones that you might have failed at or are more challenged at.

To understand exactly what you were and weren’t during those situations so you can stop doing those behaviors. That’s been the journey, probably The Code Of Trust came about around 2013. I was running our behavioral team and someone asked me to do an article again on counter intelligence and I said well, “I can’t really talk about hooky spooky spy stuff,” but I said, “Let me talk about what my team does.”

I had never really sat down and contemplated. You know, when I sit down and strategize any kind of operation I’m doing, “What am I actually doing?” Then I reflected on every instance in my entire life, my career, in the Marine Corps, in the naval academy and with my friends, family, kids.

I started realizing that “Wow, in ever encounter, all I’m ever doing is strategizing trust.” I came out with The Five Steps Of Trust and all of a sudden, when I gave myself that “Green Tundra effect,” as I call it or the “New car effect.”

I started seeing the code of trust everywhere. It’s become my guiding light in my life, I live it every day and it creates amazing prosperity as a byproduct but if you – the core thing of the code of trust is, if you focus on yourself, it undermines the entire process so it really comes down to first and foremost, good, healthy relationships, open eyes communication and being an available resource for the prosperity of others.

When you want those things first, everything else falls into place. That’s kind of a brief overview of almost 49 years of my life.

[0:08:59.0] MB: You know, the funny thing about and there’s so much to unpack there, there’s a number of things I want to ask you about. One of the most fascinating things to me about fields like counterintelligence is that there’s no room for error, right? 

These tactics have to work and in many cases, literally life and death situations and so, I think it’s such a beautiful format for really – it’s almost a crucible for cultivating the absolute, most effective strategies for doing something. You know, you talked about how your old sort of perception of what leadership meant isn’t necessarily what actually works and actually changes behavior.

Can you tell me about how that transformation took place and how the old conception of kind of the hard charging, manipulating, pressuring, bullying, framework of leadership doesn’t really work?

[0:09:44.9] RD: Yeah, absolutely. You know, my form of leadership is what I witnessed. You know, the things that we witnessed between ages of nine and 19, you know, really form our generational outlook on the world because our prefrontal lobes are not fully developed yet. The emotional impresses we have really form how we see the world.

You know, during those years, you know, I wanted to go to naval academy. I want to be navy pilot, aerospace engineer, an astronaut, you know, my form of leadership is what I watched in the movies and TV.

The first movie I saw in leadership that I thought was strong leadership was you know, was Patton and you know, screaming at people, yelling, kick him in the butt, poke them in the eye. I figured leadership was getting people to do what you want and so that’s what I – 

That’s the behaviorized modeling and at a young age, you know, many people get rewarded for that kind of behavior because just think of sports teams you’ve been on or clubs or any other kind of position where you know, an adult or a superior asked you to accomplish something with a group of people and you ask politely all the group of people to do what was asked.

No one goes along with what it is you want them to do and so, you now get chastised for being a weak leader, now, next thing you do is you yell and scream and these people do what you want them to do and now you’re rewarded for being a good leader.

The negative behavior on convincing and condoling gets rewarded. So you start at a young age thinking that’s the way in order to get things done. In reality, what you just did is, you manipulated people through fear and reprisal to take action and the action they’re giving you is probably about five, maybe five to 10% effort.

Just to get you to shut up and go away and that can work fine in situations where there is a position of reprisal that people can take against you but again, you’re not going to get the best out of anyone because you know, loathing starts seeping in against you and people are just going to stop performing.

That makes the now leader, you know, look extremely bad and can’t be productive and that leader now thinks, “Well, what’s happened, why am I not being productive, why am I no longer getting promoted?”

Well, they now think they’ve gotten soft and so the way to undo getting soft, they think they have to get harder. This is where the bully in the workplace starts and that kind of leadership.

In reality, what I found, both in the Marine Corps and coming in the FBI, especially working like you said, counterintelligence where you know, I get up every day open, I don’t make a mistake and cause myself a humbling moment because every relationship is potentially you know, helping our national security protect our country, protect my community.

I don’t have the luxury of making mistakes. I mean, I’m extremely hyper critical of myself and all my conversation dialogues. I care passionately about not making a mistake and what I found is especially when you work in the world as I described to you.

There are no criminals, very few are criminals and even if someone is manipulated, good naturedly, by accident by someone trying to take advantage of them. They’re very unwitting that they’ve even done anything wrong. So, in my entire life and career, the last 20 years, I’ve never made an arrest in the area I’ve done.

I’ve only done things that you know, hopefully build relationship strong enough so we can garner the information we need to protect our country. When people don’t have to talk to you and you can’t rely on your title and position.

You better know what to do and that’s – the only thing I really found out too is that people do not care about your title and position whatsoever. I mean, being an FBI in New York City, knock on their front door and see what people think about you if you start showing a badge and everything.

Really comes down to your title and position but how you treat them. If you treat them and talk in terms of their priorities, you validate them, you validate their context, you don’t argue their point of view on things and you genuinely and this is the real key, you got to be genuine and sincere about your desire to understand them as a human being. Their motivations and priorities in life.

[0:13:37.5] MB: Before we get in too deep into that because I really want to go deep down that track. Tell me about, you mentioned the importance of kind of really honest, self-awareness and self-assessment.

[0:13:49.8] RD: Yeah. I was in Marine Corps, there was a 14th leadership principle I learned was “Know yourself and seek self-improvement.” One of my more humbling “Aha! Moments” in life was I remember I was stationed at Cherry Point.

I was in the air wing but on the ground side and so weren’t really bottom, we had a lot of junior officers and I think we had about 14 or 15 of my rank, the second lieutenant. I remember my first assessment, I was ranked last of them all.

I remember you know, walking up to my major that rated me and said, “Alright, I get it, I’m doing something wrong. What am I doing?” And all he could say was, “You just need to be a better leader.”

It was very subjective and so, I didn’t understand what that meant but it bothered me, I was like “Alright, I am doing something wrong.” And what I started discovering was, and everyone has this ,that what I thought I was projecting to the world was not what the rest of the world is seeing.

Taking an honest self-assessment is actually hearing the word people say about you and to you but really, ideally about you where you can be a fly on the wall and hear people’s honest impression of you. This is not a self-loathing or “Woe as me,” if you hear something you don’t like.

It’s an assessment of what people see when they see you. It’s funny, I often – anytime I bump into someone I knew 25 years ago, I usually give them a big hug and thank them for tolerating me 25 years ago in their lives.

The one thing that I’ve heard when I apologize for being a self-centered jerk years ago, they said, “No Robin, you were just intense.” When I hear something twice, I do an assessment of it and so I analyze what intense looked like to other people.

Intense look like just me being a good guy to me because very rarely do people get up in the morning and say, “Alright, today, I’m going to treat people really horribly and be a jerk.”

Ultimately, that happens sometimes, not because we want to but because there’s this incongruence again between what we feel and what almost get hijacked out of our mouth because of ego, vanity and insecurities.

I define that, I looked at that intentionally and actually saw what that meant. It’s a typical type A response and it’s, you know, “You have something you’re trying to achieve, a goal of some sort, a very tangible means goal…” I call them instead of an ends goal. Ends goals are states of mind and I’ll tell you more about that later maybe.

But a means goal is you know, “I want a promotion, I’m trying to do well on this project. I want to better salary, I want to move.” All those things are very specific and we become so focused on them that we totally disregard, not by intent, but by our genetic design that anyone else around us is doing anything.

We’ve gone wholly focused on what we’re trying to do and again, we’re not regarding really people around us that are actually might be working on other things, that you’re not making yourself available to. Or pretty much ignoring. And you combine that with a tempo that is out of sync with the others around you because again, you have that higher tempo of activity.

It really becomes off-putting to other people. It looks like a narcissistic maniac jerk. Was that in the heart and soul of the individual, the type A? No, they are totally clueless about this until you actually have those “Aha! Moments,” and listen to the people around you. Take feedback and ask yourself, “Is that the behavior I want to be exhibiting or not?”

If it’s not, what can I add to myself to have that behavior stop being that way. Again, especially when you’re working in areas and fields where whether you’re in sales and doing cold calls or, or people who are already dealing with individuals and companies that give them products and services. So why should they want to go with you, why should they even listen to you?

You come across with that kind of intensity, people are just going to shut down. Because you’re not really regarding them, you’re more focused on what you’re trying to do, rather than being a resource for all those to reach prosperity.

That was probably the first time where I had the, I’ve had multiple – you know, I think everyone does, you know, multiple moments in your life where you create yourself a humbling moment. You know, every day I wake up and I hope I don’t cause another one that day.

I haven’t had one in a while and it’s important to get that ego and vanity in check because when you don’t, the mouth will run up and away and you become self-centered and unfocused and there’s no reason why anyone, any individual should want to listen to you, if you’re not talking in terms of what’s important to them.

[0:17:55.4] MB: I think that segways into one of the other really important things that you mentioned and you write and talk a lot about; which is all of these strategies and influences that – sorry, not influence because we talked about this before the show. But all of these strategies have a root in not focusing on yourself and focusing really deeply on the other person. Can you tell me about the importance of that?

[0:18:18.1] RD: You know, the influence. Influence is important to understand how to influence and what influence is but what I found is, this is part of where all these things came from, focusing on others. Influence still has a connotation in my mind when I use the word.

Again, this is purely me, there is no right or wrong, it’s just definitions. It’s not a connotation of influencing another individual to do something that’s in my mind. When you understand, you know, how that works and what’s going on there and you want to be more effective at influence, what happens is, you start realizing that “Wow, I just need to move beyond influence because I need to focus on other people in what their priorities are and the resources for them,” because then what you do is you start moving into a realm of inspiration.

When you’re in the realm of inspiration, it’s completely about the other person. So here’s how this process works and why it’s important. Individuals you know, you go back to ancient tribal man where tribes of 30, 40 or 50. It was the first form of social welfare, healthcare and survival, if you were not part of the tribe, the likelihood of your genetic coding being passed on was extremely low.

Our brain rewards us for being valued and part of a collective and a group and a tribe and so, if we use language that demonstrates value and demonstrates that we are vested in you and your prosperity, however the individual defines prosperity, they are naturally going to keep listening to you and keep regarding you and want to collaborate. Because it’s in their best nature, because it’s in their best interest to do so.

You know, anytime I have a project or something, again, this isn’t, you know, you can make it all about someone else and many people in life do but they then get accused of being a carpet and being walked over. That’s where The Code Of Trust comes in and make sure that doesn’t happen and in the sense that the first step in The Code Of Trust is, understanding what your goals and priorities are, what it is you’re trying to accomplish?

The second part of that first question of what your goal is, is reversing it now and think in terms of, “Why should someone want to?” Here’s the difference between that influencing and manipulating or anything like that, people then start thinking, “How can I make them want to do that or how can I influence them to do that?”

But The Code Of Trust is what I’m talking about in order to make it about the other person is, I don’t think about that at all, I start reversing. I think in terms of, “How can I inspire them to want to?” That’s the key. If I’m thinking in terms of inspiring someone to take action – because I know what my goals are. I give myself my own new car effect by naming and stating the things I’m hoping to achieve. Now I completely let go of those because I reverse it, just like you don’t have to try to see the car once you bought it.

You just see it. That’s why giving labels and meanings to things that are important to you, that’s all you have to do. You don’t have to try to make an effort because if you make an effort on your own behalf, you’re now manipulating or influencing anything because it’s all about you and you’re only slightly regarding the other person.

I let go of it, it’s got label and meaning, now you reverse it, I think in terms of, “How can I inspire someone to maybe align with me?” In order to inspire someone, I have to know what their priorities are, long term, short term, personal, professional. 

I have to talk in terms of those priorities. I have to demonstrate their value and I demonstrate value by four really simple statements, I always include in conversations, emails, I’m going to seek thoughts and opinions because when I demonstrate that I’m seeking your thoughts and opinions, I’m demonstrating you have value.

Human beings do not ask other human beings what they think unless there’s – they have value. When you do that, people’s brains are rewarded with dopamine because you’re demonstrating their affiliation when they’re affiliated, that means it’s good for their survival, dopamine’s released in the brain, oxytocin, catenin, all the pleasure centers are far in because you’re demonstrating value and you’re demonstrating affiliation. 

Next, I’m also going to talk in terms of their priorities. If I don’t know what their priorities are, I’m going to ask them what are their priorities. Next, I’m going to validate them and validation, it’s a beautiful, very broad term that demonstrates that you’re trying to understand without judgment the human being you’re engaging with.

It doesn’t mean you necessarily agree, because this isn’t about agreeing with them, just play cadence, it’s about validation. It means understanding. And finally I empower you with choice. Again, we do not give people choice unless we value them and there’s affiliation.

Now, here’s the fun part. If I know what your priorities are and I make myself an available resource to your priorities and your prosperity and I already know what mine are because I’ve already labeled them before I’ve engaged.

When I empower someone with choice, I’m empowering them a choice with naturally overlapping priorities, mine and theirs. Then it’s up to them whether they accept it or not and if they don’t, that’s fine too.

Because it’s all about them, their timing, their perspective and here’s what I can guarantee, I can absolutely guarantee you if I know exactly what your priorities are, as I said, again, long term, short term, personal, professional and I’m making resources available for you, your success and prosperity in those areas.

I guarantee you’re going to take that action. There hasn’t been a time yet when it hasn’t. Now, what happens is, most time triggers is the need to reciprocate by other individuals that you’re a resource for their prosperity. You can’t keep a scorecard, one of my things I love to say is “Leaders don’t keep score cards,” because then there’s an expectation on process and then you really did it for you and not them.

I don’t keep a scorecard, I give, I let go and I just wait and it’s really been pretty ridiculous when you honor the core of the code which is that healthy professional or happy relationship and you’re an open, honest communications, everything falls into place. It just – it flows very easily and the more you create these healthy relationships with more and more people.

They actually have – it’s also very common effect on your own mind because you can’t really engage people successfully if you’re emotionally hijacked all the time. You know, stress, anger, discontentment, resentment, frustration, all those things cloud our judgment. The code of trust clears the cloud and you can actually objectively see exactly path to where you're trying to go. More importantly, where others are trying to go.

[0:24:02.0] MB: One of the things you touched on, again, there’s so many things I want to get into from that, but one of the things you touched on was this idea that in the counterintelligence world, in many cases, people either don’t want to reach out to you or explicitly are trying to avoid contacting you.

You have to almost reverse engineer them wanting to reach out to you. Can you talk about that strategy and more broadly, about the strategy of getting someone’s brain to reward them for engaging with you?

[0:24:32.0] RD: I’ll start with your last question first because it will be easier to answer the first and if I lose track of it because as you can tell man, I can talk forever about this. I get sidetracked in my own brain on it, so I apologize if I do.

The goal for me at every engagement with everyone, is to get their brain to reward them chemically for engaging with you and we’ve already covered how that works, you know?

If you demonstrate value and you demonstrate affiliation and you understand someone’s priorities and you talk in terms of their priorities and even more importantly, if you have resources for them to move forward on those priorities and their own prosperities they define, their brain’s going to reward them, guaranteed.

I guarantee you, shields will be down, there will be no resistance and there will be a great dialogue in conversation. Where it goes from there is really up to them and their tempo. It’s a very simple concept that I just keep my mind is that you know, what does every human being I’m engaging with, what do they need, want and dream of.

Just make sure that I’m talking in terms of those things. Honesty is really the key of this too because if you’re making stuff up, do people pick up on that, absolutely. You know, that’s where you start to get that incongruence of you know, the mind and the heart and the mouth of what’s going on.

When I do validation, I only start out conversations, especially if they’re going to be a little more challenging than others or it’s a brand new person I’m meeting. I always start out with a specific, non-judgmental validation of a strength attribute or action that I’ve witnessed in their life.

Or in that immediate time or anything. If I have nothing to validate in that opening statement, the biggest thing I’m going to do is I’m going to validate their time because people’s time is very valuable and to have them share it with me, I am beyond grateful for it. So if I have nothing that I can validate at the start, I’m going to validate the time because again, I’m just very grateful for it.

Now, translating that into you know, working in counterintelligence, to me it’s really working anywhere that sometimes you’re going to deal with people on that might not want to have a relationship with you. That’s completely okay. Matter of fact, one of the most challenging…

You know, every now and then, you hit this situations where you got to cold call to try to get a piece of information or just a question and answer on something and people do not want to engage with you.

The first thing I do in those situations is I validate that “Yeah, I can honestly, I understand how you don’t want to deal with someone like me from the United States government. I completely understand.”

“If you want me to leave you alone, if you just respond to this and tell me to leave you alone, I’ll do it but if not, if you can provide this and here’s reason why I’d like that, it might be of a help to others, is that something that interest you? Let me know.”

“Again, just respond to me if you don’t want me to engage you and I’ll leave you alone.” That way, at least get a response and what did I just do? I talked in terms of them, their priorities because what’s their priority? “Leave me alone.”

Again, I don’t judge. I can’t judge whether that priority is aligned with yours or not, who cares, it’s all about them. Those are the ones that are resistant but in all honesty, the times that happens are exceptionally rare.

Because again, if you’re talking in terms and figuring out what someone’s needs, wants, dreams and aspirations are in their personal, professional. And you’re talking in terms of those, you seek and understand those, you’re validating those and you bring to bear resources to further those for them. Why wouldn’t they talk to you?

The only reason they wouldn’t is either they lied about their priorities, their subterfuge or some other thing that they didn’t make you aware of. Again, it’s not what you did or didn’t do, it’s all on them. It’s not going to be a very good relationship anyway because they don’t want one, so why force it? You know you can save a lot of time and just break contact. Then even in those instances you’ve got to leave them feeling better for having that with you and having engaged with you, those brain rewards and why? Branding is everything. You know I have no problem if someone tells me they don’t want to talk or they don’t want to share. 

They don’t want to cooperate because you know what? It’s not you, it will be someone else and I will never get anyone else if you break contact with me and I ruined your day. I mean just think about this, say you met me and we had a conversation at 09:00 or 10:00 in the morning and it went horrible. I tried to convince you of things, I could try to cajole you, try to manipulate you and you just walked away feeling horrendous. 

Whether we even talked about me or not for the rest of the day it put you in a bad mood. Now everyone you touch, in your entire sphere of influence that entire day, or even a couple of days, maybe a week, maybe a month who knows? They’re touching you and seeing stress, anxiety all the negative emotions you caused and it leaks out where it came from. It came from this engagement with this Robin guy. Now contrary to that, if I leave you feeling better for having met me and I made you feel great for the conversation. 

Your brain is rewarding you, I demonstrated your value. I am talking in terms of your parties, even if you say no you don’t want to cooperate or have a relationship or if you’re in sales and buy what you are selling. If you are completely fine with that and you let it go now for the rest of the day, weeks and months again, someone is leaving the engagement with you with a very positive emotion in a great state of mind and people like to feel that way. 

And so they are going to start seeing that. So in other words, you caused the common effect here. It is going to cause a common effect on the entire sphere of influence and again, that goes to branding. So I never think ever about just the one person I’m engaging with. I think about the entire sphere of influence from that point on. I always want good branding and again, if someone doesn’t want to engage that’s fine. It’s fine because when you empower people with choice with walking away and not dealing with you. 

You know how many times I’ve actually had someone walk away and not want to deal with me? Zero so far since The Code Of Trust and why? Because I keep talking in terms of them. Think about this, on average think to yourself how many times a day do you hear words in every single statement that someone says they are completely about you? Meaning is someone asking your thoughts and opinions? Is someone talking in terms of your priorities? 

Is someone empowering you with choice? Is someone validating your thoughts, ideas and context on how you see the world in every single statement you say? No, on average I think even our closest friends and family maybe do it 2% to 5% a day. You know when you actually do that 100% of the time when you’re engaging with someone. So every statement that comes out of your mouth, your brain, is rewarding them for you for being around you. Why wouldn’t they want to be around you? 

[0:30:41.8] MB: And so what are the core principles of aspiring people, is the idea that you just talked about which is essentially this notion that if you focus really deeply on other people making your statements about them, speaking in terms of their priorities, seeking out their thoughts and opinions. In a very biological sense their brain is releasing hormones and chemicals that are making them like you, want to engage with you and want to be part of what you’re doing. 

[0:31:06.7] RD: 100% and again it goes to evolutionary psychology. You know the ancient tribal brain it’s rooted in us. The best analogy I can give without going into I think it was April around 2012 at Harvard, did the study where they actually wired up people’s brains and saw that when people are talking about themselves and their priorities dopamine was released. But the easiest demonstration you can do with this is, I always ask this question with a crowd that I am engaging with and training. 

I always ask how many of you have actually travelled overseas for pleasure. A lot of hands go up, I say, “Great. What happens when you bump into another American?” And without fail everyone starts smiling and laughing and yeah because what you initially do is you ask where are you from and if they’re from anywhere even near your state, you start collaborating and thinking about things that you’ve been doing in the same areas. You start thinking about places you might have travelled in the same time frame. 

Then you actually start talking about do you know so and so, you keep trying to build linkages because your brain is saying, “Ah someone from my tribe and it brings comfort.” So we keep trying to build that comfort. That’s why when you go to a new place and you’ve taken training or you’ve given a conference or even in a crowd, we generally coalesce into our mini-tribes. When I give training to law enforcement or something, all the different apartments they sit together. 

You don’t have to tell people where to sit. People clump together according to their comfort and their tribe. It is just a naturally human reaction and so knowing that, you can actually use your language to demonstrate that affiliation and that’s what people do all the time. I mean every one time someone shares a story or an anecdote, which is most of life when engaging, all you’re doing is demonstrating value and demonstrating affiliation. 

And people are just so anxious to tell their side of the story, to tell the thing that they did on the weekend because they are seeking that validation and acceptance as well. They’re not even listening to anyone else. They are just waiting for people to shut up, so they can tell their story again because their brain is saying, “Go-go-go!”

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[0:34:45.8] MB: You also mentioned that you never lie to anybody. It’s funny because a previous guest, you may be familiar with this, a gentleman names Chris Voss. 

[0:34:53.1] RD: I know Chris Voss, yeah. 

[0:34:54.7] MB: Yeah, he’s a hostage negotiator for the FBI for a long time and he had the same principle. His was a little bit different, which is never lie to anyone that you’re not going to kill. But I find it fascinating that someone who we encountered, tells us that as a recruited spy essentially, you never lie to anyone. 

[0:35:13.2] RD: Yes, now I don’t ever lie. So let me first describe, I define manipulation because understanding manipulation first – because I think people can agree if someone is discovered to have been attempting to manipulate you, it destroys trust, does it not? Yeah it does and so identifying what manipulation is, manipulation is attempt of control with use to sub-diffuse, lies and deception because some people do need to control certain situations. 

But if you do so openly and honestly explaining why, if you do have time, but if you have trust established that’s no problem. But it is the use of deception that really can blow trust because as soon as it’s discovered you will never have it again and I have done a lot of undercover work especially when I was in New York. Undercover work is lying. I remember thinking to myself at the time, “Oh these are genuine relationships, these are real and true,” and to me they were. 

But they were based on a lie and as soon as they were discovered, there was no trust. It never would have been again. So all the things that come to believe and I live now with The Code Of Trust, it’s an evolution that I have to do those types of things in the past, sure because it will help me understand the cause and effect of – if you actually are using deception anyway. You can have very short term gains if you need to and again, I am not judging the right or wrong on any of these things because there isn’t. 

It is just a very, very causal effect in every single action. I can guarantee you if you’d lie and use manipulation, when discovered and it will be at some point whether it’s today, tomorrow or when you die. When it’s discovered, trust will be extinguished and the likelihood and improbability of ever coming back is slim to none. So that’s why I just don’t do it. It’s just a complete waste of your time because you know, Chris is so funny. He is such a good guy. 

He’s got such mad skills doesn’t he? Another guy Robert Cialdini wrote a book Influence and one of the principles in his, that is so sound and so easy to follow, as well as The Code Of Trust is you’ve got to answer three things on the first engagement with anyone. Is who you are, what you want and when you’re leaving. If you are using deception or any of those things, you have no trust and it’s just I also remember sitting on consults as well when we’re talking with case agents trying to come up with strategies for them to engage people. 

I remember, it’s great to come up with these great outlandish undercover operations and using all these different resources but in reality working and whether you were in a company or government or anywhere. The number of resources that you have allocated to are generally pretty slim. So as simple and easy as you can make it for another person to an act, a strategy for developing a relationship and trust the better. So that’s why, I am straight up honest with you from the get go. 

And if I can’t tell you something, I’ll tell you exactly why I can’t tell you. Again, open and honest because anything else will just backfire on you. Whether it’s there tomorrow. And then it’s branding. You lied and deceived someone, you try to convince, cajole and manipulate in anyway, once that’s found out what does that do your branding? You’re done. 

[0:38:07.7] MB: I think you made a really, really good point which is that you are not judging whether these strategies are right or wrong. It’s only a question of what are most effective strategies and these happen to be some of the most effective ways to change or impact people’s behavior. 

[0:38:23.7] RD: Because one of the core principles of The Code Of Trust is to not judge, be non-judgmental because as soon as I start judging someone else’s behavior of the things they do, what goes up? Shields, they don’t want to engage and they start judging me because they think they are not affiliating or valuing their tribe and their input or anything like that. And that is counterproductive to The Code Of Trust. So it’s just understanding the cause and effect of how you’re going to engage with a human being. 

Because again, I keep going back to what does every human being on the face of this planet –as long as you follow in the normal patterns of human behavior, you don’t have too many malformations or the brain chemical imbalances, and you start edging up towards the fringes –every human being seeks and craves non-judgmental validation and acceptance for who they are. Their thoughts and opinions, ideas in how they see the world. 

If you don’t demonstrate that through your language their shields are going to be partially up. If you don’t demonstrate that at all, their shields are going to be completely up. They are not going to hear any word you are saying. If you dishonor their priorities, if you use deception, I guarantee you are going to blow trust and there isn’t any instance in life even driving down a highway where you’re trusting the other person in the opposite direction isn’t going to hit you. 

Everything in life, where you’re dealing with another human being, you have to have some sentiment of trust. So why not maximize it the best you can for every situation because it costs you nothing to do. I mean talk in terms of someone else’s priorities, not arguing their context with them, not judging them, what does that actually cost you? It cost you nothing. So why not do that? One of the questions I love asking law enforcement when I do this training, I always start out with law first. 

“Alright, how many of you in the audience are every gotten a criminal to confess,” and all the hands go up. I say, “Great, why do they confess to you? Is it because you sat across that table and judged what they did?” All heads start shaking no and I say, “Yeah that’s right and what did you do? You actually sat there? You help them rationalize what they did? You don’t project the blame if you can? You help them minimize the impact of what they did and then you talk in terms of priorities and options.” 

“And you talked in terms of what their choices were and you made yourself you were the available resource for them to be able to facilitate those options and priorities and so you didn’t judge.” So all the heads are nodding they say, “Yeah that’s what I was doing.” I say, “Alright so why do we do anything else with anyone else in our lives?” It really is that simple. If you just know how to make it about everyone else, again with those four statements that I build in. 

Carry everything I say as right, why not? It caused nothing to make it about other people and it’s really the simplest thing in the world. The last thing I would say about this is people ask me all the time, “So Robin if your dopamine is released,” again I have mentioned this before, roughly 40% of every day we spend talking about our own thoughts, ideas and priorities. They find out through that same research about the dopamine flow.  

If you take your 40% and give it over to someone else, you are now doubling the potential for developing a relationship and trust and someone once asked me, “Well Robin if you take your 40% and give it over, when do you get your dopamine hit?” I say, “That’s really easy, what happens when you achieve goals?” And they say, “Yeah, dopamine hit.” I said, “What if your goal is to be an available resource at the prosperity of others?”

That’s where leadership – well they always say “Leaders make it about everyone else.” The very subjective thing to say unless you actually understand the steps to it, this is the steps to it. When you make it about everyone else and you’re an unavailable resource to their prosperity and again, don’t keep the score card. And you understand where your destination is as well, you sense that that ties them to your priorities. If they eventually want to reciprocate or not, it’s up to them, that’s what exactly happens. 

[0:41:54.7] MB: So tell me a little bit about – you talked about non-judgmental awareness or non-judgmental validation. Tell me how can we cultivate that ability to be non-judgmental? 

[0:42:06.9] RD: It’s hard, someone laughed at me once. They said, “Robin only you could write a book you know?” My first one, 10 Techniques To Equip Rapport and the next one the Code Of Trust. I say, “Why is that?” He said, “Because you are only one who could actually articulate how not to be you.” Because I started out life, especially at the naval canvass, as extremely judgmental. We’re taught at a very young age to judge everyone, you know our parents and rightly so. 

You know our parents get us to be safe in life the first nine to 10 years of our lives, by teaching us morals, ethics and our moral code and our compass, personal compasses according to them and according to how they judge the world around you and everyone’s got a different one. The hard thing is to get beyond that. I mean it was forced on me because it worked. Every time something happens in the world and I am told to go out and interview a bunch of people from that country. 

That region that belief system. If I go in pre-judging what I think of them and their point of view and their beliefs or anything else what’s the likelihood I can inspire them to want to share information? They won’t, I guarantee you they won’t and so my saying I use, “I will never take a side because once you take a side half the world is going to line up against you and that goes against The Code Of Trust.” The thing I do because it was a learned trait was to not judge but to seek to understand. And that is what validation is. 

So everyone in this world has a very firm belief in things they believe in and there is a reason they do. Find out that reason because most of the time when you start digging deep, without judging, how they came across about feeling the way they feel, what you start getting is context and when you get context of how the other people sees the world through their optic – that’s when tolerance starts rising incredibly. So you start understanding different points of view. 

Different visions of the way they think things should be and again, what are you doing when you are doing that? You are validating, what’s validating? You are demonstrating the value and you’re demonstrating the affiliation and again it has nothing to do with agreeing with someone. People aren’t necessarily looking to be agreed with. They are looking to be heard and when you are doing these things what are you doing? You are hearing their point of view without challenging it in any way. 

[0:44:12.2] MB: And I think it goes hand and hand with this, but another one of the core principles that you write about and we talked about earlier in the conversation, is suspending your ego. As someone as you self-describe as somebody that’s very type A – hard charging, how are you able to suspend your ego put it on the back burner to be able to implement some of these strategies?

[0:44:34.2] RD: A few things. I got – like I think many people get is you get sick of being angry. You get sick of being frustrated, you get sick of all the negative emotions and then when I sat back and analyzed, “Well what is causing this emotion, why am I feeling this way?” You start understanding it was actually you that caused that situations because what causes stressful confrontation with someone else? Easy you are arguing a point of view. Someone wants you to do something you don’t think you could do it that way. “I want to do it this way.”

Well what are you actually doing? If you let vanity get in your way because you think you are better than someone else, you think you are more important, you think your opinion matters more, what a bunch of hog wash. So when I decided that I no longer wanted to be frustrated with life, combined with the fact that I started learning that the more you are talking about yourself and what’s important to you, most people do not care whatsoever. 

So how was that working out for me? So you combine those two things together and you start realizing, “Wow, it was my ego and vanity. It was actually my hindrance all along not the people around me. It was completely a 100% me.” I called The Code Of Trust flawless because The Code Of Trust is completely flawless. Because when you honor those three things as I said open honest communication, having healthy relationships and being an available resource and prosperity of others – The Code Of Trust becomes flawless. 

The only thing that causes it to derail itself is when your ego and vanity getting away. So here’s a trapping of the code, you will have and I have had amazing successes because of living The Code Of Trust and what happens is all of a sudden you say, “Hey look, I got this stuff down now. I can wield the power of the code for my benefit.” Well what did you just do? Your ego and vanity got in the way and you start using it for self-gain and I guarantee you, the code will derail immediately. 

[0:46:25.6] MB: So what were you able to do to kind of coach your ego in check? 

[0:46:30.6] RD: So it’s a checklist. So one you understand what you do when you get emotionally stressed and whatever emotion it is, negative emotion you have – recognize it. As soon as – what’s happening is when you get stressed, fight or flight kicks in and you go into survival mode. When you do that’s when the mouth starts running without cognating on what’s coming out of it. We get defensive, we get insecure, whatever it is the mouth starts running and usually the statements coming out are very, very egocentric statements. 

Again which are not inspiring trust in anyone. So the way to overwrite that and not get into emotional high jacking, when you are hitting fight or flight is to immediate recognize when you’re getting emotionally high jacked, so understand what behaviors you do. For me, my assertiveness spikes when I get emotionally stressed and so as soon as I recognized it, I immediately go to The Code Of Trust. So what I do and I say to myself, then the core of the code is – happy healthy relationships, open house communication and available resource and prosperity of others. 

So I then ask myself as soon as I recognize the emotional high jacking is, “What I’m about to say and do and coming out of my mouth going to help or hinder those core principles of The Code Of Trust?” And if they are going to hinder it, I shut up and again, that’s my regulatory way of maintaining cognitive thought and maintaining the statements and everything I am doing completely about them. What happens is, like anything in life, you do something where you keep repeating behaviors. 

You build muscle memory for it. It just doesn’t happen anymore because I become so sensitive to negative emotions. I rapidly won’t do them and identify the cause of point of it and I eliminate it. Another reason why I do it and why ego is such an underminer of The Code, especially with leadership, is leaders are about everyone else and one of the things that leaders do is they are very empathetic. Great leaders are very empathetic and The Code Of Trust is very empathetic. 

All the ways we’ve talked about interacting with another human being, is all about the other person which creates empathy. But if you get emotionally attached to other people’s decisions, you start riding the rollercoaster with them and leaders don’t. Leaders maintain objectivity and that’s what this little technique, I just told you does. When I can recognize emotional high jacking, it allows me to pull back and go back to The Code. 

And when I pull back and go back to The Code, it allows me to maintain objectivity so I can see and be compassionate about the destination you are trying to go to but I am being objective about the questions I can ask you to help you discover your path. Because that’s another thing that’s really key in the code too, is I don’t get to give advice or guidance ever. I ask a lot of what I call discovery questions. Discovery questions are questions that naturally come to mind when you know someone’s destination; where they’re trying to go to and your objective about it. 

I just ask questions simple, like I ask myself. “How is the action you’re going to take help or hinder where you are trying to go?” So it helps yourself and it helps others to maintain that objectivity because you have an ability, because of this technique, to keep yourself from getting emotionally high jacked and suspending your ego. 

[0:49:37.6] MB: And just so listeners can get a sense one more time, would you share briefly the core principles of The Code Of Trust? 

[0:49:44.8] RD: Sure I articulate them in different ways. I am going to give the five principles of trust and then I am going to tell you if you have a second, the three things I honor. The five principles is very easy: are suspend your ego and we talked about that. The second is be non-judgmental and we talked about that. Three is honoring reason and honoring reason is basically how you keep from your ego getting involved in things and being objective, that’s what that is. 

Validation of others and we talked about that and finally five is being generous and that’s where you are making yourself an available resource of the prosperity of others, without keeping a score card. Those are the five principles of trust and how to make it about someone else. But the core of The Code that I live and honor are those three things: Happy healthy relationships. I do and say everything that’s congruent with those. 

Open honest communication, is the honesty factor, and the third is available resource for the prosperity of others. Those are the three things I honor above all and if something gets in the way of it, a material thing in some way or anything else, I will never ever ruin a relationship over a thing with anyone. I will always let go of the thing and honor the relationship first. 

[0:50:52.8] MB: What would be a piece of homework or starting point you would give to somebody listening that wants to concretely implement some of these ideas? 

[0:51:01.4] RD: Great question. There’s two things I think will keep people on the path they are if they’re doing things really well in their lives and they can reflect on why their relationships going well and then think about the times when you’ve had some challenging ones and this is very simple. The first thing I like to do is I love discovering the greatness in others. In other words don’t focus your time on trying to figure out people are doing wrong and commenting on it and gossiping about it. 

Just focus on their greatness. Every human being has greatness somewhere from their perspective, whether it’s work related or person related, find their greatness. Take time to discover it. And the second thing I would do is practice this with everyone and I guarantee you, relationships are going to start blooming with much greater trust. Find out what other people’s priorities are in their lives. Their challenges, their needs, wants, dreams and aspirations. 

If you take time and do this without judging them either, take time to figure out what someone else’s priorities are. I am telling you, who doesn’t want to talk to someone who isn’t actually interested in the things that they are important to them? You do those two things and I guarantee you, you’re going to start inspiring trust around you. 

[0:52:03.9] MB: And where can listeners find you and the books online? 

[0:52:07.3] RD: My first book, It’s Not All About Me is on Amazon and a few other places. The one coming out, The Code Of Trust will absolutely be everywhere but you can get links to them as well as my Twitter feed as well as LinkedIn. My website which is www.peopleformula.com and my Twitter handles @rdreeke. Things I post, I don’t self-grandiose on these things. If I see great research and great ideas by others, those things I do. 

I am not the guy who is going to wear you out with overwhelming amount of tweets or anything. Just a couple of them that are inspiring as life comes along but also I’d take any questions that anyone wants as well. That’s it. 

[0:52:50.2] MB: Well Robin thank you so much for coming on here and sharing all of these wisdom. You have a fascinating background and story and I think it’s amazing what lessons have come out of your vast experience. 

[0:53:01.6] RD: No, I can’t thank you enough. You have some really great deep questions and I thank for the time because yeah, it’s compiling an entire lifetime of learning into a couple of minutes is not all of that easy but you did a great job of getting it out of me. So I appreciate that and I appreciate you sharing with your listeners as well. 

[0:53:18.4] MB: Thank you so much for listening to the Science of Success. We created this show to help you, our listeners master evidence based growth. I love hearing from listeners. If you want to reach out, share your story or just say hi, shoot me an email. My email is matt@successpodcast.com. I’d love to hear from you and I read and respond to every single listener email. 

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Now don’t forget, of you want to get all the incredible information on this episode, links, transcripts, everything we discussed and much more, be sure to check out our show notes. You can get them at successpodcast.com by hitting the show notes button at the top. Thanks again and we’ll see you on the next episode of the Science of Success.

September 28, 2017 /Lace Gilger
Influence & Communication

Do You Have To Be Ruthless To Succeed? The Truth About Survival Of The Fittest with Dr. Chris Kukk

September 21, 2017 by Lace Gilger in Influence & Communication

In this episode, we ask "do you have to be ruthless to succeed?”, we examine how compassion is powerfully linked with success, we discuss the essential task of challenging your own world view and seeking evidence you disagree with, learn how to ask great questions, and much more with Dr. Chris Kukk. 

Dr. Chris Kukk is a former counter intelligence agent, now a professor of Political and Social Science at Western Connecticut State University. He is the founding Director of the Center for Compassion, Creativity, and Innovation. He is the author of the newly released book The Compassionate Achiever and has been featured on NPR, NBC, The Economist, and more

  • Social and emotional learning and how Chris is using that to transform early childhood education

  • How positivity and compassion can spread from the bottom up to change schools

  • The neuroscience behind how compassion helps children learn more effectively

  • Why cultivating personal awareness is the first step to mastery

  • With meditation you catch more than you miss, without it, you miss more than you catch

  • What did Charles Darwin have to say about how compassion impacts the “survival of the fittest”

  • How a focus on helping one another moves society forward

  • Why the conception of compassion as “soft” or “weak” is completely wrong

  • How compassion is powerfully linked with success

  • Mother Theresa’s “Ripple of Kindness”

  • Do you have to be ruthless in order to succeed?

  • Compassion enables you to have sustained success

  • Lessons from Enron

  • What psychology and neuroscience studies show about extrinsic focus vs intrinsic focus on your achievement

  • How Utah has saved money by pursuing a policy of compassion in solving homelessness

  • The “4 step program” for cultivating compassion that you can start implementing right now

  • The power of “LUCA”

  • The power of listening to learn instead of listening to reply

  • The definition of compassion - understanding and taking action

  • How we can “understand to know” and build a deeper mosaic of understanding to find common solutions to our problems

  • Connecting to capabilities, reaching beyond yourself to help people with the human potential hidden in plain sight

  • The essential task of challenging your own world view and seeking disconfirming evidence

  • All feedback makes you stronger, ideology fears the truth, wisdom seeks it

  • The buddhist concept of “fierce compassion”

  • Remember, water cuts through rock over time

  • What are “knownaughts” and “noxxers”?

  • The power of connection to make your success limitless

  • How do we ask great questions (and why its so important to do that)?

  • The great question is like the lens of a camera, the aperture shapes what you see on the other side

  • The words that you use frame the way you see a problem

  • How silence can open up doorways for deeper understanding

  • Lessons from counter intelligence interrogations about how we can become better listeners

  • The power of "nondoing"

  • Practical steps you can implement right now to begin walking the path of compassion

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Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

SHOW NOTES, LINKS, & RESEARCH

  • [Book] The Compassionate Achiever: How Helping Others Fuels Success by Christopher L. Kukk

  • [Personal Site] Chris Kukk

  • [Book] The Moral Molecule: How Trust Works by Paul J. Zak

  • [Twitter] Chris Kukk

Episode Transcript


[00:00:06.4] ANNOUNCER: Welcome to The Science of Success with your host, Matt Bodnar.

[0:00:11.9] MB: Welcome to the Science of Success, the number one evidence-based growth podcast on the internet, with now more than a million downloads and listeners in over a hundred countries. 

In this episode we ask; do you have to be worthless to succeed? We examine how compassion is powerfully linked with success. We discussed the essential task of challenging your own worldview and seeking evidence that you disagree with. We learn how to ask great questions and much more, with Dr. Chris Kukk. 

I’m going to give you three reasons why you should join our email list today by going to successpodcast.com and signing up right on the homepage. The first; we send out a curated weekly email every single week to our listeners called Mindset Monday. Listeners have been loving this email. We get tons of great feedback. It’s short simple and has some really interesting stuff that we've been digging for the last week. 

Second; you get the chance to shape the show. You can vote on guests. You can help us change parts of the show. For example, the new intro that we rolled out last week was voted on by listeners like you, so make sure you get on the list if you want to have a chance to impact and change the direction of the show. We reach out all the time and ask for your feedback and ideas. 

Lastly, and most importantly, you get an awesome free guide if you join our email list and it's something we created based on listener demand. It's our most popular free guide and it’s called How to Organize and Remember Everything. You can get it completely for free along with another awesome bonus guide, which is secret, but when you sign up you'll find out what it is and I know you’re going to like it, by joining the email list. 

Once again, you can go to successpodcast.com. You can sign up right on the homepage, or if you're on your phone, you can text the word “smarter” to the number 44222. That's “smarter” to the number 44222. 

In our previous episode we discussed habit loops, how they form, what they are, and we looked at why you can't stop picking up your phone. We talked about the habits and routines that research shows are the most correlated with success. We looked at how to bake mental models into your brain and much more, with Charles Duhigg. If you want to break you phone addiction, listen to that episode. 

Now, for the interview. 

[0:02:36.9] MB: Today we have another amazing guest who has the honor of being the very first guest to do a return interview on the Science of Success, Dr. Chris Kukk. Chris is a former counterintelligence agent, now, a professor of political science at Western Connecticut State University. He's the founding director of the Center for Compassion Creativity and Innovation and he’s the author of the newly released book, The Compassionate Achiever. He’s been featured in NPR, NBC, The Economist and much more. 

Chris, welcome back to the Science of Success. 

[0:03:06.8] CK: Wow, Matt. Thanks for having me on again, and the first guest. It’s a true honor. I love your show. Thank you for having me back on.  

[0:03:13.1] MB: We’re very excited to have you back and to share some new wisdom. For listeners who haven't been following what you're up to lately, what have you been doing since we last chatted? 

[0:03:22.6] CK: Oh, man! Everything from working again in the Dalai Lama, back to campus for students and outreach to schools on social emotional learning. Just came back. Tough gig in Hawaii working with schools out there on getting kids to have their lessons, really, in math and science, woven with social and emotional learning, so that kids — This idea of looking out for others becomes kind of a natural habit, what they were born with. 

Babies are not looking to take someone else down, right? Everyone’s looking to cooperate, and we learn like Jean-Jacques Rousseau said, we learn kind of these bad habits through society of looking out for ourselves and not caring about others. It’s getting the kids — The kids, once they understand that looking out for others is part of being a human, part of being part of humanity. They literally flow right into it and they bring it home to their parents. We had talked with parents about what we’re doing in school and the parents are so excited about it. 

There’s this emphasis now, I think, back in the schools and parents were involved in schools of getting kids back into a community. Not focused on just testing. That's what we've been focused on in the last decade or more, is kids in testing. We should be talking about kids and being a part of communities, and that’s what we’re doing lately. 

[0:04:48.2] MB: Tell me more about that. What exactly is social and emotional learning? 

[0:04:52.8] CK: Social and emotional learning, the shorthand of it is really having self-awareness about yourself and how you feel about a certain situation and how your emotions, what your emotions are when they first come up about a certain situation. Then having awareness about other people’s perspective on their emotions and their feelings and then working with that together. Really, think about it — The way I think about it is I played lots of sports in high school and through college and it's about getting a team moving forward. You know when you're part of a community or part of a team, you can do more when everyone's working together. 

It’s even part of what I went through in the service as a counterintelligence agent. The best squads in counter-intel were the ones that even if the people didn't personally like one another, they just thought — I don’t know. Back in my day you were either a Dallas Cowboy fan or a Pittsburgh Steeler fan, and it’s getting those two teams and two fan bases together to work together. In the military, even if you didn’t like someone, you always had their back. You always help them through things, and it's getting that idea like, “Okay, kids nowadays. I guess just go Yankees, Red Sox. One is a Yankees fan, another is a Red Sox fan. They may not personally get along in terms of baseball, but when they're in a classroom, they’re looking out for each other and they’re looking to say someone’s down and giving them a high-five or checking in and see what's up with them. Is there anything they can do to help, and it’s building that community, that sense of trust, and we know that when it starts on the local level, on the very individual to individual level, it tends to spread. It becomes a contingent, just like negativity is a contingent. Positivity is a contagion as well, and if we can get kids to do it, also parents do it, and that’s what we’re finding out. It just spreads from, literally, from the bottom up, and now teachers are getting involved in it, because they're seeing these kids are in a classroom and it’s full of compassion. Their scores go up, and it may not be rocket science, but it’s definitely brain science, right? 

When you're in a compassionate environment, dopamine starts to flow. You get this reward chemical, and as neuroscience has shown, dopamine acts like a post-it note for memory. Kids are starting to memorize better. They’re starting to learn more and retain more. There’s this cool circle, this 360 degrees circle all starting with good compassion about learning and about succeeding. To me, that's just going to create a better world all the way around. 

[0:07:31.1] MB: I love how you started with the concept of personal awareness and how important that is. That, to me, a recurring theme that we see again and again on the show, which is being self-aware and figuring out, “What am I feeling emotionally? Where am I right now?” is really the first step to unlocking so much more. 

[0:07:52.1] CK: It is. I think we are in such — We’re in a time where everyone wants to move fast and we’re in a moment in history where we’re talking about globalization and global connections, but there is a paradox in there. We’re connecting globally, but we’re not connecting locally. We’re not connecting individually to each other. 

What I mean by that is that, yeah, we can contact friends or the mighty country of Estonia through Skype. It’s the country where Skype actually came from, was Estonia, and we can communicate with people out there. When we’re talking to each other, how many times do you see people taking out their cell phones and looking at their cell phones instead of looking eye to eye into someone else, right? We forgot the importance of looking into the windows of the soul, and that's another person's eyes, and you can read so much and learn so much from someone just by looking at them while you're talking. We’re in such a rush lately in terms of individuals that we’re missing each. We’re creating that kind of — You know when you’re on that train and the train is going by, the place is really fast. Everything is like a blur. That’s what we’re doing to each other. We’re creating blurs and we wonder why our society is weakening, civil society is kind of crumbling and I don't think it's complicated and maybe complex, but it’s not complicated. I think we just need to realize that the time we take with each other and with ourselves, you and I talked about this before, we both meditate, and when I meditate in the morning, I swear, everything for the rest of the day is everything — It’s like when you're hitting a baseball and you're on. Everything's in slow motion. You catch more than you miss. When I don't meditate, I miss more than I catch. I think we’ve been doing that with each other as well. 

[0:09:57.5] MB: You talked about, and I think some of these stems from your military work, from the work you’ve done in schools, the importance of looking out for each other and building trust. I know we touched on this briefly in our previous conversation as well, but tell me about how that interacts with people who think about the world from the framework of survival of the fittest and how — Are those ideas mutually supporting or are they opposed? 

[0:10:24.5] CK: Oh, man. That’s a great question, because first of, let’s clear up a misconception about survival of the fittest. When we normally talk about survival of the fittest, we think in Cliff Notes version of Charles Darwin on origin species. That’s where he hypothesized something like survival of the fittest, but he never coined the term survival of the fittest. It was a guy named Spencer that did. 

What you find out with survival of the fittest when you actually read Darwin and you go through The Dissent of Man, for example, which is later on after he's done a lot of his research, you find out that Darwin says that the species that will move up the evolutionary ladder most efficiently and the most effectively is the species has that has the highest number of its members, and this is his words, that are sympathetic to each other. Sympathy, Paul Ekman, has found out by going through a lot of the research as well, is that he means altruism. It means compassion. It means empathy and different passages of The Dissent of Man. 

He uses the synonym sympathy for those three other words, and when we think survival of the fittest, we think — It’s like the playground scenario. When kids play King of the Hill, they have to push down someone else in order to get on top. It's a zero-sum game. If one person wins, that means another person has to lose. That’s how kind of shorthand a survival of the fittest as a society, and that's not what Darwin was ever talking about. Darwin was talking about how people helping one another will actually move that species, that community along and move it forward. When you talk about economics, because people think when you talk about compassion, it’s supposed to be week. It’s supposed to be soft, and that’s so backwards. Just an example, water which is considered soft, can cut through rock, which is considered hard. If you have this image of being kind is soft and weak, you have already started losing ground in whatever you think you want to achieve. That's the one thing I want to kind of get across. 


Paul Zak shows in his work, and he calls himself a neuro-economist, and he writes some great stuff, the book called like The Moral Molecule. He shows that communities that have high levels of trust, and he takes it back to even measuring oxytocin in the blood, and compassion, when you think in a compassionate way, you actually increase oxytocin. Those communities that have a high level of oxytocin create that trust, and it’s a kind of — It feeds in on itself, trust and oxytocin, once you start to get it going. It builds up more and more. 

Those societies that have the greatest and committees that have the greatest levels of trust also have the strongest economies, because everyone can trust — The contracts are not written necessarily on paper. They’re written literally in blood through the oxytocin, and people can help each other move forward more efficiently and effectively when you have that trust. If you think you need a contract every single time you need to do something, you’re going to slow things down. You’re going to slow down because you need to do the bureaucratic paperwork that needs to be done to guarantee that you need to move forward. 

Mat, I remember when a handshake accounted for everything. Now, we have to have lawyers looking over many different things and people looking for the one eye that isn’t the auditor, the one tee that isn’t crossed. That's up to us to bring that handshake back to each other and to create that positivity and that level of trust, and that level of trust, the byproduct. It's not the purpose that you do it, but the byproduct is success. 

[0:14:40.8] MB: Tell me more about that. Tell me about the idea that compassion is not soft or weak, and specifically about the link between compassion and success. 

[0:14:53.4] CK: Oh, man! It’s so much. That’s what the books is about. The Compassion Achiever is literally about that link. It starts — Let me give an example of what I mean by that. First off, the compassion-trust angle, if you're part of a community, and all of us are, and you build — And it starts with one person. I call that a ripple effect, and other people have used ripple effect. Mother Teresa is called the Ripple of Kindness in moving forward and how that engulfs other people, it moves everyone forwarding and then creates the trust, which then creates that strength. 

It's more than that, because in the service, in high school sports, I was told you, “Kukk, you have to be ruthless in order to succeed.” I noticed that not just in sports, but in economics and in other fields that work jerks or people who really just focus about themselves, they may gain some success, and I’m not saying they’re not going to win certain battles. They will, and that's what happens, but their success in terms of the people who are selfish and self-interested exclusively will flameout. It's not sustainable success, because, Matt, we all fall. We all inevitably fail at sometimes. Even when we’re on a roll, there are things that don't work out. 

When we fall in you’ve been compassion you’ve been helping other people, what I find out is that a lot of the people around you won’t let you fall away to the ground, or if you do, they’re there to pick you up immediately not to stay down. We fail to give that, I think, enough credence and enough credit. We kind of — You think you have to achieve a certain level, and then you’ve done it and it’s over. I think true achievement includes the word sustainability. That you have to have sustained success, because anybody, any jerk can attain a certain level of success. 

I think the real achievers are the ones who sustain success across a long period. Just as an example, look at Enron. Enron was a company that was focused on — It’s exclusively its bottom line, so it drove electricity into the ground so it could drive its profits up. It was supposed to be the model. Great reporters and political economists, they were using Enron as an example of a successful company. Enron is no longer in existence, but you have businesses like Patagonia who are out in the community making their communities better, giving back to the communities who have a much, I would argue, greater level success, but also a more sustainable level of success. 

When you have that that idea of compassion moving forward as your main goal, it’s an intrinsic motive. We know through psychology studies, we know through neuroscience that if your focus is extrinsic, that means that you're looking for material gain. You're looking for monetary gain. You're looking for a promotion. It’s an extrinsic value. It’s something outside you that you may get it, but you’re not going to keep it for long. 

The intrinsic values, like patriotism, like compassion, as you move through life, and those are your values, those are your motivating — I call them motivating verbs. Then your byproduct is sustainable success, and it’s just —You can go through any field. We just did business, but over and over again you see that, and it’s not the superstars and the individual superstars who are NBA team, it’s the teams that usually win NBA championships. It’s from sports to businesses across the board where you think compassion doesn't matter. Academics, compassion matters, it matters for sustainable success. 

[0:19:09.6] MB: That’s such a great point, and something we've dug into previously on the shows specially when we had Dacher Keltner on here to talk about the science of power, and so much research validates this idea that people who achieve and maintain power are often people who are the most compassionate, the most emotionally intelligent. They’re not these sort of caricatures of ruthless leaders. Occasionally and recently, especially that can happen, but to have it truly be sustainable, it has to be driven from a place of compassion. 

[0:19:43.9] CK: Without a doubt. In Keltner’s work, in The Greater Good, they do some great studies there, and I cite some of their work actually in the book, in the Power of Paradox. I actually bought, haven’t read it yet, but I have it on my bookshelf to the red. 

Yeah, I think science shows it more and more, Matt, and I think your show also highlights in many different ways, in many different perspectives, that angle, and my book simply brings together a lot of those different angles and puts them into one perspective as the compassion achievers, if we all were compassionate achievers, I think we’d have a society that would be unstoppable in terms of success and achievement at all levels. I’m talking local, state, national level. We have some states moving forward on that, like solving homelessness. You turn on some cable TV stations and they characterized the homeless as being lazy, as being weak, as being non-caring, and it’s so not the case. 

Everything from family who went bankrupt because of medical issues, to individuals having mental issues that simply just need to have some type of help. You have states like Utah who are bringing the homeless down to a zero number, pretty close to a zero number as you can possibly get by actually building homes for the homeless so they have an address when they apply for a job. They can actually put an address down and then get a job. There’s this weird tough circle to get into that you can’t have a job unless you have an address and they can check on you when they do the interviews to send mail to, and homeless don't have that option. 

You have Utah making a big change and successfully. You're just focused on the extrinsic value, the bottom line. Utah has shown over the last 10 years now, it’s a little back over that now. Actually it’s been 12 years, that they’ve been saving $8,000 per person on that. The bottom line, they’ve been spending less on homeless by actually giving them a home to start with, and the Hawaii's now moving forward and allowing medical doctors to prescribe homes to the chronically homeless there in Hawaii. It’s a more compassionate angle rather than trying to sweep the homeless under the rug, trying to help the homeless, our fellow Americans the kind of move on up. Our fellow, in my case, fellow veterans who come back from war and have a hard time adjusting, to have compassion for them. These are our fellow citizens, and some cases, many cases, fellow warriors who went to battle this country instead of turning our backs or making pretend the problem doesn't exist. We are having states show that you can actually save money by being more compassionate to others. It’s just across the world and across categories, Matt. Being compassionate achieves levels of success that you didn’t think you can achieve before. 

[0:22:56.1] MB: I think that’s an incredible point. I love the idea of looking not just that personal development, but looking across public-policy business, all these different spheres. There's many different examples of how kindness cannot only be great for you, but also great for, as you said, sort of the bottom line. 

[0:23:14.6] CK: Yeah. The bottom line isn't just the money. I would also argue the bottom-line is our civil site, because a great democracy rests on the foundation of a strong civil society. When you weaken that, I don’t care if you’re the president, I don’t care if you’re a member of congress, I don’t care if you're a local citizen. Going to your town hall meeting, you all, we all have the ability to make our country, our town, our states stronger just by looking out for one another. When we start putting down one another for whatever reasons and not helping one another, we take down our own democracy. It’s by the people. It’s for the people, and it’s of the people. 

We lose sight of that, we will lose. What I would argue is the greatest democracy the world has ever seen, and it will not be because of one person, because we, the American people, didn't care enough about each other, we let each other down. About how we should either stand up for each other or are we going to stay silent when it comes to — When other people are pushed down or pushed away even. 

[0:24:32.7] MB: How do we cultivate compassion and build a more compassionate world? 

[0:24:40.4] CK: Wow! Okay. I think there's a lot of different ways that you can do this, and you and I talked about this before, Matt. We meditate. I do compassion meditation, but for some people, meditation happen to be their thing. I came up with a four-step program that anybody can do at any time. It’s not something that's outside of any kind of traditional realm or conventional realm that a society thinks it is. I am looking just to have practices that anyone can follow. For example, the first step is listen. 

Before we get into the steps, actually, I should say think of the name Luca, L-U-C-A. Luca in many different languages is a name that means bringer of light. It also stands for in science and various subjects in science, it stands for the last universal common ancestor, Luca. I argue that compassion is that kind of last universal common virtue value, or in my case, I believe it’s a verb. The last verb that we call can tie on to to achieve success. 

Luca, the first part of it stands for listening, listening to learn. The reason I think this is a big important first step. If someone asked me, “What can you do — What’s the first thing you should do to build more compassionate?” I’d say, “Listen,” because we don’t listen anymore. We seem to — If we do listen, we listen to reply. We don't listen to learn. We don’t listen to learn about someone's issues or problems. We don’t listen to the words they're saying. We tend to jump in and interrupt each other rather than getting the full lesson from hearing, taking the time to really listen, to give a focused attention to someone else. 

I think if we listen to learn, we can then acquire an understanding of not just the person's problem, but of the person's perspective, and that's where that social emotional learning comes back. It’s not only your own self-awareness, but it’s the awareness about how other people are feeling. If you don't listen, you're never going to get to that level of understanding, because compassion is defined really by kind of two aspects. Compassion is defined as this 360° kind of holistic understanding of a problem or suffering of another, and then the second aspect of it is then you take action. You have a commitment to do something, to help that person, to address the issue that they're going through. Listening is that first part. It’s about taking that — You’re trying to go for that understanding of another, and we don't do that anymore. 

Listening to learn, and then the second step is understanding to know, which is a key aspect of compassionate. You’re understanding what you need to know in order to help them. If you don't listen, I don’t know how you’re going to get to that understanding to know, and so you're trying to gather as many different pieces of information as you can. I see that as creating a mosaic of a problem. You’re putting together pieces as you’re listening and that image and a picture comes to mind of what the actual problem is on how the person is seeing it. The way I describe it is the way you're seeing it is through their eyes. You’re seeing the mosaic through their colors, their emotions, their feelings. 

Listening to learn, understanding to know, and then the third is C, connect to capabilities. Sometimes you have the ability to help someone to address their issue, and that other times you need to connect them to other people or other organizations. For example, I had a young man who was an Iraq, Afghan veteran who’s just having a time that I hope no one ever has to go through, where he was losing his wife, he was losing his daughter both to either a car accident or medical issues. He was trying to finish school and he couldn't. I knew I was his last — He came to me as this kind of a last cry for help just so someone would listen. I knew that his problems were bigger than what I could handle, so I had to get him to the counseling center. 

I had to connect him to someone who had the capabilities to truly help him. He trusted me enough so that I could walk him over there. Now he's graduated. His wife is fine. His child is fine. They were there for graduation. He has his own business. 

Those are the stories that we seem through daily life that gets swept away, but those are the stories and those are the people who make a difference in the world because they’ve been down, but then we all have that potential to connect people that are going through tough times to connect them to others that can really help them. Connect to capabilities. 

Finally, you’re acting to solve. You're actually taking the steps. You’re not just understanding, you’re not just listening, but you are making those connections if you need to make this connections. You're taking action to make that solution go away — I mean that solution to happen. Sorry. The problem to go away.

That’s basically the forceps, and I go over different ways that you can do that. For example, listening. Listening, I bring up podcasts, and bringing up podcast that actually challenge your notion and actually sitting through a podcast that maybe you disagree with, but listening to the whole argument, not shutting it off, not walking away. It’s simple things like that that we all can do in practice and buid our compassion muscle I call it. 

[0:30:51.7] MB: I want to dig into several of these, but before we do, the last point you made is something that I think is so relevant and has been very very top of mind for me, with the way that the internet has evolved and the way that our society has changed in the last 10 years, everyone lives in a bubble where all of the information that they get is curated to tell them what they want to hear and to make them feel how they want to feel. If you really want to understand reality, if you want to get down to the kernel of truth of what's actually happening, if you want to cultivate a deeper understanding of the world, you have to seek out disconfirming evidence. 

We were talking about Charles Darwin earlier. This is one of the core tenants and premises of all of Darwin's work, which is the idea that you have to seek information that challenges what your perception of the world is. You have to listen to people who disagree with you. You have to go and find information from all kinds of different sources and really try to uncover, “Okay. What's true? What's false? How much of this is spin?” I think it's so important to do that in our world today and too many people live in a silo where they’re here only ever comforted by their self-selected pool of information. I absolutely love that advice that we need to find things you disagree with and really challenge our own worldviews. 

[0:32:15.1] CK: Yeah. I think it even goes — Yes, without a doubt. I also think it goes further than that. I think that a lot of people — I know that you do this, Matt, because we've had offline discussion before too, that those challenging bits of information are not the Jenga pieces in your ideology or your philosophy. 

A matter of fact, they turn out to be quite often new structural beams in your philosophical house, if you will, right? This idea that — I start the book with Darwin, basically, that the critics, when I was first getting in public talks about compassion would always bring that up, and I decided, “You know what? I’m going to read all of Darwin. I’m just going to get all the books. I got them electronically, I got them in hard copy, and I’m just going to sit down and take notes and learn from the great master himself rather than reading interpretations of them. I think this is the other thing. 

We get news through an interpretative lens. It’s not our own lens, and I think we need to go back to the classics and we need to read the original documents from what they are. I would argue that with the constitution as well, not just science. Then, for me, Darwin has turned out to be a pillar of support for compassion. Not the Jenga piece in my house of compassion that I thought it was initially. My critics were spot on, and I learned so much from the people who gave me true criticism of it and it helped me to dive deeper into the science of it all and to really understand what Darwin meant by the fittest. He didn’t mean by someone pounding someone else down. He meant that they are fit for one another, but they fit together. It’s a totally different way of looking at it. 

If I didn't listen to the critics who gave some spot-on points, I don't think I would've taken as much time and gathered all the books that I could possibly get and sit down and go over it. I think you’re right on, Matt, that we don't do that enough. I think, in my classes, when I teach, for example, political economy for a week, I’m a mercantilist, because I want my students to know the best of mercantilism. Another week, I’m a classical economic liberal, not liberal the way Americans define it. Liberals the way the rest of the world defines it, that’s someone who’s for free trade. 

Then as funny as it is, and students sometimes don't remember my life as a counterintelligence agent during the Cold War, but for a week a former counterintelligence agent becomes a true Marxist, to give them a sense of what the Marxist thought about economics, because think every idea has its strengths and weaknesses including mine, including the compassionate achiever. I think we learned from each other by having these discussions, what's weak, what’s strong, can improve on something or is something so bad that I miss something that maybe when I read a scientific study, someone said, “You missed this part of it,” we can build each other up. 

What I mean about being compassionate is that you're not a Pollyanna. In Buddhism there’s this phrase called fierce compassion, and I love that idea, because I think a compassionate achiever has that fierce compassion. You are not a pushover. You're not a doormat for anyone else when you have compassion. Remember that water cutting through rock idea, because that's what I certainly remember. 

You can achieve more by being compassionate to others, and that achievement builds strength, not just in you, and we know it through the neuroscience and the first types of blood works, everyone from Dr. Tonya Singer, to Paul Zach, to Dach Ketlner have all proven, but we have yet to talk about it like we are talking about it, Matt, in a popular kind of social science way that everyone can understand. It’s been hidden by science. 

One of the things I love about your show that you constantly do week-in and week-out is you bring science to the light of society so that everyone can understand what the heck is going on in recent research, and that's what I tried to do with this book, so that everyone could see that the science is there to support that compassion is about strength. It's not about weakness. That survival of the fittest is about how we fit together, not how we divide one another. 

If we can get that message through and show the benefits of that, I think that we can ride the ship that’s going on right now in the world in terms of having to look past one another or not acknowledge that there are issues like homelessness that need to be addressed and that everything from education to healthcare to do business. I think there's more to it. Then, this basic achievement, I think it swells to a wave, this tidal wave of success that lifts all boats together and it’s not a dream. It’s actually from proven from Darwin on up. 

[0:37:47.1] MB: I think the idea that feedback makes you stronger, and if your ideas, if you're scared of pursuing or looking at ideas that you don't agree with, because you think you might be wrong, you need to encounter those ideas so that you can find the truth. Ideology fears the truth and doesn't want to discuss it. Doesn't want to look at the evidence, only wants to believe what it believes. Wisdom seeks the truth. Wisdom tries to find out what are the best ideas regardless of what I think the best idea should be. What is the data actually bear out as the best ideas? What is the research shows us or the true things that we need to really understand and focus on. I think that quest for all evidence, whether you like it or not, whether you want it to be true or not and really trying to understand the truth is so important. 

[0:38:39.5] CK: Oh, man. Yes, it is. That's the thing. I call people like that, and this definitely comes from my — How should I say it? Addiction, affliction to Dr. Seuss books. I call them know-nauts, knowledge astronauts, because I think you're willing to dive into the universe of knowledge no matter where that starship that you’re on takes you, that you’re willing to go to the widespread, the furthest universe of knowledge that you could possibly can and grab all of that together and that excites you. 

The idea that there are “alternative facts” muddies the water so much and dilutes this idea of wisdom in ways that just hurt not only individuals, but I think our country. When you see the facts that are out there and you're going for wisdom, one of the things that you really see is — I’m a big fan of complexity science, to show the connections between what happens — It’s like the butterfly effect. The butterfly's wings flaps and we’re in the Halifax, somewhere else, showing those connections between different things. When you have the facts and you slide them in, and we’ve learned new facts and quantum physics has given even more new facts that are what Einstein called weird, but are true. That they connect dots between things that we thought weren’t connected. 

As we forward in terms of science, in terms of knowledge, and more importantly I think what you brought up, is in terms of wisdom, you see that more and more things connect to each that we never thought connected. This idea compassion is based on connections. It’s based on human connections. I would argue even further, it’s based on more than that. We know that psychopaths and serial murderers start killing animals before they start killing fellow human beings. 

How you connect with the world around you I think will also not just tell everyone what type of person you are, but also will either limit or make your success limitless just by how you connect and how you understand those connections, how you act on those connections. I don’t think we think about that enough. Once you sit down and kind of look at the wisdom that’s gathering storm and that’s moving forward, it is about connecting the dots and it’s sitting back and seeing how those different connections work. 

Yeah, I think that knowledge is crucial, but how you used a knowledge and how you connect the knowledge, that either creates understanding or it creates misunderstanding which then leads you on the path towards wisdom or further away from wisdom. 

[0:41:49.3] MB: Let’s circle back, and I want to dig in to some of the specific strategies within your framework for cultivating compassion. One of the components of listening to learn is asking great questions. Tell me about that. How do we ask great questions? 

[0:42:05.1] CK: Oh, man! There’s many different ways, and in the book I kind of go into one way. I see great questions and I write about this as a great question is like a great photographer, because a great question can bring out the essence of not just the problem, but of the person experiencing the problem. It’s kind of like a light bulb moment for some people when you ask the question, because you’re not giving them the answer. You’re asking them a question, it’s like E.E. Cummings. It’s not about getting to the answers about asking better questions. When you ask a great question or a better question, the person going through the problem actually comes up with the solution themselves and it’s empowering to them, because you’re not looking to empower yourself necessarily. You’re looking to empower them to help them get through their problem as well. 

A great question, I see it as the lens of a camera. It’s that aperture. How open or close is the aperture when you take the picture matters on how clear that image is or how murky that can be or if it’s smudged, if it’s light and it’s smudged. Also, the aperture makes all the difference in terms of what you see. I think a great question, whether it’s open or closed will also give you that same type of benefit. It’s going to show you what you can see by simply the question you asked. 

For example, a closed question is one that has a very short answer. It’s a yes or no or I don’t know. Very tight closed way of answering it, it’s short. An open question is a question that is literally limitless. It’s wide open. That a person can answer it in many different ways. There’s not one way to do it. 

In classes, I try to start off the first part of every semester getting to open and close questions. I’ll have a statement up on the board, a very short statement and then I’ll have students write a question, usually a closed question. I start them off the close questions. They’ll write the close questions and I’ll give them five minutes to do it, working with partners. Then have them change those close questions to open questions, and to hear them go through that process is awesome, because like, “Wait a minute. The way they see that statement changes dramatically between a yes and no question to one that can be a why question or a how question.” 

I want them to understand that the words that they use frames the way they see a problem, and questions do that to everyone. I think some of my greatest teachers that I had from grammar school all the way through college did that instinctively, and I wanted to harness that in a chapter in the book, because I think we don’t give the due diligence to the words we use and the questions we ask. I give this example in the book, how you and when you use words matters to people and it matters from their perspective. For example, if you’re counseling a couple going through marriage and you ask them the word, “Oh, what do you think triggered the experience that kind of set you apart and drifted you off?” is very different than asking a parent who lost somebody, and we just had another example, the school shooting lately, “What do you think triggered the shooters?” 

Just using that word takes the person you’re trying to help away from any help. They have an emotional reaction simply to the words that you were using, and you shut down any chance of success moving them forward at least from the temporary time being, maybe for a long time. I think we have to take note of that in the context that we’re in and learn how to connect with people through great questions. I think those great questions, I call them brooms and light bulbs, because they can sweep away problems and they can give aha moments to the people that you’re asking. Great questions to me are simple as open and close questions, and it’s a dance, Matt. You just don’t — I went through a psychology course in college that gave me the funnel. You start with open questions and you end with close questions, and that’s the way you do it. It’s so formulaic. I was like, “That just can’t be right. It just sat wrong with me.”

Going through counterintelligence, working on Wall Street, being a professor. It’s a dance. Knowledge, wisdom is a dance and sometimes you do open with open questions and close, but it’s not that formulaic, because you’re listening to the person that you’re questioning towards. Sometimes you can read their body language. Maybe they’re struggling because they don’t want to open up, because it’s going to — For them, they think it’s going to lead to the wrong roads. 

So then you have to adjust your way or questioning by the responses that you’re getting, and it’s not a formula. It’s not the funnel way that I learned in psychology 101. It’s more of a dance, and I think you could see it as a dance. You’re going to get further through the song of life if you do, because, man, people open up in ways that make you feel stronger as well. 

The open-close questions are like photographers, because I think for the moment that you both are in, you can either get the essence or turn it into a giant blur and move on, and I think the more we blur each other the more hurt each other and the more we weaken our chances of achieving success in whatever level that you think want to achieve. 

[0:48:13.0] MB: Another strategy you talked about is the idea of appreciating silence. Tell me a little bit about that. 

[0:48:20.1] CK: Yeah. I think we try to fill the gaps in on each other. You can read body language about silence. A lot of people need time to simply gather their thoughts and people tend to fill in to silence gap, because it’s considered awkward. It kind of goes back to the point that you’re bringing back up to and highlighting, Matt, about criticism. 

Criticism, some people think you have to defend against all criticism. One of the points that I think you’re bringing out and highlighting is that you can absorb that criticism and it makes you stronger. That’s the same thing with silence. People want to avoid silence. They think that awkwardness creates a sense of weakness. A lot of times, that silence generates new answers. It generates new answers not just in what the person will eventually say, but also in their body language. We don’t look at each other enough, and we started the show by talking about that, by looking and gathering all the pieces of information that you can gather, and some of those are in body language and how a person looks, which way they look. Are they twiddling their thumbs or their fingers? Are they looking at you? All those are pieces of information that if you’re not looking at someone while the silence is happening, because you’re trying to figure out a way to fill in the void. Then you’re not going to get the information that you need, right? 

One of the great quotes I had from one of the people I interviewed for the book, Sir Richard Dearlove said, “A lot of times —” and he’s specifically talking about getting information against an enemy, a terrorist or in his case it was the IRA. He says torture doesn’t work and he goes, “Torture doesn’t work because you get the information you want, not the information you need.” It ties back to everything we’ve been talking about. It ties back to wisdom, because if you get the information you want, not the information you need, are you truly getting the understanding of the problem? You’re not. 

Silence provides some of that information that we tend to overlook. We try to raise with the words that we try to fill in the silence. In music, I played bass guitar, trumpet, trombone and guitar. I remember once what Mozart said about silence. It’s all about the silence. Music is all about where the rest are put. He calls it kind of the foundation of music. Silence, the pauses. Think about the great songs in popular culture or even movies, like Jaws, “Dun-dun! Dun-dun!” We remember those pieces, even the short pieces, because of where the silence is put in, the same thing in our conversations. 

Conversations not only are made up of the words that people use, but where they place the silences. It’s understanding why someone went silent and putting an emphasis on that can give you new knowledge about a problem.  

[0:51:45.8] MB: So many great points. The concept of — Even the meta concept of listening to learn the idea, don’t listen to reply, don’t listen to get out what you want to say next. It’s about listening to build understanding. Once you cultivate that understanding, it opens the pathway for connection. Once you have that, you have so much more that you can work with. So many different things that you can do. It’s a great point. 

[0:52:14.8] CK: Thanks, Matt. I kind of see it like a combination. There’s so many different combinations out there to move forward, to address a problem. Sometimes when you address a problem you’re not totally solving it, but yet you’re learning, right? That’s also what I want to incorporate in there. Failure is okay. Failure is a part of life, and you learn from that failure. I think we become a culture that’s afraid to fail, but all the great innovators in history have failed more than they succeeded, but yet their success is built on those failures. We tend to sweep that under the rug as well. 

One of the things I do for students, especially the honor students, because they’re all type-As and they think they have to succeed all the time, is I give them assignment where they can’t. I want them to learn that it’s okay to learn from failure, because in the real world, as you and I both know, Matt, that’s where you tend to learn a lot is through those failures. We’ve created — Because of our education system based on test, that they didn’t have, and my fifth grade teacher, Mrs. Peck, how to work through failures. These students are really good at jumping through hoops, but they’re not good at adjusting to failures on many different levels, because they never really had a chance to fail, because if they did, they didn’t think they moved up to the next level or they couldn’t succeed on the next test. The test of life, man, is so much more about failures than it is successes. The irony of it all is that our successes are based on the failures, and we don’t talk about that enough either. 

[0:54:00.9] MB: I think one of the biggest failings of our educational system is exactly what you described. It teaches people how to jump through these hoops, but it doesn’t teach them that it’s okay to fail. It doesn’t teach them how to learn and accept mistakes and that having flaws and imperfections and making errors is part of the learning process and a necessary component to getting better. 

[0:54:22.5] CK: Without a doubt. 

[0:54:24.1] MB: What are the other concepts that you touched on that I found really interesting, was the idea of the power of non-doing. Tell me about that. 

[0:54:30.8] CK: Yeah. It’s not the same thing. The power of non-doing is not the same thing as doing nothing. It’s that inner reflection. It’s taking time, and I use mirrors to kind of explain this. Just like we look at a mirror to either adjust our hair or to find that we have green if we just ate a salad in our teeth an we’ve been smiling and one of those awkward moments where you get this giant leaf in the front of your mouth. You use a mirror to kind of clean that up, right? Realize that there’s something these that needs to be addressed. 

We don’t take enough time for internal mirrors, that inner reflection. Taking time to take account of what we have done, what we are doing and maybe what we will be doing. It’s about building that internal mirror. Mirrors in the real world, not only for the reflection that just looking at ourselves to make ourselves — Outward appearances to be better, but mirrors are used in solar panels to generate energy. They’re used — A mirror was placed on the moon to measure the length from earth to the moon. They’re used for so many different things, and we don’t take the time to simply reflect and create that self-awareness that we began the show with at all. 

To simply take 10 minutes even of your time, and I do it right after I go for a run or right after I workout. It helps me calm down. It also then brings up, and when I’m running I think of a lot of different ideas, and in that meditation it kind of, in a way, taking time to inner reflect and have that meditation, it cleans and consolidates the thoughts that I have and makes things a bit clearer for me in the world. I use people from different parts of the world to kind of explain that idea, the active non-doing, one, is taking that time to have inner reflection. 

Then, also, as a dad, it’s about purposefully not jumping in to do something for another. You’re purposely holding back. For my son, one of my sons had a rare medical issue, and it turns his voice into Darth Vader type voice, because he’s having hard time breathing. He’s able to go back to school once we got the oxygen levels back right. I wanted to go to school and kind of set the stage for his class so he wouldn’t be picked on or wouldn’t be bullied. 

I talked to him about it and he said he wanted to do it. As a dad, you kind of want to — Your initial instinct is to kind of help your children in any way you can, but sometimes the best way you can help them is through the purposeful act of non-doing. I purposefully had to hold myself back so that he could go in and do it, and he did an awesome job. His teachers called us later and said they were nervous about it, because he made jokes about being Darth Vader with it. The kids has settled right in. He knew his problem better than anyone else, including me. He knew the context it was in better than anyone else, including me. 

As a dad, listening to that, I have a sense of pride for him, but also there are times where you’ve got to let the people that you love and you care about around you to handle their own issues and hopefully you ask them the right questions to help them come up with the ideas. 

Another example I talk about that, about another instance of actual bullying. That active non-doing is not only just that inner reflection, but it’s purposeful act of allowing someone to resolve their own problems. That’s compassion, because you’re getting an understanding about them, not just about the problem. Hopefully later on, I have more information that I can use to help not only my son, but others in that situation. We constantly always think we have to do something to help another. Sometimes the best act is the act of non-doing. 

[0:58:59.3] MB: What would be one simple actionable step somebody listening today could implement that you would give them as home work to start down the path of compassion and to implement some of the ideas that you’ve talked about today? 

[0:59:14.1] CK: After our conversation, I’m going to give two now. Usually I just give lesson to learn, like practice learning. Going and going to a friend, listening to the problem and not jumping in. Not saying that you have the solution to it. Jump in with questions, not with solutions. Listen to not reply. Listen to learn to them. 

After talking with you right now, that understanding of wisdom that you highlighted I think is equally as important, is to go out and get those different perspectives. Sit down and listen to a podcast of someone who’s diametrically opposed you and listen for what you are bringing up before the truths, because every perspective, every ideology is based on some type of truth even if you don’t want to mimic, it is. That could be a bridge to learning about a friend or about starting a constructive dialogue, not a debate dialogue. Something where both parties can learn. 

I talk about this a little bit more when I talk about knoxers, I call the knowledge boxers, that any new knowledge that against them or their ideology, they fight off. One of the ways that you can actually have a constructive dialogue with a knoxer, a knowledge boxer, is to actually start with one of their basic truths and agree with it, but you won’t learn what those basic truths are unless you actually listen to them. 

After listening to you in our conversation today, I would say get down and sit down to a podcast, maybe one of the people that you interviewed that maybe someone said, “You know what? I’m not going to listen to that show, because I disagree with that person.” Listen to them. Go through the entire episode and listen to what they’re saying, not listening to reply, because I think you’ll find out surprisingly enough, and people don’t do this enough, is that there is something that you agree with with them, and that can create a bridge of understanding that we also need right now. Listening to learn and get out there and listen to different perspectives.  

[1:01:30.1] MB: Chris, were can people find you and your book online? 

[1:01:34.2] CK: I’m at chriskukk, Chris — and that weird last name — kukk.com, and you can find a lot of my talks there, upcoming appearances and also the book, but you can find the book at any book seller. Barnes & Noble, the indie book shops, Amazon, iTunes. It’s also on CD. It’s also on audio. The book is anywhere you can buy a book. You can get out there and I can — If you want, you can connect with me on chriskukk.com. We can have a discussion. I’d be more than happy to link up with anyone to have a talk about compassion. Chriskukk.com and any book store.  

[1:02:11.8] MB: Chris, thank you again for coming back to the show and, once again, sharing some incredible wisdom and insights. It’s been a pleasure to have you on here once again. 

[1:02:20.9] CK: Well, Matt, I’m honored to be the first guest that’s back the second time. Thank you so much for that honor. 

[1:02:26.9] MB: Thank you so much for listening to the Science of Success. We created this show to help you, our listeners, master evidence-based growth. 

I love hearing from you, if you want to reach out, share your story or just say hi, shoot me an e-mail. My email is matt@successpodcast.com. That’s matt@successpodcast.com. I’d love to hear from you and I read and respond to every listener email. I’m going to give you three reasons once again why you should join our email list today by going to successpodcast.com and signing up right there on the homepage. 

The first, you’re going to get exclusive curated weekly emails from us including our Mindset Monday email, which listeners have been loving. It’s a short and sweet summary of some research, TED Talks or videos that we found really interesting within the last week. You’re also going to get a chance to shape the show, that means voting on guests, questions that we ask the guest, changing key pieces of the show, like our intro music. The new intro that we just rolled out was voted on by listeners like you. If you’re not on the email list, you’re missing out on opportunities to do that. 

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Remember, the greatest compliment you can give us is a referral to a friend, either live or online. If you enjoyed this episode, please leave us an awesome review and subscribe on iTunes. That helps more and more people discover the Science of Success. Don’t forget, if you want to get all the incredible information, links, transcripts, everything we discussed in this episode and much more, be sure to check out our show notes. You can find them at successpodcast.com by hitting the show notes button at the top. Thanks again, and we’ll see you on the next episode of the Science of Success.


September 21, 2017 /Lace Gilger
Influence & Communication
Robert Cialdini-01.png

Simple Strategies You Can Use To Persuade Anyone with The Godfather of Influence Dr. Robert Cialdini

August 10, 2017 by Lace Gilger in Best Of, Influence & Communication

In this episode we discuss an old trick palm readers use that you can leverage to get people to do what you want, why persuasion does not lie just in the message itself, but rather in how the message is presented, what the research reveals about why the context matters as much, if not more, than the content itself, why you shouldn’t ask people for their opinion but instead ask someone for their advice, how small differences that seem trivial make a HUGE impact on human behavior, and much more with Dr. Robert Cialdini.

Dr. Robert Cialdini is the president and CEO of INFLUENCE AT WORK. He is the multi best selling author of Influence: The Psychology of Persuasion, and his latest book Pre-Suasion: A Revolutionary Way To Influence and Persuade and he is currently a Regents Professor Eremites of Psychology and Marketing at the Arizona State University. Commonly referred to as “The Godfather Of Influence” Robert’s work has been featured around the world with clients such as Twitter, Microsoft, London Business Forum, SXSW, and more.

We discuss:

  • How very small differences can have very big effect on human behavior.

  • How researchers boosted their response rate from 29% to 77.3% with one simple question

  • How can a photo change your ability to solve problems more effectively?

  • How to create a state of mind in your recipient that makes them more open to your request!

  • This one trick palm readers use that you can leverage to get people to do what you want

  • The Power of persuasion does not lie just in the message itself, but rather in how the message is presented

  • How did a small change in communication greatly affect the United Kingdom's tax collection.

  • Context matters as much as or more than content

  • How can you ethically leverage the concepts of pre-suasion?

  • One thing you can do to hack job interviews using this simple tactic

  • Why you shouldn’t ask people for their opinion but instead ask someone for their advice

  • Ask yourself “What is it about my message that will make it most wise for people to say yes to it”

  • Is it possible to use pre-suasion on ourselves?

  • How changing a simple image can greatly improve your ability to solve problems.

  • "Tell me what you’re paying attention to, and I'll tell you who you are"

  • And much more!

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

This Episode of The Science of Success is brought to you by our partners at Skillshare! For a limited time, Skillshare is offering our listeners One Month of UNLIMITED ACCESS ABSOLUTELY FREE! Just go to www.skillshare.com/success to redeem your free unlimited month NOW!
 

Are you a professional looking to get a leg-up at work? Or just someone who just loves learning new things? Are you looking to do your job better? 
Want to add some impressive skills to your resume? Skillshare is an online learning community with over sixteen thousand classes in design, business, and more. You can learn everything from logo design to social media marketing to street photography. Unlimited access to all of this for a low monthly price – never pay PER class again!

Again, Skillshare is giving our listeners a month of unlimited access - absolutely FREE! Go to
www.skillshare.com/success to redeem your free month!

This Episode of The Science of Success is brought to you by our partners, That Moment Podcast. That Moment explores the pivot that changes everything: moments that open doors for discovery and growth, but also bring the looming possibility of failure. Each show features different leaders and innovators sharing their stories of taking risks in business and in life. That Moment is produced by Pivotal, who believes when change is the only constant, people and businesses must be built to adapt. Get the details of their first episode "It Was Essentially Disrupting Ourselves" here and check them out on iTunes, Google Play, and Soundcloud.

SHOW NOTES, LINKS, & RESEARCH

  • [Website] Influence at Work

  • [Book] Influence: The Psychology of Persuasion by Robert B. Cialdini

  • [Book] Pre-Suasion: A Revolutionary Way to Influence and Persuade by Robert Cialdini Ph.D.

  • [SOS “Weapons of Influence Series”] Series Playlist

  • [SOS “Weapons of Influence Series”] Why An Almost-Empty Cookie Jar Is More Valuable Than A Full One

  • [SOS “Weapons of Influence Series”] Why Co-Pilots May Ignore Instinct and Let A Plane Crash

  • [SOS “Weapons of Influence Series”] Why Ugly Criminals Are 2X As Likely To Go To Prison

  • [SOS “Weapons of Influence Series”] Why You Should Always Ask the Guy in the Blue Jacket for Help

  • [SOS “Weapons of Influence Series”] The Power and Danger of a Seemingly Innocuous Commitment

  • [SOS “Weapons of Influence Series”] How To Triple the Rate of Your Success With One Simple Question

Episode Transcript


[00:00:06.4] ANNOUNCER: Welcome to The Science of Success with your host, Matt Bodnar.

[0:00:12.6] MB: Welcome to The Science of Success. I’m your host, Matt Bodnar. I’m an entrepreneur and investor in Nashville, Tennessee and I’m obsessed with the mindset of success and the psychology of performance. I’ve read hundreds of books, conducted countless hours of research and study and I am going to take you on a journey into the human mind and what makes peak performers tick with the focus on always having our discussion rooted in psychological research and scientific fact, not opinion.

In this episode we discuss an old trick palm readers use that you can leverage to get people to do what you want. Why persuasion does not lie just in the message itself, but rather in how the message is presented. What the research reveals about why the context matters as much, if not more than the content itself. Why you shouldn't ask people for their opinion, but instead ask someone for their advice. How small differences that seem trivial can make a huge impact on human behavior and much more with our guest, Dr. Robert Cialdini. 

The Science of Success continues to grow with, now, more than a million downloads, listeners in over a hundred countries, hitting number one New and Noteworthy and more. I get listener comments and emails all the time asking me, “Matt, how do you organize and remember all these incredible information?” A lot of her listeners are curious about how I keep track of all the incredible knowledge I get from reading hundreds of books, interviewing amazing experts, listening to awesome podcasts, and more. 

Because of that, we’ve created an epic resource just for you, a detailed guide called How to Organize and Remember Everything, and you can get it completely for free by texting the word “smarter” to the number 44222. Again, it's a guide we created called How to Organize and Remember Everything. All you have to do to get it is to visit successpodcast.com and join our email list or text the word “smarter” to the number 44222. Again, that “smarter” to the number 44222. 

In a previous episode we discussed what to do if you don't know what you want to be when you grow up. We looked to the concept that you only have one a true calling. We learn how to become a better big picture thinker. We looked at the superpowers you can develop by being a multipotentialite, how to master rapid learning and cultivate beginner's mind. The fallacy behind the phrase jack of all trades and much more with Emily Wapnick. If you want to learn how you can have it all in your life and career, listen to that episode.

If you love this episode and you want to go deeper into some of Dr. Cialdini's work, be sure to check out our Weapons of Influence series where we go deep on all six key principles of influence, which you can find along with all other links, transcripts and information we’re going to talk about today's show in our show notes. Just go successpodcast.com and hit the show notes button at the top. 

Your support is what drives us and keeps us creating great new content, adding value to the world and interviewing amazing guests every single week. You can become part of our incredible mission and help us build an even better future by becoming one of our patrons on Patreon. If the Science of Success is valuable to you we would love for you to sign up and become one of our patrons, and we offer some awesome bonuses if you sign up as well. Join us today and become a part of our mission to unleash human potential by going to successpodcast.com/patreon. That’s successpodcast.com/patreon.

[0:03:31.8] MB: Today we have another legendary guest on the show, Dr. Robert Cialdini. Robert is the president and CEO of Influence at Work. He’s the multi-best-selling author Influence: The Psychology of Persuasion, and his latest book, Pre-Suasion: A Revolutionary Way to Influence and Persuade. He’s currently a Regent’s Professor Emeritus of Psychology and Marketing at the Arizona State University. Commonly referred to as the Godfather of influence, Robert’s work has been featured around the world with client such as Google, Microsoft, IBM, the Department of Justice and more. 

Bob, welcome to the science of success. 

[0:04:03.0] RC: Thank you, Matt. I’m pleased to be with you and your listeners. 

[0:04:06.8] MB: We’re incredibly excited to have you on here today. I’m sure, many long time listeners will be familiar with you and a lot of your work. I want to focus on your new book, Pre-Suasion. We’ve talked — We’ve done a whole series on the show about the principles of influence and how vital those are. Tell me a little about how did you go from the six principles of influence to the concept of pre-suasion? 

[0:04:32.2] RC: It took me a long time. It was 30 years between the writing of the book influence and pre-suasion, and the truth is I never had an idea big enough to compete with the impact that influence had had. I didn't want to plan to push next to this tree that influence had become. I wanted to wait until I had another seed for a tree, and that didn't arrive until the idea for persuasion. 

Opposed to influence, which covers what best to build into a message to get agreement, pre-suasion describes the process of gaining agreement with a message before it's been sent, and although that may seem like some form of magic, it’s not. It's established science. 

[0:05:21.6] MB: Tell me a little bit more about that idea. How can we get someone to buy into an idea before we’ve even presented it to them? 

[0:05:30.5] RC: There is a key moment that allows a communicator to create a state of mind in recipients that is consistent with the forthcoming message. It's the moment in which we can arrange for others to be attuned to our message before they encounter it. That's a crucial step for maximizing desired change. 

For example, in one study, when researchers approached individuals and asked for help with the marketing survey, only 29% agreed to participate. If the researchers approached the second sample and preceded that request with a simple pre-suasive question, “Do you consider yourself a helpful person?” Now, 77.3% volunteered. Why? Because when they were asked before the request if they were helpful, nearly everyone said yes. Then when the request occurred, most agreed to participate in order to be consistent with the recently activated idea of themselves as helpful people. 

[0:06:40.1] MB: That’s fascinating, finding — Basically, more than doubles the effectiveness by simply asking a question which leverages the commitment consistency tendency. 

[0:06:50.6] RC: Right, and there's a further study that shows that it's not simply getting people to make a commitment publicly. It's getting them to reflect on a particular trait that they might have. In another study, people were asked to try a new soft drink. Somebody walked up to them on the street, handed them a flyer that asked them to try a new soft drink. To do so, they had to give this stranger their email address. Under those circumstances, only 30% were interested in doing that. If at the top of the flyer there was a question, “Do you consider yourself an adventurous person?” Now, 55% gave their email address to a stranger so that they could access something new. What these researchers did was put people in touch with their adventurous side simply by asking the question, and then people behaved in a way that was congruent with that adventurous side. 

[0:08:04.4] MB: I believe you’ve talked about in the past how you used to be a palm reader, and this is similar to the lesson that fortunetellers and palm readers used to get people to sort of agree with what they're about to say. 

[0:08:16.7] RC: Exactly. I learned how to be an amateur palm reader, and I tried using the system in various ways to see how accurate it really was and I found that it wasn't any good at all at describing who people were, what their fortunes were. It was very accurate at getting people to reflect on a particular aspect of themselves, that I could claim I saw in their palm. 

For example, supposed I was reading your palm and I bent back your thumb and I said, “Matt, I can tell from the resistance here that you are very stubborn person. If somebody tries to push you in the direction that you don't want to go you're going to push back.” You might do more than just refuse, you might do the opposite out of resistance and reactants. 

What that will do is send you down a memory shoot of the times when you were, indeed, stubborn and resistant and you will say to me — You’ll hit some instances and you’ll say to me, “Yeah, that's right.” That's who I am.” 

If instead I bent back your thumb, very same thumb, and said, “You know, Matt, I can see that you're actually a flexible individual. You're willing to change your mind if you encounter information to suggest that you've been wrong in the past.” That will send you down another different memory shoot where you will encounter times when you were flexible and you will look up to me from that palm that I'm reading and you'll say, “That's right. That's who I am.” 

I can get you to focus on a particular trait or capacity that you have, and as result, make you more likely to think of yourself as that kind of individual. There's an old saying that; tell me what you're paying attention to and I'll tell you who you are. If you're always watching sports on ESPN, I can tell that you’re a fan. If you're always reading gourmet magazines, I can tell that you’re a foodie by what you're paying attention to. 

Well, with the new behavioral science tells us is that getting you to pay attention to something doesn't just reveal who you are, it makes you who you are in that moment. I can make you a flexible individual. I can make you a stubborn individual by what I focus you on first. 

[0:11:23.0] MB: It's fascinating, and even when you're saying those examples, as you’ve said it, I sort of felt myself almost in a reaction just starting to think about all the time that I've been stubborn. Then when you switched to flexible, I started thinking about, “Oh, yeah. All these times I’ve been flexible,” and then I caught myself and I was like, “Hold on, I'm getting primed to think about these things.” 

[0:11:43.4] RC: Right, and that's the trick that palm readers use, but it's now something that is available to communicators to move us in various directions. We have to be very careful. When we encounter a message, not simply to look inside the message for evidence of the persuasive strategies of the communicator, we have to ask ourselves what happened just before I received that message. 

I’ll give you an example, there was a study done of an online furniture store that specialized in sofas. For half of their visitors to their website they sent them to a landing page that had as its background wallpaper fluffy soft clouds. For the other half of the visitors, they went to a landing page that had small coins, pennies, as the landing page depiction, background depiction. Those people who saw the clouds then rated comfort as more important in buying a sofa than before. They then searched the site for comfort related information and they preferred to purchase more comfortable sofas. 

Those were sent to the background landing page of small coins, pennies, rated cost as more important in their decision of buying a sofa. Search the site for price information and preferred to purchase inexpensive sofas, and when they were asked afterward, “Did those clouds or coins make any difference in your choices?” They laughed. They said, “Of course not. I’m a freestanding entity. I decide based on my personal preferences of who I am and what I want.” They didn’t recognize that the clouds and the coins changed who they were and what they wanted in that moment. 

[0:14:08.8] MB: I think you’ve raised two really, really important point, and I wanted to dig into each of these. One sis this idea that the importance, the notion that the persuasion doesn't necessarily lie just within the message, but rather the context of the message is presented in the things that happened before the message. Then the second thing you just brought up, which I think is vital and really underscores how important, how powerful, and sometimes how insidious this can be, is the idea that people consciously have no awareness of the fact that they're being primed to think these certain ways and make certain decisions based on what they would consider consciously to be completely irrelevant factors. 

[0:14:48.8] RC: Exactly. I’ll give you another example. A study was done in France where they went to a shopping mall and had a very attractive young man walk up to young women who were strolling along through the halls of the shopping mall. He stopped them, gave them a compliment and asked them for their phone number so he could call them for a date later. 

Under most circumstances, his success was dismal, where they were passing various kinds of stories. Only about 13% of the time did he get a phone number, even though he was selected to be very attractive movie star looks kind a guy, but if they were passing one particular kind of shop, his success doubled. It was a flower shop, because flowers are associated with romance and not one of these young men when asked afterwards recognized what had happened to them. 

[0:15:53.0] MB: That reminds me of another example, which I think tell me if this is the same sort of psychological tendency, but I think it was when people were purchasing wine in a wine store, if they put on German music, it was like 70% of the purchases would be German wine. If they put on French music, 70% of the purchases would be French wine, and yet when they asked consumers if the music have any impact on the wine purchase, everyone said that it had no impact on then. 

[0:16:17.7] RC: Exactly. Right. This is a dangerous stick of dynamite that we have now in the idea of pre-suasion. That's why we have to be so ethical about the use of this. We have dynamite. We can people in our direction and they won't even recognize it. We have to be very careful that we take the ethics and their interests into account as communicators. On the recipient side, we also have to be very careful that as recipients of this information we don't dismiss the context in which the information was presented. 

[0:17:05.7] MB: That gets back to the first point I talked about, which I want to dig into a little bit more, the idea that the message itself is not were all the persuasion takes place, and it can take place around the message or before the message. Tell me more about that phenomenon, that notion.

[0:17:20.5] RC: Yeah. Remember the idea from back in the 70s, the medium is the message? This notion that the channel in which you send the message can be a message itself. If you meet somebody face-to-face, versus you call them on the phone or you send them an email, that's a message itself that you've taken the time to meet with them face-to-face rather than send them an email. The message is partially the medium. 

What we've learned since then is that not only is the medium the message, the messenger is the message. Sometimes, simply establishing one's credibility as a communicator, as an honest and informed a broker of information can be enough to be the message. It's often the case that people say yes to something simply because of the credentials of the communicator. There was a sort of alarming study that was done that measured brain activity when people were given communications about a particular economic decision that they could make. 

When it was just sent to them by an unknown communicator, those sectors of their brain associated with cognitive analysis lit up just as you would expect. When they were told that the communicator was a distinguished professor of economics at the University of Chicago, their analysis sectors of their brain shut down, they flat-lined. Instead, another's sector of the brain lit up which had to do with attribution of responsibility for messages. Who is this person essentially? 

The messenger was the message, the context. Before there was even a message sold the audience. There is another way in which we can think of it. The multitude is the message. Not only is the medium the message, or the messenger the message, the multitude is the message. If a lot of other people are doing something, that's an indication that it's the right thing to do before you have even encountered the message.

For, example in the United Kingdom, they have a problem with people who pay their taxes late and they send them message, the tax office, that says, “If you don't pay in a certain time, here will be the consequences,” and they get about 68% of the people responding by paying their taxes after getting that message. 

If instead they say the great majority of UK citizens do pay their taxes on time, now this goes to 73%. If instead they go even further and say, “The great majority of taxpayers in your community pay their taxes on time,” it goes to 79%. Learning what most others are doing is a message itself. All context to the content of the message that is yet to come. 

[0:21:19.7] MB: The word context, that’s a great way to kind of succinctly capture this notion, which is the idea of the context matters as much, or maybe more than content in many cases. 

[0:21:31.5] RC: Often, more than content. 

[0:21:35.6] MB: Are you a professional looking to get a leg up at work or just someone who loves learning new things? Are you looking to do your job better? You want to add some impressive skills to resume? This episode in the Science of Success is sponsored by Skill Share. Skill Share is an online learning community with over 16,000 courses in design, business and more. You can learn everything from logo design, to social media marketing, to street photography. Unlimited access to all of these for a low monthly price and never pay per class again. 

There are actually some really cool courses on here. I’ve recommend several of the courses on implementing the GTD method, getting things done, which if you're not doing that is a really, really highly effective productivity strategy to several different people I work with. I've recently gotten into drawing. There are some awesome looking courses on sketching, ink drawing, doodling and drawing the human figure that I'm really interested in taking. 

Skill Share is giving my listeners a free month of unlimited access all. All you have to do is go to skillshare.com/success and redeem your free month. I definitely recommend checking this out, it’s a really cool website with a ton of awesome and interesting classes. 

In a world where change is one of the only constants, people and businesses must be adaptable. This episode of The Science of Success is sponsored by our partners at That Moment, a new podcast about the pivot that changes everything. Sometimes we recognize the need to seize the moment and change course. Other times, we have no choice but to pivot. 

During these rapidly changing times, pivots can bring uncertainty, fear, and the looming possibility of failure, but can also open doors for discovery, growth, and change. In each episode of That Moment, business leaders and entrepreneurs share their stories of taking risks and finding success at work and in life. From autonomous cars to new sensor technology, the insurance of driving is changing. 

In the latest episode of That Moment, hear about how Allstate is leveraging new technologies to test, learn, and develop more quickly. Then, Naomi Starkman tells her story about walking away from the New Yorker to become a farmer. Why did she make this pivot, and what is she doing now? Find out on the latest episode of That Moment, available wherever you listen to podcasts. 

[0:23:54.0] MB: How can we leverage some of these principles? Let’s think about for those who are operating kind of ethically in a sound way, how can they leverage these principles to influence people in the way that they want to? 

[0:24:08.7] RC: Let's take the workplace as an example. Suppose you're applying for a job and there is a meeting that you have with an evaluator. Sometimes it's a team of evaluators, sometimes just a single person, and you go in and what we've always been taught to say is, “I'm very happy to be here. I want to answer all of your questions that you would have for me. Here’s I'm going to suggest we do.” We also say, “But I’m curious. I have a question for you. Why did you invite me here today? What was it about my resume that was attractive to you?” Here's what they will do, they will begin by focusing on your strengths. The context for the interview will be your strengths. That will be the starting point for the interview. They will search your resume. They'll say, “Well, it's because your credentials are what we want, or it's because your values that you indicated fit with our value statement.” That will be the launching point now. You’ll also be informed about what it is that they think is most important. You’ll be able to build on that. 

I have an acquaintance who claims he's gotten three straight better jobs in a row using this tactic. Okay.  Now let's say you got that job and you've got a new initiative that you want to develop, but you know you need they buy-in of a colleague of yours to send this idea forward. You approach that person, maybe give that individual a draft or a blueprint of your idea and ask for that person's advice. That's a mistake, not to include this individual, and you ask for that person's opinion. I'm sorry. I meant to say a a pin. You ask for that person's opinion. It's a mistake to ask for that person's opinion because when someone is asked for an opinion, that person takes a half step back from you and goes inside intra-specs and separates. Instead, if you change one word pre-suasively and ask for that person's advice rather than opinion, that individual takes a half step toward you psychologically, sees him or herself as a partner in this process. 

The research shows that person will now become more supportive of your idea than if you ask for an opinion. There's a saying; when you ask for someone's advice, you're usually looking for an accomplice. Here’s what the behavioral science says. If you get that advice, you usually get that accomplice, and that's what you want when you want something forward in an organization. 

Okay, and then one last thing. Now let's say you've got a meeting to present your idea and it's got a particular budget and you have figured out the budget so that it will be $75,123 to accomplish your idea, to get it launched, and what you typically do is to reduce that to 75,000. You round it off to $75,000. That's a mistake, because if you say — Research shows, if you say 75,123, people assume that you have done your homework. You have figured this out. You are knowledgeable about the pros and cons of the budget. You've got it down to the dollar. Even though it will be more money by $123, then $75,000 figure, people will be more likely to accept that budget under those circumstances. 

I saw another study recently, remarkable. Back the UK, again, with the tax office. They got this idea, “Hey, let's tell people that the majority of taxpayers pay on time.” They sent one message that said nine out of 10 of the people in your community to pay their taxes on time. For another group, they sent a message that said 88% pay their taxes on time. The 88% message got twice as much tax payments because it was a precise number, rather than a rounded one that seemed like it was pulled out of the air. That's one thing you can do before you even begin, begin with a budget. Put it at the top of your proposal that has a precise number rather than a rounded one. 

[0:29:53.6] MB: It's fascinating and I think it can't be overlooked that the small differences that seem so trivial to someone who’s not consciously applying the principles of influence, the principles of pre-suasion, they seem so irrelevant and yet they make a tremendous impact on human behavior. 

[0:30:12.3] RC: You're precisely right about that, man. I'll tell you something how I decided to write this book, pre-suasion. I had been seeing studies in the research literature suggesting something like this, but I haven't really put it together till one day there was a knock at my door. I answered it to find the man who was asking me to contribute to a cause. After school programs for children in my district whose parents were working, who would have to get child care for them and so on. We would have education opportunities for them after school. 

He didn't show me any credentials to indicate that he was from the school district and I hadn't heard that the school district was initiating such a program, and yet I gave him more money than I would've given to someone from the United Way or the Cancer Society that I normally give. After I closed the door, I remember thinking to myself what just happened here? I realized it wasn't the content of what he said. It was the context. He did something first that made me want to give money to this cause. He brought his seven-year-old daughter with him and was focused on children, and children's issues, and children's needs, and children's challenges. He put me in touch with that side of myself that became top of mind now and made me who I was in that moment, and I thought to myself, “Oh, there's a book here.” 

[0:32:08.4] MB: That’s fascinating, and I think those are some great examples of how just by being a little bit conscious of it by thinking ahead and saying, “How can I set up my environment, or the presentation of the context for this particular piece of information to make it more effective?” There are so many lessons and strategies that can come out of that.

[0:32:29.2] RC: Yeah. I think the way to do it in an ethical fashion is to say to yourself as a communicator,” What is it about my message? What dimension of my message? What feature of it? What aspect of it will make it most wise for people to say yes?” That's what I should put. That concept is what I should put at top of mind in my audience before I send them the message. Something that will cause them to focus on a feature of what I have to offer that makes it wise for them to choose it.” 

If we go back to that furniture store, that online furniture store example. If the best thing about the furniture at this store is the price of it, that's then pennies should be the first thing people encounter. Even though the more comfortable furniture may produce a bigger profit margin for the store, to be ethical they should not put clouds on their background wallpaper. They should put pennies, because their strength is the value, their low-cost. That's where we should send people if we’re going to use this ethically. 

[0:34:06.4] MB: I’d love to look at another angle of the concept of pre-suasion. Is it possible — And what are some ways that we potentially could apply pre-suasion to influencing ourselves? 

[0:34:18.9] RC: Yeah. This is really a good question, because it's what I think I've been able to use it for since I started thinking about this. Here's what I've done. If I have a task that requires me to be very thoughtful, there is a particular image I put at the top of my computer screen that research shows increases the likelihood that people will solve a difficult problem correctly. It's an image of Rodin’s The Thinker. 

Research showed if you give business students, business school students a set of difficult problems and you asked them to solve those problems with a variety of different images, a nature scene and so on, the kind of thing you usually have as your screensaver or your background wallpaper. That's not as successful as if you give them an image of Rodin’s The Thinker. They actually solve 48% more problems correctly. We can do this to ourselves. We can put ourselves in a state of mind that is congruent with the goal of our message. 

There's another study that shows that if you want people to expend a lot of energy in a task, persist at it and be energy driven with this task, show them a picture of a runner winning the race and that will increase their performance on that kind of task. What I do now is depending on the goal I have for a particular task, I choose an image that's congruent with that goal and put it there on the corner of my screen as I perform the task. We can do that.

[0:36:29.1] MB: That’s a great and such a simple strategy to implement that everybody listening could immediately put in place right now to sort of prime themselves with just the smallest thing in their environment to help them move towards whatever they're trying to achieve. 

That said, what is one really simple piece of actionable advice you would give, almost as a form of homework to our listeners for them to implement some of the concepts we’ve talked about today? 

[0:36:55.4] RC: Here’s a very simple thing. Very often, when we want people to move in a particular direction, we want them to change. It requires change. Here's what the research shows. If we ask them for change on a Monday or Tuesday will be more successful than if we asked them on a Thursday or Friday. 

If we asked them for change on the first or second day of the month will be more successful than if we asked them on the last day of the month, or second to the last. Why? Because at the beginning of things, change is in — It's something new. Something has just changed, and change is in the air. 

There's a study, for example, that showed that armed forces personnel here in the United States are often asked to contribute to a retirement plan so that when they retire they will have a good amount of money available to them and they’ve been resistant to that as a rule, except at one time after they have just changed locations to a new base. Then they become significantly more open to the idea of doing something new, of getting away from their old habits and moving to something new. 

If as communicators we are interested in getting change, we can increase the likelihood that people will change in our direction by picking the right time. Once again, the context, rather than the content of our message is vitally important.

[0:38:52.1] RC: Where can people find you and your books online for people who want to do more research and dig in and learn more? 

[0:38:59.6] RC: Yeah, probably the best place is on our website, influenceatwork.com, that's all one word influenceatwork.com, and they can get access to our books, our videos and so on, and opportunities for speaking or consulting, training, those kinds of things are available. 

[0:39:23.5] MB: Bob, thank you so much for coming on the show and sharing all these incredible wisdom. We are huge fans of you and your work and it's truly been an honor to have you on the Science of Success today. 

[0:39:34.5] RC: Thank you, Matt. I enjoyed being with you. It was a good set of questions, I have to say.

[0:39:39.7] MB: Thank you so much for listening to The Science of Success. Listeners like you are why we do this podcast. The emails and stories we receive from listeners around the globe bring us joy and fuel our mission to unleash human potential. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an email. My email is matt@successpodcast.com. That’s matt@sucesspodcast.com. I’d love to hear from you and I read and respond to every listener email.

The greatest compliment you can give us is a referral to a friend either live or online. If you’ve enjoyed this episode, please, leave us an awesome review and subscribe on iTunes, because that helps more and more people discover The Science of Success. I get a ton of listeners asking, “Matt, how do you organize and remember all these information?” Because of that, we’ve created an amazing free guide for all of our listeners. 

You can get it by texting the word “smarter”, that’s “smarter” to the number 44222, or by going to successpodcast.com and joining our email list. If you want to get all these incredible information, links, transcripts, everything we just talked about in this show and much more, be sure to check out our show notes. You can get them at successpodcast.com, just hit the show notes button at the top. 

Lastly, your support is what drives us and keeps us creating great new content, adding value to the world and interviewing amazing guests every single week. If the Science of Success has been valuable to you, we would love if you would become one of our patrons on Patreon and support the show. You can go to successpodcast.com/patreon and support the Science of Success. 

Thanks again, and we’ll see you on the next episode of The Science of Success.


August 10, 2017 /Lace Gilger
Best Of, Influence & Communication
KwameChristian-01.png

Proven Tactics For Getting What You Want & Persuading Anyone With Master Negotiator Kwame Christian

June 01, 2017 by Lace Gilger in Influence & Communication

In this episode we dig into Negotiation. Why, no matter what you do, its essential to master the skill of negotiation, the barriers that prevent people like you from negotiating effectively, why the common sense rules of the real world are a fragile collection of socially reinforced illusions, the most powerful type of question you can use in a negotiation, the single biggest mistake you can make negotiating, and much more with Kwame Christian.

Kwame Christian is a business lawyer and owner of the Christian Law as well as the founder of the American Negotiation Institute. He also hosts the podcast Negotiation for Entrepreneurs, the top rated negotiation podcast on iTunes, where he interviews successful entrepreneurs and shares powerful persuasion techniques.

We discuss:

  • Why the majority of the conversations we have are negotiations and its a vital skill to work on and improve

  • Whether or not you’re good at negotiation, you’re still going to be negotiating on a daily basis

  • The “Three Pillars” of Succeeding at Negotiation

  • What is “offensive negotiation” & how to maximize value for yourself

  • What are the “defensive” uses of negotiation? And how you can use negotiation to avoid bad outcomes and resolve conflicts

  • How you can use negotiation to build relationships

  • How to become comfortable with asking for what you want

  • The FIRST barrier everyone faces when they negotiate

  • The SECOND barrier everyone faces when negotiating

  • Rejection therapy and how it can transform and improve your ability to negotiate

  • One question you should always ask to see how much flexibility you have

  • The common sense rules of the real world are a fragile collection of socially reinforced illusions

  • How to use framing to transform a negotiation and conversation (with concrete examples from Kwame’s work)

  • How open ended questions decrease the perceived threat of a conversation

  • How to become a “puppet master” controlling the conversation while the other party feels like they are in control

  • How to cultivate information asymmetry and get the informational advantage in a negotiation

  • How you can lead someone down a logical path where they convince themselves of what you want

  • How do you develop the skill of asking questions

  • How you can practice and improve the skillset of persuasion

  • Why curiosity is a critical component of being an effective negotiator and communicator

  • Why you need to be able to be persuaded to be able to persuade

  • Why preparation is an essential component in a negotiation

  • How, specifically, Kwame preps for a negotiation (specific checklists, questions, etc)

  • The Three Characteristics of Master Negotiators

  • How creativity fits into being an effective negotiator and why you should try to find inexpensive ways to solve other people’s problems

  • The false belief that negotiation is a zero sum game

  • Why great negotiators go out of their way to try and solve other people’s problems

  • The single biggest mistakes you can make in a negotiation

  • One of the biggest barriers to moving forward in a negotiation

  • How to build strong working relationships, with trust, and free flow of communication

  • And much more!

 

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

SHOW NOTES, LINKS, & RESEARCH

  • [Podcast] Negotiate Anything: Negotiation | Persuasion | Influence | Sales | Leadership By Kwame Christian Esq., M.A.

  • [LinkedIn] Kwame Christian Esq., M.A.

  • [Website] The Christian Law Office

  • [Website] American Negotiation Institute

  • [Book] Getting to Yes: Negotiating Agreement Without Giving In by Roger Fisher, William L. Ury, and Bruce Patton

  • [Book] Mindset: The New Psychology of Success by Carol S. Dweck

  • [Book] Pre-Suasion: A Revolutionary Way to Influence and Persuade by Robert Cialdini Ph.D.

  • [Book] Negotiating the Impossible by Deepak Malhotra

  • [Downloads] Free Guide from American Negotiation Institute

  • [Course] Partnership Success Course from American Negotiation Institute

Episode Transcript


[00:00:06.4] ANNOUNCER: Welcome to The Science of Success with your host, Matt Bodnar.

[00:00:12.4] MB: Welcome to The Science of Success. I’m your host, Matt Bodnar. I’m an entrepreneur and investor in Nashville, Tennessee and I’m obsessed with the mindset of success and the psychology of performance. I’ve read hundreds of books, conducted countless hours of research and study and I am going to take you on a journey into the human mind in what makes peak performance tick with the focus on always having our discussions rooted in psychological research and scientific fact, not opinion.

In this episode, we dig in to negotiation. Why no matter what you do, it’s essential to master the skill of negotiation. We talk about the barriers that prevent people like you from negotiating effectively, why the common sense rules of the real world are a fragile collection of socially reinforced illusions. We examine the most powerful types of questions you can use in a negotiation, look at the single biggest mistake you can make negotiating and much more with our guest Kwame Christian.

The science of success continues to grow with more with more than 1,000,000 downloads. Listeners in over 100 countries, hitting number one new noteworthy and more. I get listener comments and emails all the time asking me, Matt, how do you organize and remember all this incredible information? A lot of our listeners are curious about how I keep track of all the incredible knowledge you get from reading hundreds of books, conducting amazing interviews, listening to podcast and more.

Because of that, we created an epic resource just for you. A detailed guide called How To Organize and Remember Everything. You can get it completely free by texting the word “smarter” to the number 44222. Again, it’s a guide we created called How To Organize and Remember Everything. All you have to do to get it is to text the word “smarter” to the number 44222 or go to scienceofsuccess.co and put in your email.

In our previous episode, it was all about mindset, what is a mindset, what’s the fixed mindset and how does it shape the way we interact with the world, what is the growth mindset and how can it transform the way that we live our lives, we looked at research data from over a 168,000 students, examined the mindset of champions, the danger of blame and excuses and much more with one of my favorite authors of all time, Dr. Carol Dweck. If you want to create an incredible mindset, listen to that episode. 

Lastly, if you want to get all this incredible information, links, transcripts, everything we talk about on this episode and much more, be sure to check out our show notes. Just go to scienceofsuccess.co and hit the show notes button at the top.

[0:02:49.9] MB: Today, we have another great guest on the show, Kwame Christian. Kwame is a business lawyer and the owner of The Christian Law Firm as well as the founder of The American Negotiation Institute. He also hots the podcast, Negotiation for Entrepreneurs.

The top rated negotiation podcast on iTunes where he interviews successful entrepreneurs and shares powerful persuasion techniques. Kwame, welcome to the science of success.

[0:03:12.6] KC: Thanks for having me Mat.

[0:03:13.9] MB: Well we’re every excited to have you on here today. For listeners who may not be familiar with you and your background, tell us a little bit about yourself?

[0:03:21.7] KC: Yeah, I am a business lawyer by trade but I’m passionate about teaching people how to negotiate and negotiating on people’s behalf. I started my own law firm about three years ago where I focused on serving the needs of entrepreneurs, startups and negotiating deals on their behalf’s and writing contracts for those purposes.

Like I said, my passion was negotiation so I wanted to find a way that I could really focus my passion just exclusively on negotiation while still building the law firm. That’s where the American Negotiation Institute came from. I started the podcast to really market it and see what kind of market existed for that kind of information and the response was kind of overwhelming.

I really enjoyed growing it and I’m a big time psychology nerd as I’ve told you offline. I really enjoy having the opportunity to teach these skills to people.

[0:04:12.0] MB: How would you define negotiation? Let’s start at the very basics. What is negotiation?

[0:04:17.1] KC: yeah, I prefer a very broad definition on negotiation. I think of a negotiation of any conversation you have with another person where somebody in that conversation wants something. When you think about it, using that broad perspective, you realize that the majority of the conversations we have are negotiations, we can’t go a day without negotiating unless you’re a monk or you know, a hermit or something like that because we’re constantly interacting with people.

Beautiful thing about this broad definition is that it helps you to recognize all of the opportunities we’re presented with day to day to negotiate and get more.

[0:04:58.5] MB: Why is it important that somebody who is listening that may not be buying companies or you know, negotiating deals, why is it important for them to master the art of negotiation?

[0:05:12.1] KC: The reason it’s important for them to master this art is because, whether or not you’re good at it, you’re still going to be doing it daily, that’s the first thing. I think a lot of times we have this myopic perspective on what a negotiation is or what the goals in negotiation should be.

I think of negotiation as having three pillars, you can use negotiation offensively, defensively and for the third pillar would be the purposes of building relationships. Offensive uses of negotiation, that’s what we typically think about, we think about getting deals and getting more of what we want. For offensive uses, think about it as you’re trying to maximize value for yourself.

And then, the defensive uses of negotiation come when you want to avoid something bad. This could be conflict resolution, that’s where I would put that portion of dispute resolution in there. I would also say, let’s say you’re a business owner and you have expenses.

Think about every expense that you have. You have rent, you have utilities, those type of things, you have contracts with independent contractors or freelancers, those are all opportunities you have to negotiate and save a little bit of money because there are two ways really that you can increase margins for your business, either you can make more money, that’s the offensive use of negotiation or you could use it defensively to save more money which has an impact on your bottom line.

And then in my opinion, the third reason and this is the most important reason to negotiate is to build relationships and oftentimes this is the part of negotiation that’s overlooked by the majority of people because when you’re having these conversations, you can actually get more what you want, avoid what you don’t want and have the person you're talking to like you more during the process if you do it the right way.

[0:06:57.3] MB: Let’s unpack these a little bit. I’d love to kind of dig into each of them. Tell me, let’s start with offense of negotiation. When is that the most applicable and how can people improve specifically around that skill set?
 
[0:07:10.6] KC: The first thing that people need to become comfortable with when they are using these — really, offensive and defensive uses is becoming comfortable with asking for what you want. The first step in any negotiation is the ask and unfortunately, that’s where the majority of people fail and they fail for a number of reasons.

The first reason is, like I mentioned before with the broad definition of negotiation, they fail to recognize the opportunity to negotiate, that is the first barrier that people need to face. Hopefully now that we have a good operational definition for negotiation that will largely be eliminated but first, you need to recognize these opportunities.

The second reason why people fail to ask for what they want is they don’t want to look greedy or needy. Let’s unpack that a little bit. When we ask for things, sometimes we feel as though the person is going to respond poorly because it reflects poorly on us that we want more. We don’t want to seem like a greedy person. 

In society, it’s always the people who are seen, who people think ask for too much are the people that are kind of ostracized. We have this societal pressure to not be seen as a greedy person. But then, on the needy side, that’s a little bit different because with that, it’s again, it’s a societal pressure but it’s the fact that we might feel as though the person that we’re talking to or the people around might assume the reason that we’re asking for more is because we don’t have anything and that couldn’t be further from the truth. 

I was talking to one of my friends who was a mortgage banker and so he says, it’s actually the people that are the most affluent that ask for the most perks and the most discount on these lease terms, these mortgage terms which is fascinating because they need it the least because they’re already very well off.

That’s probably one of the main reasons they got to where they are today financially because they were willing to ask for what they want. Really, when it comes to being more affective with offensive uses of negotiation, the first step is yes, recognize and then learn to ask. And then, once we get through those simple steps that are the biggest barriers and then we can start to think more strategically and get deeper into the negotiation theory.

[0:09:21.8] MB: I think those are both critical things that a lot of people miss, you nailed it, one is, people don’t even understand that they’re missing really obvious opportunities to negotiate and the second is that, they fail to ask for what you want, the whole phrase, ask not, have not right? I think there’s another one from hockey which is just generally — If you miss 100% of the shots you don’t take, right? 

How come the listeners or even us, how can we start to one, recognize opportunities and negotiate when they arise and then two, how can we overcome that kind of limiting belief of that fear that we’re going to seem needy or greedy if we kind of push the envelope and ask for more things?

[0:10:03.3] KC: I love this question because I have an answer but it’s going to seem very simple but stick with me. My background is in psychology and one of the ways that people can get over phobias is through a simple technique called flooding. Simple in definition but difficult in execution. With flooding, what you do is you hyper expose yourself to the stimuli that scares you.

When it comes to negotiation, what I do is I engage in what I call rejection therapy. This is something I still do to this day. In rejection therapy, I ask for things that I know I have no right to have and I do this regularly. Here’s an example. What’s really interesting is that sometimes it works. Yeah, I’m a lawyer and I work hard, I study and everything but I still like to play video games so I remember one time I was at Walmart and I wanted to buy a controller for my Xbox. I was like, this will be a good opportunity, low social ramifications for this ask, let’s go ahead and try it.

I tried to negotiate for a lower price on this Xbox controller at Walmart and surprisingly I got it, I got a couple of bucks off. Is it a big win? No. But it’s really awkward asking in those types of situations but I know that when I ask for what I want, engaging in this rejection therapy intentionally. When I come to those situations where I need to ask for something and it matters, I’m going  to be a little bit more hardened, I’m going to be ready for those situations because I’ve gotten through that awkwardness, it’s like okay, I ask for something once or twice a week, I engage in this regularly.

So then when the real ask comes, I’m ready. That fear doesn’t affect me, the beautiful thing about the rejection therapy is that we have a few outcomes and they all work well for you. First thing you ask for it, you get rejected, you realize that you didn’t die, you're still there. You say okay.

Asking and failing is not that bad, we want to try to eliminate that fear of failure. The second thing is, sometimes you ask and you get what you want and then you end up with a little bit of extra. That’s another good thing too. Really, the first and simplest step you can take is to practice by engaging in rejection therapy in situations where the stakes are low.

You’ll be ready to perform when the stakes are high.

[0:12:25.5] MB: That’s a great tactic and something that I’ve previously recommended kind of a similar exercise for listeners which is the — I forget exactly what it’s called. Basically, you go to a coffee shop and you order a cup of coffee and then you just ask for 10% off or you ask for a free cup of coffee which is kind of the same thing right?

You want to do something that feels really uncomfortable but actually extremely low stakes and what you realize is that you might fail or get rejected, even let’s say 70, 80% of the time when you do stuff like this but the 20% of the time when it works out, you actually end up with something that you essentially have no right to have right?

It’s something that you kind of, were able to just through gusto, get just by being ballsy enough to ask.

[0:13:10.0] KC: Exactly and think about it too, when people come up with prices, what goes into pricing? We think about the overhead, the cost of overhead, okay. That’s a fixed price and then when it comes to determining the margin to a certain extent, of course, there’s a lot of science that goes into it but to a certain extent, people just make it up you know?

There’s a little bit of fluff that’s built into every price and you’ll be surprised, once you start asking how much flexibility people have when it comes to these various things and I think of it like driving you know? How many times do we actually obey the speed limit, actually go 25 or 35, we understand there’s about five miles per hour of fluff built into that speed limit but that’s an actual law, that’s on the books.

But we often approach these prices for things and these terms within contracts and we assume, the price is written in stone, there’s no flexibility there but there is. For me, in my opinion, the best question you could ask in this situations is what flexibility do you have? I love this for several reasons, the first reason is, it’s an open ended question. I’m definitely going to get into that skill of asking questions later on in the conversation but it’s open ended.

Which means that they can’t just avoid it by saying yes or no. And then, the second thing about it is that if it assumes that there is flexibility and so they need to answer that question accordingly under that assumption. It kind of puts a little bit of subconscious pressure on them to admit that there is flexibility.

The last reason why I like that question is that it’s really nonthreatening. Nobody’s going to get too offended when they hear somebody say, well what flexibility do you have on that price? It seems as though you’re just opening up a conversation, not making a harsh demand.

We’ll get in to this later but beyond making the ask, it’s really important to know how to make the ask in a way that’s tactful and nonthreatening because whenever people perceive risk, it makes it harder for them to give you what you want.

[0:15:14.5] MB: It reminds me of a quote form Tim Ferris and I’m paraphrasing a little bit but it’s essentially the idea that reality is negotiable and the common sense rules of the real world are a fragile collection of socially reinforced illusions. Which you know, really, I think dovetails really well what exactly what you're describing. All of this, even laws in many cases are things that are kind of fuzzy and we can actually push the boundaries a little bit and extract things from them that may not be obvious initially.

[0:15:43.9] KC: Exactly.

[0:15:45.8] MB: Let’s take a little bit more, tell me about how can we make this asks in a way that’s nonthreatening?

[0:15:54.3] KC: That’s huge, one of the major things that we need to do is understand our audience too. One of the things that I always tell my audience is, before the podcast is that whenever I’m presented with an opportunity to negotiate, even if it’s a five, 10, 15 minute call. I’ll prep for about 30 minutes to 45 minutes beforehand because I want to make sure that I’m ready and so in that preparation.

I come up with a list of open ended questions because it’s really difficult to come up with a great question off the fly. When it comes to asking this questions in a way that’s nonthreatening and going back to knowing your audience, I try to put my audience, that person that I’m negotiating with through what I call the dating test and so the dating test answers the question, how much do I need to know about this person if hypothetically I wanted to date them.

That takes research to a whole new level and so that means I’m going to your LinkedIn, I’m going to your blog, I’m going to your social media, all of those things and trying to get as much of a profile of this person as possible.

From that, you can gleam a lot of information. You know, certain things that you should talk about, certain things you should avoid talking about, different ways to lead into the conversation, it can be powerful and so for instance, last week I have a client that’s a preschool, a large preschool and they were having trouble with one of their leases and so the person with whom I was going to negotiate, it turns out that this property manager was the founding member of a preschool for his church.

Knowing that, I started off the conversation, just kind of applauding him because it’s like, I realize that you’re the perfect property manager to talk to because you care about kids and I know that because you’re the founding member of this preschool. I started the conversation talking about his passion for children and then talking about his children and my children and I knew he had children because I found a random video that he posted, talking about his community service.

I started the conversation there and then went into what my client needs so establishing the foundation that he loves kids, my client loves kids, we’re doing this for the kids and so coming in to it with that firm foundation where we can all agree made everything that I ask for in that conversation seem a lot less threatening because it was couched in terms of we’re doing what’s best for the kids.

[0:18:25.7] MB: That’s a great example of how you can use framing to shape a conversation right? You kind of pause at that and it completely shifts the direction and the tone and even the subconscious elements of how that conversation flows.

[0:18:39.8] KC: Absolutely. Framing is something that is one of the most underutilized components of negotiation and a great book for that is, I will give two book recommendations, the first one is, Persuasion by Cialdini. It’s his most recent book, he’s the author of influence which was one of the most pivotal and instrumental books in persuasion theory over the past quarter century.

And also, Negotiating the Impossible by Deepak Malhotra. Those two books really get into framing. What framing is, it’s essentially setting the stage with a conversation. You want to frame this issues in a way that’s beneficial to you. Let’s go back to that same example with the preschool.

At the beginning, just based on the way that my client was communicating with him and his responses to my client, I could tell that this conversation, everything that we were talking about was framed in an antagonistic kind of way.

The interactions were framed as us versus them. As soon as I started that conversation, my first goal, my primary objective was to completely change the frame from something is combative to something that’s collaborative. We’re all here working for the same team, we want this preschool to do well because we care about the kids and now changing the frame in that way completely changed the dynamics of the conversation from a combative town to a collaborative tone.

Now we’re not working against each other, we’re working with each other to solve this problem together.

[0:20:10.7] MB: You also talked about open ended questions and why they’re so important. Tell me a little bit more, why open ended in particular?

[0:20:17.8] KC: Yes, open ended questions, this is without a doubt the most powerful negotiation tactic that we have and you’ll see. Asking open ended questions, that’s it? Yes. If I could go into a negotiation with one tool and one tool alone, it would be open ended questions.

Why is it so powerful and like I said before, it decreases the amount of threat the person is going to face and that’s one of the major mental and emotional barriers we need to get through. People want to feel as though they’re in control and this is what open ended questions can do.

First of all, it gives the person an opportunity to feel as though they’re in control. Even though it’s really you in control. Think of yourself almost like a puppet master. They’re doing the movement but you’re controlling the arms and the legs and then the second thing about open ended questions is that it creates an information asymmetry in your favor and so in negotiation, when it comes down to it, it’s an information game. 

You want to get as much information as you can relative to the amount of information they have about you in your situation because that gives you more power. When I’m negotiating, my goal is to have the breakdown of communication about 70/30 or 80/20 where I’m only speaking 20 to 30% of the time and the other person is speaking 70 to 30% of the time. 

When I do that, I know that I’m getting great information and I know that I’m actually the one controlling the direction of the conversation. Because one thing that I want your listeners to understand is that when you actually get into negotiation, it doesn’t take much to become better than the average person at negotiating.

Considering that and considering the psychological interest that your audience has, I would assume that they’re already more well versed in this than the average person. I wouldn’t want you controlling the conversation and dictating the conversation, not in a manipulative way, to take advantage of people but simply because you have the requisite skill set to push this conversation in a productive manner.

That’s why I feel comfortable taking control of these conversations and guiding people to the right answer. What you want to do with these questions and this is why it takes so much time beforehand to write out all of the questions that I want to ask is that you can actually lead somebody down a logical path where they allow themselves to convince themselves.

Because this is what you don’t want to happen, you don’t want somebody to concede to your point of view. Simply because they lost a war of attrition and you just wore them down. You might have gotten a yes but you probably didn’t get commitment and there’s a big difference between that.

If somebody says yes, that just means they might just want the conversation to end but if somebody commits to your solution or to an outcome, that means that they bought in and they’re actually going to see it through to the end. That’s really what you want to do, you want to create a situation where they feel as though they had some kind of autonomy when it came to the decision making process and so by asking these questions, you can lead them to the conclusion and at the end of the conversation, let’s say if there was like an ESPN breakdown.

They put a microphone in their face and they say “Sir, why did you come to this conclusion?” You want them to say something like “Well, I started to think about it a little bit differently and it seemed like this was the right answer.” That’s the way you want them to think about the conversation. 

You don’t want them to say, “Well, the reason I came to his conclusion is because Kwame outsmarted me and I really had no choice but to relent.” That’s not the way to do it, nobody’s pride will allow them to come to that conclusion you know? They want to feel as though they did it on their own and you can do that by asking open ended questions.

[0:24:01.3] MB: It’s such a great tactic and one that I use all the time in my own negotiations is you know, I practice the same strategy, I speak very little, it’s all about asking questions, understanding, kind of getting the other person to talk and provide me with as much information as possible.

As you said, one of the most powerful tactics that I’ve seen is not about convincing somebody by arguing with them. One of the best ways to convince people of something is to ask questions that get them to convince themselves of whatever you’re trying to show them.

[0:24:32.3] KC: Exactly. It’s so powerful and so subtle and that’s the key to persuasion. If you come up to somebody and say, I’m going to persuade you, that XYZ, automatically they’re going to put up barriers because people don’t want to feel like they’re being manipulated. You want to let them feel as comfortable as possible.

And then, I guess here’s a tip that your listeners can use when it comes to trying to master this technique because it’s tough, it really is, to kind of just sit there in silence and not jump in, it’s really tough especially when you feel like you have the right answer, but you need to be patient. 

That’s one of the things about persuasion that makes it so difficult, it’s not like these theories are very complex, the thing that makes persuasion difficult is that sometimes it doesn’t feel good doing it because it’s just like, I want to jump in and say something.

No, you have to sit down and be quiet and let it go. One thing that I do to help practice in this situations is when I’m networking with people, talking to friends and things like that, I would say to myself, see how little you can talk in this conversation, just practice that. Try to see how little you can talk in a conversation.

The beautiful thing is, people don’t notice it, people don’t notice like, “Kwame’s kind of not talking, why is that?” Because people like to hear the sound of their own voice and what I’ve noticed is as I’ve started to talk less in this conversations, people would start to applaud me more.

“Man, it was great talking to you Kwame, you’re such a great listener,” or, “You know, Kwame’s a really smart guy and I never said anything you know?” I didn’t say anything to you but the thing is, people typically think that they are incredibly smart and if you give them an opportunity to show how intelligent they are to you, then they would reflect that on you too.

They’ll be like, “You know, that was a really intelligent conversation. Kwame must be intelligent too.” It’s a really interesting psychological trick you can play but doing this, again, during this nonthreatening conversations, when the stakes are low. Once these negotiations come about, you're going to be better at keeping that balance of communication in your favor.

[0:26:44.3] MB: How do we get better and cultivate the skill of asking good questions?

[0:26:48.9] KC: You have to develop the characteristic of curiosity. We really genuinely need to have curiosity and not a kind of tactical curiosity just for the sake of getting what we want at this conversations, you need to be genuinely curios in the person, in the situation and the thing is too, something that’s really interesting about curiosity and becoming somebody who is very persuasive is that you need to be willing to be persuaded in order to be persuasive.

What does that mean? When you ask these questions, you’re going to be continuously getting more and more information. What might happen is you might find out that you're wrong, you might find out that you were misinformed before and when that happens, you have an opportunity to come to the right side because sometimes we engage in these arguments and we have these really strong feelings.

We come to these conclusions simply because we’re misinformed, there a number of times in arguments or discussions or negotiations where I said, I didn’t realize that. I’m going to come to your side now because you were right and what happens is that coming in to this conversations with a  genuine curiosity to learn the truth, not just for tactical purposes.

It creates good will in the conversation. And then, what’s going to happen is that typically, we’re negotiating multiple issues. If I show myself to be reasonable in an issue where I recognized I was wrong, they are going to reciprocate because they’re going to say, “You know, Kwame’s a reasonable person, I trust him more.” Asking questions and I mean people, the space to talk and educate you makes them feel better in the conversation but also creates trust.

When you have trust, people are willing to share more information and they are willing to consider the fact that you're not trying to persuade them or negotiate against them in a way that’s going to be detrimental or unfair. They’re going to trust you when you come up with a good point and they say, I didn’t think of it that way.

I’m willing to change too because you did it as well. Yeah, it’s tough though. It’s tough, because the thing is, in order to get better at asking these questions, we need to be more curios, yes. But the barrier that we’re going to face internally when it comes to having that genuine curiosity is our own defensive posture.

Because we feel like we’re right. We need to start to fight that self-serving bias that we have where we think they we’re right, we need to go in genuinely tabula rasa and go in there trying to gather as much information because the thing is, when we have this biases, sometimes we’ll get the information, the information will be delivered to us in the proper way. But because we’re so biased, we won’t be able to see it even though it was delivered properly. You have to go in there with a genuine spirit of curiosity with a genuine interest in learning.

[0:29:42.6] MB: It’s so vital to get rid of kind of combat against that, that defensive posture, that idea that you have to be right all the time and it’s all about you know, proving how smart and awesome and great you are.

I mean, there’s tons of stuff about that, the book Mindset is an amazing example of something that goes really deep and how to undermine that but I think I wanted to just understand to that point that it’s really important to be able to be curious, to be able to truly understand the other person in the negotiation. You have to let go of the need to be right and the need to show how awesome you are. 

[0:30:18.1] KC: Exactly and when it comes down to just establishing human connection and creating stronger relationships in general, you are going to get a lot farther when you try to seek first to be interested than to be interesting and that is one of the biggest barriers we have and that I think too the media models really poor communication techniques and the thing is because it sells, that’s what’s interesting. We think about all the shows about the reality TV shows where people are just constantly arguing with each other. 

Especially on the news where you have somebody on the right side of the screen, somebody on the left side of the screen and they just yell at each other and they are not willing to concede any points when that behavior is modelled to us over and over and over again. It has an effect on the way we talk to each other and so we really need to take the time to be interested in what other people have to say and where they are coming from in order to establish strong connections and inevitably or eventually be persuasive. 

[0:31:19.9] MB: So you talked about the time that you’ve spent preparing for a negotiation. Tell me about the importance of preparation?

[0:31:28.1] KC: Yeah, it’s everything and this is something I really need to walk my clients through sometimes because I am sure when they look at my invoice they’re like, “You spent an hour just thinking? What were you doing?” But that’s really what separates great negotiators from good negotiators because you need to take the time. These things don’t — at least let me say this, let me say it this way: I can’t always come up with a great question off the fly. 

And that’s why it’s important for me to write down an exhaustive list of the questions that I want to create. I created this free negotiation prep guide. So if you go to americannegotiationinstitute.com/prep, you can get this guide and it would walk you through step by step things that you should be considering and things that you should keep in mind before your negotiation so like I said, I would put the person through the dating test. 

I would create this list of open ended questions. I would create a list of questions that they possibly have for me and my responses for those questions but also I would create a list of things that I can’t say especially when I am practicing law. Not only as a negotiation consultant but when I am practicing law, some of these things need to remain privileged. So if somebody asks you a really direct question and you just stutter, it doesn’t look good especially when it is something compromising. 

And so that could be a serious tale that gives away too much information that even if you don’t answer it, they might gather too much information that puts you at a disadvantage. So I want to think about all of these situations beforehand so when I come into these conversations, I can feel confident and adjust accordingly to the ebbs and flows of the conversation. 

[0:33:12.5] MB: So you talked about preparation and asking open ended questions being some of the core components of effective negotiators. What are some other characteristics that great negotiators have?

[0:33:24.2] KC: The two other ones I would say are creativity and confidence and so with creativity you need to be willing to think outside the box and again, this is why it is so important to gather information and so when I’m going through the dating test and asking open ended questions to gather this information, I’m not focusing so heavily on specifically what the person is asking for and that’s really important. There’s a very big distinction between what somebody is asking for and why they’re asking for it. 

The perfect example comes from the classic book, Never Eat Alone — Sorry not Never Eat Alone, that’s not a great networking book but Getting to Yes by Roger Fisher and William Yuri and so in that book, they talk about the story of two children arguing over an orange and so the brother wants the orange and the sister wants the orange but there is only one left. They go to the mother and what does the mother say? We’ll cut the orange in half and so the brother peels the orange and eats the fruit. 

And the sister peels the orange and uses the rind and so that’s an example of if they would have taken the time to ask questions, they would have gotten all of what they wanted but since they focused only on what the other person wanted, they got half of what they could possibly gotten and so you always wanted to figure out the why behind the ask and you know I think we came full circle Matt because didn’t you share that story on my podcast when you were interviewed? I think you might have. 

[0:34:54.3] MB: It’s possible. I don’t know but I think it’s great and kind of classic negotiation example and obviously the brother wanted to eat the orange and the sister wanted it for the rind to bake a cake or something like that but it’s so true that if you don’t seek to understand why somebody has a certain position, why they want what they want, you’re missing out on the key components of the negotiation. 

[0:35:16.2] KC: Exactly and the thing is too and that’s where creativity comes from because you ask questions you gather information and then you can find ways to satisfy people’s needs without giving up the substance of what you want and that can only come through creativity. The basis of creativity is finding inexpensive ways to solve other people’s problems and so you want to give something to somebody that they find valuable that you don’t find as much value in. So the goal is to trade things up on equal value and that’s where creativity comes from. 

[0:35:52.2] MB: So within the context of negotiation, how can we cultivate the ability to be more creative? How can we improve our creativity?

[0:36:00.6] KC: Yeah, it’s tough and again I think we need to be willing to think outside the box and not be as defensive and one of the assumptions that people have that really is a huge barrier when it comes to becoming a better negotiator is the idea that negotiation is a zero sum game where my winning necessitates your loosing and vice versa. Great negotiators go out of their way to try and solve other people’s problems because when you do that, they’ll reciprocate and try to solve yours too. 

And so when it comes to creativity, your goal is to try to figure out — Well first of all, gather a really strong understanding of what they want and why they want it and then figure out ways that you can solve their problems too and ask them questions to that end as well. So if they’re focusing on a specific thing, let’s figure out a really clear example. Let’s say in a situation where somebody is getting sued for $10,000 and so somebody keeps asking for $10,000. 

It’s like, okay before we even get to the point that I don’t think you deserve $10,000 what is the circumstance that makes you want this specific number of $10,000? Why $10,000 and somebody might talk about how because of this accident they lost their job, etcetera, etcetera and then perhaps in your organization you think this person is a good decent person. You could say, “Well in the meantime I could give you a job here as a secretary” something to that effect. 

And that might solve one of their problems in a way that solves your problem. You might have a vacancy and then at the same time, it solves your problem of not wanting to pay out a full-time $10,000. You have to be willing to think outside the box and come up with non-traditional ways to solve these problems because sometimes we just focus so much especially in business, we focus so much on the money and we don’t think about the rationale behind the ask and we miss out on opportunities to solve problems in creative ways. 

[0:38:02.0] MB: We talked about how people can get tripped up at the beginning of a negotiation by either not realizing that this is an opportunity to negotiate or not asking for enough. What are some of the other mistakes that you see people make in a negotiation?

[0:38:16.3] KC: I think building off what I just said, one of the biggest mistakes is the belief that it is a zero-sum game and what often comes from that is an unnecessarily combative stance and so when you have that kind of stance, you are going to be seen more as an opposition not as somebody that could be the catalyst to solving people’s problems and when people start to see you as an issue, as a deal stopper, that is really bad. It’s really difficult to come back from that. 

And so, when you are in that position where you think it’s a zero-sum game, your attitude changes. As a result, their attitude changes and it becomes combative so there is going to be less creativity and less wiggle room that’s one thing and then the relationship is going to struggle too and remember, going back to the beginning of this conversation, you have to consider the three pillars of effective negotiation. When you think it’s a zero-sum game, pillar number three is in jeopardy because the relationship is going to have issues. 

Then typically, you try to blend pillars number one and two of offensive and defensive uses but sometimes you can’t when you have that really myopic focus on winning and so you are just going to be focused on maximizing your value and not considering the way that you can maximize other people’s value too. So that is one of the biggest barriers, just your approach, the way you frame the conversation as something combative when it doesn’t need to be. 

[0:39:42.0] MB: I’d love to dig in a little but on the third pillar as well. Tell me about how can we and I know we’ve gone over some of the building blocks of how to do this but how can negotiation be a tool kit or a tool set to build better relationships?

[0:39:55.5] KC: Yeah and this again like I said is one of my favorite parts of negotiation because it’s so key because we think so much about value in terms of money that we don’t realize that there is immense value in relationships. Sometimes I don’t get deals just because the numbers don’t add up but even though it seems as though both parties are walking away from the table with nothing there still has value because we created a strong relationship and that rapport can lead over to the next deal if I’m involved in a deal with this person again. 

And so in those conversations I think one of the keys to creating trust and improving the relationship is the willingness to be patient. Sometimes we go on to these conversations and we feel as though we need to get all of what we want all in one go and again, one of the biggest barriers to agreement and movement in negotiation is I wouldn’t say risk but I would say perceived risk and when people feel as though things are moving really fast, they are going to pump the breaks even if things are going well. 

Think about how sometimes people in relationships, the relationship might be going really well and the person says, “I think we’re just moving too fast” it’s like really? But things are going well. But we are just moving too fast. It seems risky, what are we moving quickly too? And so instead of trying to get things done in one or two conversations, recognize that it might take a few conversations over the course of a couple of weeks in order to build that requisite about trust to get things moving. 

So taking the time to build up that relationship before making an ask is going to be incredibly important. So always consider what you can do with the relationship in order to create value in the relationship by itself and again, going back to my preparation I consider where the relationship is currently, what barriers there are to a stronger relationship and how I can work to eliminate those barriers in order to create a strong working relationship with the person and that’s the goal. 

The term that we want to keep in mind here is a strong working relationship. We don’t need to be best of friends and hang out on the weekends but we need to have a relationship where that’s typified by trust and a relationship where the free flow of communication can exist and when those things are established then people are going to be a lot more willing to answer those great open ended questions that you’ve prepared for before the conversation. 

But we really need to focus on establishing that firm foundation of the relationship before we start making those big asks. 

[0:42:30.6] MB: On the topic of building relationships, I know one of the other core components of your practice that you spend a lot of time on is resolving disputes and mediating when things don’t work out between people. What are some of the core skills that help people resolve disputes?

[0:42:47.6] KC: Yeah and this is huge because I’ve seen a lot of good businesses fail because of bad relationships and so what I do is mediation between business partners. It’s like marriage counseling between you and your partner and so one of the things that I have seen in these relationships where there are issues is the dangerous assumptions that they have of one another. So here’s an example, when you are dealing with people and somebody wrongs you in some kind of way and now there’s a dispute or a conflict, people often conflate the behavior. 

With a negative outcome when it comes to the behavior with negative intent and so sometimes people can just do something with little regard to the outcome but they didn’t do it with malice. Maybe it was done with ignorance and maybe they just acted too quickly but the person who is on the receiving end who was impacted negatively by the situation can impute negative intent and that’s where problems come because we were able to separate problem behavior from the mentality. 

It’s a lot easier to address the behavior because really what it comes down to is the reason I am upset is because of the impact that somebody’s behavior had on me but the problem is sometimes when the aggrieved party addresses the issue, they approach the person almost like the prosecutor because in criminal law, you need to have motive. You need to have some kind of intent, you need to prove that the person did this on purpose. 

And so they go in and say, “You don’t respect me” blah-blah-blah and throwing these accusations that really dig deep into the person’s mindset when doing this and the person will be arguing, “No, I didn’t mean to do that” and now we’re having unproductive conversations about what the person was thinking when the behavior in question happened when instead, they would be much better served to just focus on the behavior and the outcome and what kind of effect it had on you. 

Because when you focus on those things, there’s really no argument. Did you engage in this behavior? Yes. Was this the outcome? Yes. Is this how you feel about it? Yes. Those things cannot be controverted. Now we can have a productive conversation on the topic but when we start going at it like a prosecutor trying to determine whether or not this person did this intentionally, it’s really unproductive. So the first thing that we need to focus on is just avoiding the idea of intent and just focusing on the behavior itself. 

[0:45:21.1] MB: It’s amazing how you can open up the channels for communication and understanding if you simply take a step back, pull your own ego and your own need to prove your point and really try to understand the other person. 

[0:45:36.1] KC: Absolutely and ego is big. Ego is one of the biggest barriers to resolving conflict and another thing that our ego prevents us from doing is acknowledging our own contribution to the issue and so you want to shift from blame to contribution. So what did your partner contribute to the situation and if you need to be honest and put your ego to the side and admit what you did to contribute to the situation. 

In most of these situations, there is something that you did that helped to create this atmosphere where that behavior is deemed to be acceptable by your partner and when you come into the conversation, acknowledging that you contributed in some way, they are going to feel a lot safer when it comes to admitting that they contributed in some way too but again, you don’t want to create this situation where it seems that now you are prosecuting their crimes. 

Because when you think about it especially in a situation where it’s a business partner relationship the foundation is the same. You both want the same goals so let’s approach this as a problem solving endeavor as a team and whenever those barriers are put down when it doesn’t seem like we’re going against each other, people are going to feel a lot more comfortable trying to work with you to address the problem than they are working against you to try to defend themselves.

[0:46:59.0] MB: So what is one piece of homework that you would give for listeners who want to go out and start to implement some of these ideas and improve their ability to become better negotiators? 

[0:47:08.5] KC: I’m going to stick with the same theme and focus on those questions like developing that sense of curiosity, asking great questions and then genuinely listening to those responses and one thing that I found that people struggle with is let’s say you do this, you execute it perfectly. You go in with the spirit of curiosity, you ask great questions and you listen. Sometimes, we ran into the barrier of not getting credit for listening when we listen. 

This was actually brought to my attention from one of my listeners in Australia. He said, “I did everything you told me to but the person, they didn’t acknowledge I was hearing them so what should we do?” and so that is where the power of summarizing comes into play and so there’s something called the empathy loop. That’s where you listen to what somebody says and you say, “Well correct me if I’m wrong but it sounds like you’re saying XYZ and in XYZ, you provide a brief summary of what they said, the major points of what they said and then you end it by saying, is that correct? Then you give the person the opportunity to confirm your understanding.

Either you got it or you didn’t. If they say yeah, you got it. That is them confirming their understanding that you are listening. You know, that’s one of the — kind of like the icing on the cake when it comes to asking great questions. When you ask great questions, you listen and then you prove it by summarizing and giving them the opportunity to correct you.

[0:48:35.6] MB: So for listeners who want to do more research, dig in and learn more about this, where can people find you online?

[0:48:42.8] KC: Yeah, if you can, if you’re a podcast listener which I guess obviously you are, you can check out The Podcast Negotiation for Entrepreneurs, you could also check out The free course for Business Partners Who Are at War and this is really a great course for anybody who is in the situation here you want to try and resolve conflicts.

If you go to americannegotiationinstitute.com/course, you can get this free five day course on how to resolve conflicts with your business partner or people on your team. And then, if you have any questions for me directly, shoot me a message on LinkedIn. Anybody who connects with me on LinkedIn gets a personal message from me, I actually respond.

This is something that is becoming more and more difficult to do as my audience grows but I’m going to stick to it and I’m going to get to everybody eventually. It might be a while but I will because I genuinely want to hear what people have to say and I don’t know if you have this problem Matt but as a psychology nerd and a negotiation nerd, I know I can get in to the weed sometimes with my content.

Hearing people’s concerns and questions really helps me to focus my content on things that are actionable and practical. Please, reach out to me, I really appreciate it when people touch base and tell me what they want to hear.

[0:49:53.8] MB: Well we will make sure to include all of that in the show notes so listeners can check that out but Kwame, thank you so much for being on the show, this is a fascinating conversation, I know I learned a number of negotiation strategies and that’s something that I do all the time.

This was great for me but just thank you very much, it’s been a great episode.

[0:50:10.7] KC: My pleasure, and as a listener, it is an honor to be on this show so thanks Matt.

[0:50:16.3] MB: Thank you so much for listening to the science of success. Listeners like you are why we do this podcast. The emails and stories we receive from listeners around the globe bring us joy and fuel our mission to unleash human potential. I would love to hear from you, shoot me an email, send me your thoughts, kind words, comments, ideas, suggestions, your story, what the podcast means to you. Whatever it might be. I read and respond to every single email that I get from listeners. My email address is matt@scienceofsuccess.co. 

Shoot me an email, I would love to hear from you. The greatest compliment you can give us is a referral to a friend either live or online. If you’ve enjoyed this episode, please, leave us an awesome review and subscribe on iTunes. That helps more and more people discover the science of success. Lastly, as a thank you to you for being awesome listeners, I’m giving away $100 Amazon gift card. All you have to do to be entered to win is to text the word “smarter” to the number 44222. Thanks again and we’ll see you on the next episode of the science of success.


June 01, 2017 /Lace Gilger
Influence & Communication
VanessaVanEdwards3-01.jpg

The Secret Science of Lies & Body Language with Vanessa Van Edwards

April 20, 2017 by Lace Gilger in Best Of, Influence & Communication

In this episode we discuss how school gives you zero of the social and interpersonal skills necessary to be successful in life, the best starting point for build nonverbal communication, how to read facial expression and body language to discover hidden emotions, how to become a human lie detector, the secrets super connectors use to work a room, and much more with Vanessa Van Edwards.

Vanessa Van Edwards is the lead investigator at Science of People, a human behavior research lab. She is a Huffington Post columnist and published author. Her work has been featured on NPR, Business Week and USA Today. She has written for CNN, Fast Company and Forbes. Her latest book, Captivate, was chosen as one of Apple’s Most Anticipated Books of 2017.

We discuss:

  • School gives you zero of the social and interpersonal skills necessary to be successful in life

  • The skills of nonverbal communication can be learned and trained

  • Between 60% and 90% of our communication is non-verbal

  • Why you shouldn’t put 100% of your eggs in the “verbal communication” basket

  • How humans give more weight to non-verbal communication

  • What is the best starting point for build nonverbal communication?

  • The importance good eye contact & a strong handshake

  • Why eye contact creates oxytocin and builds deeper connections

  • The “sweet spot” for maintaining good eye contact

  • What blind babies teach us about our facial expressions and the universality of much nonverbal communication

  • How twins separated at birth have the same nonverbal affectations

  • What are micro-expressions and why they are so important

  • The facial feedback hypothesis and how our faces create a feedback loop

  • The 7 micro-expressions that will change your life

  • Research from mental patients who lied to their doctors

  • How to read facial expression (or body language) to discover hidden emotions

  • The “fake science” myths around human lie detection

  • The statistical cues to deceit - things that liars most often do

  • Do “truth wizards” exist?

  • Average person is 54% accurate in detecting lies

  • What is baselining?

  • Encoding vs Decoding

  • What research on thousands of hours on TED Talks tells us about successful body language & the importance of congruency

  • Most people are better at decoding than encoding - start with what you are weakest at

  • We cannot cover up what we feel, focus on opportunities where you can thrive instead of places where you are merely surviving

  • “The secrets of super-connectors,” how to “work a room” and the specific patterns they use

  • How to be someone’s "social savior”

  • "Context conversation starters”

  • You learn ALOT about someone from a handshake

  • Handshakes produce more oxytocin than 3 hours of face to face time

  • Make the handshake equal (firmness and direction)

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

SHOW NOTES, LINKS, & RESEARCH

  • [Ted Talk] Trust, morality — and oxytocin? by Paul Zak

  • [Paul Ekman Article] Micro Expressions

  • [Science of People Quiz] Spotting Lies

  • [Book] Human Lie Detection and Body Language 101 by Vanessa Van Edwards

  • [Book] Captivate: The Science of Succeeding with People by Vanessa Van Edwards

  • [Website] Science of People

EPISODE TRANSCRIPT

[00:00:06.4] ANNOUNCER: Welcome to The Science of Success with your host, Matt Bodnar.

[00:00:12.4] MB: Welcome to The Science of Success. I’m your host, Matt Bodnar. I’m an entrepreneur and investor in Nashville, Tennessee and I’m obsessed with the mindset of success and the psychology of performance. I’ve read hundreds of books, conducted countless hours of research and study and I am going to take you on a journey into the human mind and what makes peak performance tick, with the focus on always having our discussion rooted in psychological research and scientific fact, not opinion.

In this episode, we discuss how school gives you zero of the social and interpersonal skills necessary to be successful in life. The best starting point for building nonverbal communication. How to read facial expressions and body language, discover hidden emotions, how to become a human lie detector, the secrets that super connectors use to work a room, and much more with Vanessa Van Edwards.

The science of success continues to grow with more with more than 900,000 downloads. Listeners in over 100 countries, hitting number one new noteworthy and more. I get listener comments and emails all the time asking me, “Matt, how do you organize and remember all this incredible information?” A lot of our listeners are curious about how I keep track of all the incredible knowledge you get from reading hundreds of books, interviewing amazing experts, listening to podcast and more.

Because of that, we created an epic resource just for you, a detailed guide called How to Organize and Remember Everything. You can get it completely free by texting the world “smarter” to the number 44222. Again, It’s a guide we created called How to Organize and Remember Everything. All you have to do to get it is to text the word “smarter” to the number 44222 or go to scienceofsuccess.co and put in your email.

In our previous episode, we looked at what rabbit populations, craters on the moon, files on your hard drive, and the GDP of countries all have in common. We discussed the power fractals, the math of chaos theory, and what it all has to do with the 80/20 principle. How your understanding the 80/20 principle is only the tip of the ice berg. How to generate 16 times more leverage to achieve your goals. We went deep into sales wisdom from one of the world’s top marketing consultants and much more with Perry Marshall. 

If you want to achieve massive leverage in your life, listen to that episode.

[0:02:27.9] MB: Today, we have another awesome guest on the show, Vanessa Van Edwards. Vanessa is the lead investigator at the Science of People, a human behavioral research lab. She is a Huffington post columnist and publish author. Her work has been featured on MPR, business week and USA today. She’s written for CNN, fast company and Forbes. Her latest book, Captivate, was chosen as one of Apple’s most anticipated books of 2017.

Vanessa, welcome to the science of success.

[0:02:54.8] VE: Thanks so much for having me.

[0:02:56.7] MB: Well, we’re very excited to have you on today. For listeners who might not be familiar with you and Science of People, tell us a little bit about yourself and your background?

[0:03:05.8] VE: Yeah, well first of all, I cannot help but say that the title of your podcast, Science of Success, is possibly one of the best titles ever because those are two of my favorite topics, science and succeeding. I was thrilled to be on here with you guys.

[0:03:19.7] MB: Awesome, that’s great! Yeah, I mean, you know, it’s funny, very similar to the purge you take, we try to have every guest that’s on here, we really want to focus on is this data back, is this sort of research validated or is this just kind of somebody’s talking points. I think everything that you’ve done is so grounded in the research, that’s why I’m really excited to dig in and explore a lot of these topics.

[0:03:40.4] VE: Yeah, that’s the perfect kind of segue into what got me started in this crazy career. So, you know, as you mentioned, I run a human behavior lab in Portland, Oregon and what got me started is actually, I felt like school did really well by me. It taught me all the technical skills that I needed for a career but it taught me zero up to people skills. So when it came to interviewing, negotiating, making chit chat with colleagues, networking, heaven forbid, dating, flirting and trying to be emotionally attractive like those definitely not. 

So I realized that I felt like there was this missing skill set that most people kind of think will just happen, right? Adults always say, “Oh, she’ll pick it up, she’ll figure that out in the playground or she’ll eventually pickup how to ask for more money in a negotiation.” But those kinds of skills, unless you’re lucky enough to be born with them, which most people are not, you do have to learn them and that was the case for me. I kind of created the text books, the courses that I wish I’d had in school.

[0:04:43.0] MB: That’s awesome, and your first book started out digging into body language and how to determine if people are lying and a ton of the components of nonverbal communication. As a starting point, how much of our communication is nonverbal? You hear a lot of different stats thrown out about that and, you know, what’s kind of the research really say about how important nonverbal communication is and what kind of what proportion of our communication is made up of nonverbal queues?

[0:05:10.8] VE: Yes, there’s two important things to keep in mind when it comes to nonverbal, the first is, it’s far more than we think about, at a minimum, 60% of our communication is nonverbal and some research says it’s up to 90%. You might have heard the famous Mary said a 93% that actually has not been backed up so that 60% is still a lot, not quite as much as the 93-myth that goes around but what’s important is that we put all of our eggs in a verbal basket.

If you talk to someone who is about to go into a pitch with investors or about to go on a date or about to go into an interview, they usually think about what they want to say, you know, the questions that are going to answer, they practice their verbal responses. We very rarely think about how we want to say something.

That basically is coming out with 40% of our ability and so that’s the first thing is that 60% is sort of a missing ingredient, it’s this un-utilized super power that I think we have and the second thing is that we give more weight to nonverbal. What I mean by that is, when you think about how we are evolutionarily, we have developed the ability to be very persuasive verbally. It’s relatively easy to come up with a story quickly especially for highly creative people. 

There’s some science that say that highly creative people are better liars. But nonverbally, it’s very hard to be convincing with your body language. It’s hard to control your facial expressions, it’s impossible to control your micro expressions, it’s very hard to think about, “How can I lie convincingly with my words and look like I’m telling the truth as well?” We tend to look at someone’s nonverbal as a more important indicator of honesty, which means that if you go into a pitch and you have the perfect script but if you are not congruent with your words or your nonverbal does not support your words, it actually comes across as inauthentic.

When I think people talk about this idea of “be more authentic”, “be yourself”, “be passionate”, those phrases always drove me crazy because I never really knew what they meant so I think that learning that nonverbal has more weight, it was like, “Oh, I get it! An inauthentic person is someone who is saying one thing but showing another.” I think the most important thing that we can do from a body language perspective is to align our words along with our body.

[0:07:29.0] MB: Nonverbal is obviously something that, as you said, it’s hard to control, it’s difficult to master, and it’s a very complicated topic. Where do we begin, what’s the best starting place to begin to build this skill set?

[0:07:42.6] VE: That’s a good question. I would say that the first thing that I would encourage people to think about is the two things you heard most since you were little, but a little bit defined. We’ve heard most — when I tell people like, I studied body language, they tell me, “Oh, good eye contact and a good handshake.” That’s great.That’s like a really good start however there’s a little bit more to the story when it comes to good eye contact. 

For example, in western cultures, we make about 60 to 70% eye contact in the ideal conversation. What I mean by ideal conversation is when we make eye contact with someone, we produce oxytocin and oxytocin is the chemical of bonding. A researcher Paul Zack, if anyone is interested in sort of the chemistry of love, I highly recommend his book. I actually a meeting with him next month that I have a little oxytocin necklace that I wear instead of a heart because I think that’s the true expression of love and what he has found is that oxytocin is what makes us feel that warm and fuzzy feeling of belonging. 

So if you’re with someone and you’re having this deep conversation and you’re making great eye contact, you actually begin to produce oxytocin, mutual gazing produces oxytocin. If you don’t hit that 60 to 70%, the body doesn’t get as much oxytocin as it would like. So if you’re looking around, you’re looking at your phone, you’re looking at your watch, if you tend to process up — some people tend to have a very wondering gaze — the other person is going to feel like, “I don’t know if we’re on the same page here.” Or, “I don ‘t know, I’m not really feeling it with this person.” 

That’s where that comes from, it’s actually a chemical feeling. That’s why we say that liars look us in the eye less because that shiftiness makes us feel really uncomfortable, the funny thing about liars is they actually look you in the eye more because they’re trying to see if you believe them. So eye contact is this really funny beast but what you want to know is that in that 60 to 70%, that is the sweet spot. So eye contact is not just good for you because it feels like you should be doing it, it’s actually good for a chemical reason. It’s a chemical reason we feel connection.

[0:09:43.2] MB: I think that’s great and you hear all the time that it’s important to maintain eye contact but the fact that there is a sort of neurological, neurochemical reaction that actually makes eye contact so effective is fascinating.

[0:09:56.5] VE: Yeah, and I think it helps, so whenever I do corporate trainings, I do a lot of corporate trainings and my favorite group is highly technical people. I would even say geniuses, I would go as far to say that. You know, amazing engineers, programmers, graphic designers, very technically brilliant. And I was just doing a training at Intel and I asked them, I have a little slide in my presentation that says, “What is the ideal amount of eye contact, is it 30% of the time, 50% of the time, 60% of the time or 65% of the time, or 90% of the time?”

Without a doubt, whenever I have highly technical groups, everyone in the room raises their hand at 30% of the time. That hurts them, right? They’re undermining their credibility without realizing it when they are in their own heads about a process and not focusing enough, giving that other person the chemical reason to pay attention to them.

[0:10:44.9] MB: I think the interesting point and it just segue’s into some research that you talked about in the past but these are things that are biologically rooted in our bodies and things that, you know, regardless of somebody’s disposition towards you, the more eye contact you have, it shares literally a physical reaction in them.

The research you’ve talked about previously about how babies develop facial expressions, can you share that example? I think that’s a really interesting instance of another example of how this are sort of universal and not kind of culturally driven or individual?

[0:11:16.6] VE: Yeah, so of course there is some nonverbal that’s cultural, we can talk about that if we want but a lot of the principles that I teach as much as possible, I try to make them universal and this baby study was sort of — I read this and I was just like, I was amazed at the amount of our body language or our nonverbal communication that’s genetic or coded. 

In this research experiment, they looked at congenitally blind babies. Babies who have been blind since birth, and back in the day we used to believe from anthropologist used to think that we learned nonverbal that we would look at our mother and father’s face, we would mirror or mimic the facial expression, that’s how we learn facial expressions. Or we watched how our mother flipped her hair and that’s how we flipped our hair. But actually, what they found is that congenitally blind babies make the same facial expressions at the same time as seeing children.

What this means is that we are somehow genetically coded to make these expressions and they’re not learned. They are the same across genders or races. They also found that there was, I think it was done at the University of Edenborough, where they looked at twins and they found that twins who were raised separately showed very similar nonverbal affectations. 

So like flipping your hair, how a woman flips her hair over the side of her shoulder, how she laughs, how a man walks, how a man scratches his nose, they found that twins actually do the same thing even though they had different parents, they were raised in different houses, they were raised even across the globe. This was really surprising for people because it legitimized nonverbal science as a way that we can study something because if you know that something has universal application, it’s much easier to study and it’s not just cultural. So that study I think was the first of many that indicated that there could be an algorithm here.

[0:13:05.9] MB: How do you — I know one of the things you’re an expert at is micro expressions and talking about babies and their different facial expressions, how do you read somebody’s facial expressions to determine their emotions or their reactions?

[0:13:19.1] VE: Yeah, so a micro expression is a really fancy word for a very short facial expression. So technically it’s a brief facial expression that is involuntary that we, as humans, make when we feel an intense emotion. We like to think as adults that we’re pretty even keeled that we don’t have intense emotions, that we don’t show, we’re stony faced, right now. Stoicism is so hot, everyone’s trying to be real stoic but we are actually quite emotional creatures, very emotional beings and we tend to show our emotions on our face, involuntarily.

The reason for this is because it helps with our empathy and most people don’t think of facial expressions this way but there’s something that’s called the facial feedback hypothesis and this basically says that when we feel an emotion, we make a face. But when we make a face, we also feel that emotion.

So there’s this really interesting feedback loop that happens with our emotions and why this is important is because when we meet another human being and they show us a sadness micro expression, our body has neurons and begins to mimic it without even realizing it. If you look at a face of someone sad, you usually will begin to form the sad face, we can’t even help it. So as you make that sad face, you begin to feel literally feel the emotion that they feel.

This is why humans are empathetic, it’s because we not only mirror the people around us but that mirroring helps us feel like them. So that’s a very body sensation intuitive feeling based way of interacting but we typically interact in our head, we don’t think about this kind of emotional expressiveness that’s why facial expressions are so important and that’s why we talk about empathy being so important. That’s a very different explanation for empathy.

[0:15:02.4] MB: What are the different micro expressions and are they cross cultural?

[0:15:08.8] VE: There are seven different micro expressions. They are — let’s see if I can do it all off the top of my head. They are fear, happiness, anger, disgust, contempt, sadness and surprise. Yay, I’m so happy I was able to do that for memory is smooth. Yes, those are across cultures.

Dr. Paul Eckman is the researcher who coined, I think he discovered the micro expression, I don’t know if he coined the phrase. That might have been Darwin. Don’t quote me on who coined that phrase, but Dr. Eckman is the one who pioneered this concept and what he found in the back of the 1970’s was first, he was working with a mental institution on patients who lie to their doctors and this always has been a huge problem that it was particularly a problem there because they had patient who lied about being okay. 

So she was very depressed and she went into the doctor and said, yes, I’m so much better, can you give me a weekend pass to go home. Thank goodness before she left, she admitted she had like a breakdown, she had admitted that she had lied that she was actually planning to go home and harm herself.

This really rattled the doctors in the hospital because they believed her. They had issued her with a path, they were going to let her go home, and they thought she was so convincing and this happens, it happens a lot where patients will lie to the person who is looking out for their best interest. People go to the doctor’s offices, they lie at what medications they take, they lie about their eating and exercise habits and so Paul Eckman was watching the video of this patient over and over again.

He eventually slowed down the video, he was watching it on slow motion and he noticed that right before the patient lied to say that she was really looking forward to seeing her family and being home, she made a very brief sadness micro expression and he realized that there’s something to reading facial expressions to discover hidden emotions.

So he took this research and he traveled to remote regions in Papua New Guinea, and forgive me if I don’t get the exact science right. I think it’s chapter six of my book, if you want to dive into the deep stuff but it’s a high level. He went to Papua New Gene and he found a tribe that was not very exposed to the outside world. So they hadn’t seen a lot of television, they hadn’t seen a lot of movies, they weren’t exposed to western culture and he asked them to make facial expressions based on different emotions with the translator.

He would say, “What’s an angry face? What’s a sadness face?” I think he actually did it with situations. So I think he said, “If your friend stole your food, what face would you make?” He found that the faced they made were strikingly similar to when he asked Americans that question. Basically that we somehow have these universal responses to this emotions and he was able to repeat this study and found seven universal ones. There are over 10,000 facial expressions, but there are seven universal micro expressions and by studying them, you can learn how to spot emotions across cultures and genders and races.

[0:18:05.3] MB: Speaking of somebody who, for the example of lying to their doctor and being able to discern that, is it possible to tell if somebody’s lying solely based on their body language?

[0:18:16.2] VE: Yes, it is possible. Of course it’s possible. So we do a lot of human lie detection research in our lab. I’ve always been fascinated by it. I’ve been fascinated by the real science and the fake science. Let’s bust some myths, first of all, some of the fake science. So fake science, liars have shifty eyes or liars don’t look you in the eye.

That is completely false because research has found that actually liars look you in the eye more, as I mentioned, because they want to know if you believe them. They actually make a lot more eye contact, they go over the 70% into like the 80 and 90% range, which is interesting because we also don’t like that. So as humans, not only do we not like below 60% because that isn’t enough oxytocin, we also don’t like above 80%. 

There is like a sweet spot in the middle and the reason we don’t like above 80% is because one, our instinctively we know that that means that someone is kind of checking us out and it’s a very invasive queue, it’s almost too much oxytocin. Like when two men are about to get into a fist fight at a bar, they usually are intensely gazing at each other. It’s a very territorial invasive gesture. We don’t like being looked at that much. So that’s the first myth to bust. 

The second lie detection myth is you probably have heard this silly NLP “study”, which wasn’t even really as study about when people lie, they look up to the left and people are telling the truth, they look up to the right. That has not been backed up. In fact, it can often be reversed based on if you’re right or left handed, it can be reversed based on how you access memories, not everyone accesses them the same way. What’s hard about lie detection is there is no Pinocchio’s nose. 

There is no one thing that means someone is lying, there are statistical queues to deceit. So there are things that we have found, liars most often do, like 76% of the time, liars will do X but those are not foolproof; they’re not 100%. so what we’ve developed is a framework, there are seven steps of lie detection to help you be an ethical lie detector and an accurate lie detector. So it takes a little bit longer but it makes you much more accurate and also make sure that you’re not assuming guilt where there is none. 

In fact, the more optimistic you are about humanity, the better lie detector you are. It actually serves you well to not be skeptical. Skeptics actually do worse on lie detection quizzes. I think we’re just putting up, it’s not up yet, but if you want to see how you do on a lie detection, we have a free lie spotting quiz at sciencepeople.com/lies and you can test your ability because we are looking in our lab, we’re constantly doing research experiments and I really wanted to know if there was such a thing called “truth wizards”.

Dr. Paul Eckman and Dr. Maureen Sullivan found that there was a very small percentage of the population who can detect truth with 80% accuracy. That’s very rare, most of us, average people, detect lies with about 54% accuracy. We are terrible lie spotters. We are starting to run this lie detection test to see if we can find people who can get all five of the lies right. On our little quiz, it’s five lies, you watch five real people lying and we see if you can spot them. We’re also trying to back up the idea there’s a truth wizard behind lie detection.

[0:21:32.1] MB: What are some of the statistical queues that give away that someone’s lying?

[0:21:35.9] VE: Well, I can’t teach you just statistical queues because remember that they’re not 100%. For example, one of the statistical queues is nose touches. In Bill Clinton’s testimony, they — I believe it was Allen Hirschberg researcher, I think? Who counted the amount of nose touches during the Bill Clinton trial and he found that, Avana Colinsky, and found that when he was lying on the stand, he touched his nose, something like 46 times and when he was telling the truth on the stand, he touched his nose twice. 

They think that the reason for this is because we have a very special tissue at the very tip of our nose that slightly inflames or slightly increases when we feel guilt or intense guilt and so our nose very slightly itches, which makes us want to touch it more. They think that maybe the writer of Pinocchio had this sensation. Some people, by the way, in our lab have said to us, “I feel my nose itch when I lie.” So some people can even feel it. You might want to pay attention to it the next time you’re lying and so that is one statistical cue to deceit. 

However, what if someone has allergies? What if someone always constantly touches their nose? So you can’t take that clue alone. You have to make sure that you are hitting the 100% with it. So that would be an example of one of the queues and why you have to be a little careful with it. 

[0:22:50.0] MB: And does that tie into the concept of base lining and figuring out what someone’s default behavior is before you can assess how they’re thinking or feeling or reacting to you? 

[0:23:00.6] VE: Yes, so that’s exactly what that ties into. Base-lining is half of it, you also have to make sure though, and this is I think the biggest mistake that a lot of rookie lie detectors make is that they think, “Oh I will baseline someone and then I’ll look for statistical cues of deceit.” But there are additional precautions that you have to take to make sure that you are not mistaking guilt from nerves. 

So that is the biggest mistake that people make is truth tellers can be nervous too. Nerve does not indicate lying or guilt. In fact if you accuse an innocent person of doing something terrible, they will often be very nervous because they don’t like to be falsely accused. We hate it. Actually, being falsely accused can often make us angrier and more nervous than being accurately accused. So you have to make sure that you’re knowing how to differentiate nerves from guilt, or emotions and anger from guilt. 

[0:23:50.7] MB: What are some of the other steps that people can use to become human lie detectors? 

[0:23:55.3] VE: I would say that the most important thing that would help is learning the seven micro expressions. So when you learn how to spot these and they’re a blessing and a curse. Micro expressions is where I started my research many, many years ago because I found them fascinating and what’s great about them is once you know how to see them, you see them everywhere. I joke with my students that once you learn them it’s like turning on the world in HD. Like, all of a sudden you see the world in high definition. 

So what you are looking for in lie detection is you’re looking for congruency and this is the same thing for authenticity. So in body language, you’re talking about two different sides, decoding and encoding. Decoding is spotting queues, looking for hidden emotions, looking for emblems of someone’s emotions or feelings. Encoding are the signals that you send off to the world. So saying “I want to look confident on this date,” and then knowing exactly what to do to look confident. 

Or saying, “I want to look friendly in this corporate board meeting. How do I look friendly?” A lot of people struggle with the encoding piece but it’s actually very different than the decoding piece. So with congruency, there’s both decoding and encoding. You want to encode signals that are correctly aligned with your words. You want to demonstrate the words that you are using and you also want to decode people when they’re speaking to you to make sure that they are being congruent. 

So with the seven micro expressions, what you’re looking for is you want someone to look like the words that they are using. So if someone says they are angry, they should look angry not afraid. If a woman or your wife says, “I’m fine,” but shows contempt, she is not fine. That is not congruent words. You want to spot the differences. The other aspect which I think is interesting is we did a huge research experiment last year and the year before on TED Talks and what I was looking for was I wanted to know if — I love puzzles, and so I noticed that on TED there was all these amazing TED Talks but the same 20 went viral like they got viewed millions and millions of times whereas hundreds of other talks barely got noticed. 

I was searching on the TED website for leadership and there was two talks that popped up, one by Simon Sinek, which had 45 million views and one by Fields Wicker-Miurin, which had I think was under 40,000 and both of these talks were on the same topic, they had almost the same title. When they first came out they were both given by relatively unknown experts and they were both 18 minutes long and it came out the same month of the same year, September 2009.

I was like, “Why? Why is it that one of these talks went viral and one didn’t?” What I realized after doing the TED Talk research, we analyzed thousands of hours of TED Talks and found five main patterns from the most successful to the least successful TED Talkers. One of them was this idea of congruency that the best TED talkers speak to you on two different levels. They’re speaking to you with their words, but they are also speaking to you with their hands and their body and their face. 

The worst TED Talkers were so memorized that their non-verbal was almost neutral. So it was almost as if the people who had rehearsed too much had rehearsed their emotions and their passion out of their TED Talk and so they were delivering this talk that was great verbally. It was every word was hit spot on, but from a facial perspective, they were showing no happiness. From a body perspective they were showing neutral or low power. 

From an expressiveness standpoint, they were not aligning when they would say, “I am so angry about this cause that I work for,” and not showing any anger the audience didn’t believe them because they were like, “Where is the manifestation of the anger? You’re just saying that,” and so I think that the best place to start is looking for those inconsistencies is understanding the nuances of body language so that you know where to look or spot things. 

[0:27:52.1] MB: So encoding is the process of getting congruent with our own emotions and our own body language with what we are trying to communicate and decoding is the process of trying to decipher what the rest of the world is saying and what other people are saying and reading through, are they congruent in their body language and their behavior? 

[0:28:11.8] VE: Yeah and what’s interesting is, if you think for just a second, I always have my audiences self-diagnose. So on a scale of one to five, one being terrible, horrible, awful and five being amazing rock star perfect, how would you rate your decoding ability? The ability to spot hidden emotions. So if you want to give yourself a little self-rating. 

[0:28:32.5] MB: Oh sorry, were you asking me to rate or are you just talking?

[0:28:36.0] VE: Yeah, please. 

[0:28:36.9] MB: I mean I am familiar with some of this stuff, so I would say probably three out of five, three and a half out of five maybe. 

[0:28:42.1] VE: Cool. Okay, so now encoding, how would you rate your ability, one being awful, horrible, abysmal, five being amazing rock star perfect, your ability to control your non-verbal? 

[0:28:53.5] MB: Let’s say probably like two and a half or three. 

[0:28:56.2] VE: Okay, cool. So what’s interesting is that will tell you exactly where to start. You want to start with the lower one, the lower number. Most people have a strength and a weakness. Most people are better at decoding than encoding. So if you’re not as good as encoding that’s where you would want to start because that will automatically help you with your decoding anyway. So if you think about that, for those who are listening, about whichever your lower number is that’s where you want to start. 

[0:29:19.4] MB: That was the next question that I was going to ask is which one of these should we start working on first. So let’s get into since encoding is the one that I needed to do more work on, we’ll start there. Tell me what are some of the secrets or some of the best places to start if you want to improve your ability to encode? 

[0:29:33.9] VE: Yeah, so remember that we cannot cover up what we feel. So I think the body language teachers or even the people skills teachers that make me sad are the ones that try to tell you to fake it until you make it. I do not believe that that works. I think that it is an extremely inauthentic way of acting and the problem is our emotions are catching. So we can pick up on people’s emotional cues. 

So if you are trying to learn to encode and you want to show confidence and you walk into a networking event where you feel extremely uncomfortable, even if I teach you the best power body language moves there are, your feelings of lack of confidence are going to leak through or come through and so that’s where you get people who are really rubbed wrong. I would say if you think about it in your life the people who have really just like — where you were like, “Oh I do not get along with this person. I don’t like this person,” it was probably because they were trying to use power queues, confidence queues, attraction queues but didn’t actually feel them. 

So the very first thing with encoding is actually making sure that you are showing up in the places that make you feel amazing and making sure that you are getting your mindset right before you actually walk into an event. So researcher Dr. Barbara Wilde found that when people look at a picture of a smiling person, they actually begin to feel happier. It improves their mood. When they look at someone with a neutral expression it doesn’t change their mood at all. 

The reason I share these studies is because I think that we often think that we can cover it up or we can make it work but I feel like if you don’t like networking events, don’t go to networking events and then I call these thrive versus survive locations. So I personally do not like nightclubs or loud bars. I have a really hard time even at concerts, and that’s because my favorite way to interact with people is having very deep conversations where I’m exploring, they are exploring. We’re talking about a topic deeply and in a really loud concert venue you can’t do that or in a loud bar you can’t do that. 

So I really like learning places like conferences, classrooms, networking events. I really like barbecues, smaller parties, one-on-one coffees, you should think about what are the different places where you actually can set yourself up to succeed because that’s the best thing that you can do because our emotions are naturally contagious. 

[0:31:55.7] MB: How can we, let’s use the example of the networking event or something like that, how can we spark up a meaningful conversation with a stranger? What are some of the secrets behind the science of having really powerful conversations? 

[0:32:10.1] VE: We did an experiment where I partnered with a bunch of local organizations and what I was looking for were the secrets of super connectors. I wanted to know, you know, I’ve heard this phrase “work a room, how to work a room” and again, me being not naturally people inclined I was curious about what that actually meant, I had no idea. So I was like, “Okay, let’s actually map up a room and let’s follow people who are really good at working it and let’s see what they teach us.” 

So we partnered with a bunch of organizations. We tracked all the networking events, basically at each networking event we set up cameras in every corner of the room and as people entered, we had them do a little pre-survey. On the pre-survey we asked them their name, we asked them for their business card, we asked them what their goal was for the evening, we asked them how much they liked networking. We felt like we could sniff out the people who hated it and who were just there because they felt like they had to be there, and their goal for the event. 

Then we tracked every single person throughout the room. So we watched movement, we looked at how many handshakes there were. We looked at how many connections were made and at the end of the night, we had people do a post survey where we had them answer questions like, “Did you have a good time? How many business cards did you collect? How many contacts did you make, and what’s your LinkedIn profile?” and then we went online and looked at their LinkedIn contacts to see where they unemployed, were they employed, how many connections do they have on LinkedIn. 

We ended up specifically paying attention to what we call the super connectors. These were the people who had a lot of connections in LinkedIn but also really felt like they benefited a lot from the event. They collected the most business cards, they had the most handshakes and non-verbal interactions with people in the room and they collected the most cards. We looked at those people and we found that they had very specific patterns in the room. So one of the things that they did really well was they tended to plant themselves in the right places. So, can you guess where is the best place to stand in the room? 

[0:34:05.3] MB: Maybe just off the bar like when people are getting a drink and then wondering on what to do next?

[0:34:11.7] VE: Yep, exactly. The perfect place to stand, actually just to really get detailed on what you just said is, it’s right as someone is turning, they have their drink in their hands and they are turning to the room with that look of like, “Who do I know? I have no one to talk to. What do I do next?” That is the perfect opportunity to come in and be someone’s “social savior", that’s what I call it because that is the most high anxiety moment in an event, when you are standing there with your drink and you are like, “What do I do?” 

So I like to plant myself right as people exit the bar and are specifically turning around to face the room and the best thing you can do here is make context conversation starters. So, “How’s the wine? I was thinking about getting another wine, is it good? Have you ever been to this place before?” Even just, “Hey I’m Vanessa,” works so well in that moment because they are so grateful that someone was there to talk to them that they don’t even care what you say, they’re just excited to be able to talk to you. 

[0:35:13.7] MB: What was that phrase that you used, context conversation starters? 

[0:35:17.1] VE: Yeah, context cues or context conversation starters. I have maybe 10 or 15 of them I think in chapter three. They are under “conversation sparkers”. That’s one or two of them and then we have a couple I call them Killer Conversation Starters that you can use as well. 

[0:35:32.8] MB: And how would you recommend making a great first impression when you meet somebody? And I think this integrates both the conversation elements and obviously the non-verbal as well, what are the keys to really making a solid impression with them? 

[0:35:46.5] VE: I would say that there’s a lot but the one that I would do as the first priority would be the handshake and again, this is one of these things that we’ve heard about a lot. We’re like, “Yeah, I know how to make a good handshake.” But there are a couple of really interesting subtleties about a handshake. So we learn a lot about someone from a handshake. In fact the amount of oxytocin that’s produced in a handshake, so oxytocin is especially produced when we have skin to skin touch. 

So hugs as well, it doesn’t happen to be skin to skin but touch, hand to hand, hugs, pats, high five’s, those all produce tremendous amounts of oxytocin. The amount of oxytocin that’s produced in a handshake is worth three hours of face-to-face time. So if you are talking to someone for three hours making eye contact, that is still not as much oxytocin on what we would produce in that immediate handshake. 

The biggest mistake that people make is they forgo the handshake for a wave. I see women do this all the time where they walk in a room and they go, “Hey. Hey Bob, how’s it going?” And they’d hold up their hand in a little wave. The fist bump produces a lot less oxytocin than a palm to palm handshake or you’re at a networking event, you have a drink in one hand, a plate in the other, you don’t bother. You always want to bother because it’s literally sealing the deal for your first impression. 

It’s what carries that oxytocin really high and so making the handshake, making sure it’s a priority and then also making sure that it’s incredibly equal and what I mean by that is not just firmness, which is important to people but actually the direction of your hand. So if you think about a handshake, reach out right now towards your computer or the front of you as if you’re going to shake someone’s hand. Your thumb should be up towards the ceiling or the sky and your pinky should be angled down. 

When the handshake gets shifted, so the back of your hand is up towards the ceiling and your palm is towards the ground. That is a very dominant way of shaking someone’s hand. If you ever had your handshake flip, like you started shaking hands with them and then they flip your hand up, it feels terrible and ask people that if it hasn’t happen to you and people remember if that happens to them, that’s because it’s very, very dominant. 

So it’s really important to make sure that you keep it really equal and then also doing the opposite of offering your hand up. That’s a very submissive gesture. So equal, nice and balanced, firm, and making sure that you don’t short change the handshake is one of the best things that you can do in a first impression. 

[0:38:09.0] MB: So on firmness specifically, because this is something that I have debated with people in the past, do you mirror their firmness or do you try to be on the firmer side? 

[0:38:17.5] VE: With a handshake specifically, I kind of liken it to squeezing a peach. You know how when you go to the grocery store and you squeeze a peach, you feel the softness and then you squeeze until you feel it get firm, that’s exactly is like with a handshake. When it’s soft you squeeze and the moment you feel muscle tension, you stop because that’s a mutual way of getting the right firmness where you’re not over squeezing someone or under squeezing them. 

[0:38:45.4] MB: What is one piece of homework that you would give our listeners to implement some of these ideas or improve their ability to develop the skills of non-verbal communication? 

[0:38:56.3] VE: One, this is what’s really easy, is I would get feedback on your handshake. So we almost never get feedback on it. So whenever I do workshops I always make everyone do a handshake audit. Specifically, I want them to product oxytocin but I also want them to give feedback and I would say 30 to 40% of the room are shocked to get feedback that their handshake is too firm or too strong. They flip someone’s hand, and so we very rarely get feedback on it. So ask at least three people that you trust to audit your handshake. 

[0:39:27.3] MB: For listeners who want to dig in and learn more from you, where can people find you and the book online? 

[0:39:32.0] VE: Yeah, so the book is called Captivate. It’s available wherever books are sold, at least that’s what my publisher tells me and everything else is on my website. So our lab is scienceofpeople.com and I hope that you can play with us. We have tons of research going on, come and take our lie detection quiz, take our vocal power quiz. We would absolutely love to play with you. 

[0:39:51.7] MB: Awesome, well Vanessa thank you so much for coming on the show. It’s been an honor to talk to you and we’ve really enjoyed learning all these fascinating lessons. 

[0:40:00.2] VE: Oh yeah, thanks so much for having me. 

[0:40:01.9] MB: Thank you so much for listening to the Science of Success. Listeners like you are why we do this podcast. The emails and stories we receive from listeners around the globe bring us joy and fuel our mission to unleash human potential. I love hearing from listeners, if you want to reach out, share your story or just say “hi”, shoot me an email. My email is matt@scienceofsuccess.co. I would love to hear from you and I read and respond to every single listener email. 

The greatest compliment you can give us is a referral to a friend either live or online. If you’ve enjoyed this episode, please, leave us an awesome review and subscribe on iTunes because that helps more and more people discover the Science of Success. I get a ton of listeners asking, “Matt, how do you organize and remember all of this information?” because of that, we created an amazing free guide for all of our listeners. You can get it by texting the word “smarter” to the number 44222 or by going to scienceofsuccess.co and joining our email list. 

If you want to get all of these incredible information, links, transcripts, everything we just talked about and much more, be sure to check out our show notes. You can go to scienceofsuccess.co, just hit the show notes button at the top. Thanks again and we’ll see you on the next episode of the Science of Success.

April 20, 2017 /Lace Gilger
Best Of, Influence & Communication
49-The Science of Power - How to Acquire It, What Makes You Lose it with Dr. Dacher Keltner-IG2-01.jpg

The Science of Power - How to Acquire It, What Makes You Lose it with Dr. Dacher Keltner

November 23, 2016 by Lace Gilger in Influence & Communication

In this episode we discuss lessons from 25 years of studying the evolution of human emotion, examine whether the Machiavellian concept of power still works, explore the surprising scientific data on how you can acquire power, and look closely at the foundation of enduring power from studies of military units on how to achieve and maintain power with Dr. Dacher Keltner.

Dr. Dacher Keltner is the founding director of the Greater Good Science Center and a professor of psychology at UC Berkeley. He is also the author of The Power Paradox: How We Gain and Lose Influence and Born to Be Good, and a co-editor of The Compassionate Instinct.

  • Lessons from 25 years of studying the evolution of human emotion

  • What the hard science says about the powerful impact of gratitude

  • Why you’re interpretation of “survival of the fittest” is totally wrong

  • Why emotion is not something to “remove” or rid ourselves of

  • How emotions guide social behaviors in many very important ways

  • Does the Machveiallian conception of power still work?

  • Studies in military organizations, schools, show about how to effectively wield power

  • The surprising scientific data on how you can acquire and maintain power

  • We discuss in depth if power is given or if power is seized

  • What are the foundations of enduring power?

  • importance of empathy and building strong social ties rather than serving your narrow self interest

  • The power paradox and why the more powerful you get, the harder it is to stay powerful

  • The importance of focusing on other people

  • How do we create organizations and societies that prevent the abuses of power?

  • We review and share resources for practical steps to implement all of these lessons

  • The massive impact and power of touch to communicate emotions

  • The shocking science of how half a second of touch can communicate almost every major emotion

  • The hilarious gender differences in Dr. Keltner’s emotional touch research

  • How to cultivate gratitude and awe

  • The simple power of just saying thank you

  • The new collaborative definition of power and how its radically different from what you may think of when you think of power

  • And much more!

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that). 

SHOW NOTES, LINKS, & RESEARCH

  • [Book] The Power of Paradox: How We Gain and Lose Influence by Dacher Keltner

  • [Book] The Expression of the Emotions in Man and Animals by Charles Darwin

  • [Book] Nonzero: The Logic of Human Destiny by Robert Wright

  • [Article] Egalitarian Behavior and Reverse Dominance Hierarchy by Christopher Boehm

  • [Harvard Business Review] Power Corrupts, But It Doesn’t Have To

  • [Website] Greater Good Science Center

  • [Greater Good Site] Science-based Practices for a Meaningful life

  • [Movie] Inside Out

  • [Movie] Up

  • [Book] Born to Be Good: The Science of a Meaningful Life by Dacher Keltner

  • [Book] The Compassionate Instinct: The Science of Human Goodness by Dacher Keltner, Jason Marsh, and Jeremy Adam Smith

  • [Website] Berkeley Social Interaction Laboratory

  • [Edx MOOC Course] The Science of Happiness by Dacher Keltner and Emiliana Simon-Thomas

EPISODE TRANSCRIPT

[00:00:06.4] ANNOUNCER: Welcome to the Science of Success with your host, Matt Bodnar.

[00:00:12.4] MB: Welcome to the Science of Success. I'm your host, Matt Bodnar. I’m an entrepreneur and investor in Nashville, Tennessee, and I’m obsessed with the mindset of success and the psychology of performance. I’ve read hundreds of books, conducted countless hours of research and study, and I am going to take you on a journey into the human mind and what makes peak performance tick, with the focus on always having our discussion rooted in psychological research and scientific fact, not opinion.

In this episode, we discuss lessons from 25 years of studying the evolution of human emotion, examine whether the Machiavellian Concept of Power still works, explore the surprising scientific data on how you can acquire power, and look closely at the foundation of enduring power from studies of military units on how to achieve and maintain power with Dr. Dacher Keltner. 

The Science of Success continues to grow with more than 625,000 downloads, listeners in over 100 countries, hitting number one New and Noteworthy, and more. A lot of our listeners are curious about how to organize and remember everything. I get tons of listener emails and comments asking me, "How to keep track of all the incredible knowledge I get from reading hundreds of books, interviewing amazing experts, and listening to podcasts and much more?"

Because of that, we’ve created an awesome resource for you. You can get it completely free by texting the word “smarter” to the number 44222. It’s a guide we created called How to Organize and Remember Everything. To get it, just text the word “smarter” to the number 44222, or go to scienceofsuccess.co and put in your email. 

In our previous episode we discussed one of the most interesting results ever found in the psychological research of education, why pleasure maximization is a flawed model for human understanding, we went deep into a number of research examples, discussed the massive and counterintuitive difference between motivating top performers and bottom performers, and much more with Dr. Dan Ariely. If you want to understand the surprising truth that research reveals about what actually motivates you, listen to that episode.

[00:02:18] MB: Today, we have another fascinating guest on the show, Dr. Dacher Keltner. Dacher is the founding director of the Greater Good Science Center, a professor of psychology at UC Berkeley. He’s also the author of The Power Paradox: How we gain and lose influence and Born to be Good as well as the co-editor of the Compassion Instinct.

Dacher, welcome to the Science of Success. 

[00:02:40] DK: It’s great to be with you, Matt. 

[00:02:42] MB: We’re very excited to have you on here. So for our listeners who may not be familiar, tell us a little bit about your background. 

[00:02:49] DK: Sure, so I grew raised by a mom who is a literature professor and a dad who was an artist in sort of an alternative set of circumstances in the late 60’s and 70’s and then went to undergraduate at UC Santa Barbara, studied sociology and psychology and then Stanford for graduate school in social psychology. And then I think, you know, relevant to my scholarship, for 25 years I have been studying the evolution of human emotion and in particular emotions like compassion and awe and gratitude and laughter. 

And then relevant to the power paradox, I’ve really been interested in the nature of human hierarchies and how do we get power in different kinds of hierarchies? How do we keep our power? Why does power turns into sociopaths so regularly, as we see in the daily news? So those have been my two long standing interest and then I teach at UC Berkeley. I have a giant lab called the Berkeley Social Interaction Lab and then I run the Greater Good Science Center, among other things. 

[00:03:48] MB: So to get started, tell us a little bit before we delve into the Power Paradox, which I am very curious about, tell us about the biological and evolutionary origins of human emotion. 

[00:04:00] DK: I’ve been teaching human emotion at Berkeley for 20 years and there are podcasts that your listeners can listen to from iTunes and the like, and there’s this old idea in the philosophical literature that you see with people like David Hume and Charles Darwin and René Descartes that emotions drive our thought patterns and our reasoning and the way that we act in the world and philosophers like Martha Nussbaum have written about how emotions are core of the social fabric of human society. 

So the question, Matt, is how do you translate that broad thinking to laboratory science? And my works has really been inspired by Charles Darwin who wrote a really influential book on human emotion in 1872, The Expression of Emotion In Man and Animals where he really argued that, in terms of the biological origins of emotion, emotions are these basic ways in which we see the world, we interact with others and we’ve build up human society. Just to take one example, you take an emotion like gratitude, which my lab has studied in terms of touch and social benefits. 

When we feel gratitude and we express these emotion to other people it builds up trust and cooperation between non-kin, which in evolutionary framework is a fundamental component to strong, social communities. So we make the case in a lot of different kinds of studies that emotions are biological, they have specific systems in your body that are enabled by emotion. They help us connect to others and they really solve the most important problems of being part of human societies. 

[00:05:45] MB: And one of the most fascinating things about that concept is the idea that a lot of times people who don’t really have a deep understanding of evolution, sort of hear the phrase "survival of the fittest" and think of the big, strong, violent kind of people winning out but that’s not always the case, right?

[00:06:02] DK: Yeah, you know, thanks for asking that Matt. You know we are in the process right now in the evolutionary literature really witnessing I think what you might call a revolution, which is that 40 years ago, when people thought about evolution, when scientist use that framework to think about human behavior, it was really survival of the fittest, right? It was competition, and who’s stronger, and who’s more adversarial to get the advantage that really prevails in terms of gaining resources and reproductive opportunities. And really in the past 40 years, we’ve seen this emergence of really the "survival of the kindest" hypothesis, which is what I’ve called it in Born to be Good. 

What we’ve seen is, just to give you some illustrative findings like little kids as early as 18 months will help strangers accomplish tasks. That’s the work of Tomasello and Warneken. Around the world, Joseph Hendrich has shown people will share with strangers 40% of their resources when they don’t have to share at all. My lab has shown that we have genes in old parts of the mammalian brain that help us feel compassion and take care of vulnerable individuals. 

So I think what we’re seeing is survival of the fittest is really an outdated way of thinking about evolution. We’re a very social species, we’re collaborative species, although obviously we do other things, and there are these emotions like compassion and gratitude and awe that help us fold into strong social networks and work well together. 

[00:07:37] MB: One of the other really fascinating findings or things you talk about around emotion is a lot of times when people think of emotion they view it as sort of this thing we need to get rid of or we need to be these logical, rational robots but you also say that’s not always the correct way to think about it. 

[00:07:56] DK: Yeah, and this is such an old, I would even call it a bias, in our thinking about emotions, Matt. We think of emotions as destructive and dysfunctional and when we are really mad at our romantic partner or outraged at our family or ashamed of what we’ve done, we’d give anything to get rid of those emotions, right? But in fact, again, we’re starting to see a much different take on the functionality of human emotions in our social living, that emotions really guide thought processes in effective ways. 

So, my research has shown for example that feelings of compassion help you see how connected you are to other people. Emotions guide social behaviors in really important ways. So there’s a lot of research on gratitude, for example, that if I express gratitude to people who are in my group or the people that I work with, I will actually form stronger social ties within social networks that benefit me downstream. 

So there are a lot of shifts in how we think about emotions. They aren’t the kind of dysfunctional parts of the human mind, they’re really adaptive. You know, one of the ways that we can test this hypothesis is you can look at people who don’t feel a lot of emotion, who suffer forms of brain damage that harm parts of their frontal lobes that knock out the passions and they really don’t do well in getting along with other people. So I think there’s a movement afoot to rethink what the emotions are. 

[00:09:32] MB: And that idea combined with sort of a corollary from the point you just made about the survival of the fittest, sort of getting into the concept of the power. When many people think of power they think of this Machiavellian concept. Does that concept still work or is that something that is outdated?

[00:09:51] DK: Well, you know, I think it’s so interesting. I think the straightforward Machiavellian approach to power is really, as historians have written. You know, let’s remember Machiavelli wrote The Prince, published in 1532, during a period in Italy which was a very violate time, one of the most violent periods in human history. And the politics were, they'd make us blushed today about how horrifying they were. And the Machiavellian philosophy to power, which your listeners probably would intuitively grasp is, “use force, be feared, be deceptive, trick people. Make them think that you’re good natured when in fact you’re going to screw them over", right? 

It’s a force and fraud philosophy of power and studies show, if you’re going to negotiate with a really nasty person, you’ve got to have some Machiavellian-ism with you. If you are having a one-shot negotiations, probably be good to be a little bit Machiavellian. But in general, we’re seeing that in studies and organizations and in military units and schools, Machiavellians tend to actually not be respected by people around them, not be trusted by people around them, actually not gain power, not fuel like they’re powerful, in organizations they get paid less. 

So I think, you know, it’s an interesting historical question about, or observation that we’re really moving away from this force and fraud approach to power, notwithstanding our current politics, and we’re moving more towards collaborative power where we work together and empathize and collaborate to get things done. 

[00:11:35] MB: So this collaborative power, how would you define sort of the modern day or this new evolution of the concept of power?

[00:11:43] DK: You know, it’s really interesting. People have been looking at the nature of work and here I was really influenced by Robert Wright, who was a terrific writer, his book Non-Zero. 

[00:11:54] MB: I love that book, it’s one of my favorites. 

[00:11:55] DK: Yeah, it blew my mind, and Wright’s argument is that both in our biological evolution and then in our social evolution as we have become more complex societies from the Renaissance villages that Machiavelli was working in, we’ve become much more collaborative, right? For scientist or innovators to get work done, they’ve got to work with a lot of different kinds of people. When I go consult at Facebook or Google and I work with a team on a project, there are 10 people there. There are designers and engineers, and data analysts, and language specialists, and product managers, they all have these different specializations to get stuff done. 

For you and I to disseminate some of these ideas, we have multiple talents that we have to work together with to produce a podcast. So life is more collaborative, right? And we are very collaborative species and so what that means is, both early in our evolution in hunter-gatherer societies, it was really the collaborators who really gained respect and power. The individual who knew how to get good fish, or a good food source. or helped unite teams to fend off predators. 

And then today, what we’re starting to find is this collaborative approach to power where you cooperate, you empower others, you empathize, you build strong teams, actually yields and gains power for the individuals. So I wish, as a historian, they would have written more broadly about how we’re becoming a collaborative world and power policy that I think the data are there. 

[00:13:34] MB: So getting into the data a little bit, what does the science say? Again because one of the big things on this podcast, we like to be data driven. What does the science say about how to acquire power?

[00:13:46] DK: It’s so funny, Matt, I think a lot of people maybe a lot of your listeners like if you ask them, “All right, be honest, do you want to have power?” They'd feel a little bit uneasy or queasy, right? Like, "Oh, I don’t want to grab power," and in a new way that’s because we think of power as Machiavellian. But I really define power as your ability to advance the greater good, to alter states of people around you and make them do good work. And I think that fits a lot of different social scientific definitions of power that you could apply at the international level. 

So that begs the question of how we gain power, and this is where I was really surprised in writing The Power Paradox about how much we’ve learned to answer this question in the scientific literature. So we gained power, for example, by really listening carefully and really taking in the wisdom and thoughts of other people around you. Abraham Lincoln, in the historical accounts, was just a great practitioner of this art of just empathy, listening, hearing people well, gaining collective wisdom, actually gains you power. 

Another way we gain power is, to put it really simply, by being kind and pro-social. In hunter-gatherer societies, there’s a prize winning essay that summarizes who are the leaders in 48 hunter-gatherer societies living for 200,000 years in the conditions of our social evolution, that really in which our social structure started to take shape. And Christopher Baum observes, it’s really the person who is fair, impartial, humble, and kind, right?

So studies are starting to show, for example, in the competitive altruism literature that if I share, if I’m kind, if I express gratitude, for example in the work of Mike Norton in Harvard in social networks or organizations, people will respect me more. They'll give me status and I’ll have power and influence. So I think in a way, we’re returning slowly, with a lot of exceptions in the world, to our evolutionary roots of power being founded in kindness and empathy and being fair and humble. You seemed shocked. 

[00:16:08] MB: Oh definitely. I think it’s a very counter intuitive finding. If anything comes to mind, I’d love to maybe hear one or two examples from the research kind of about how you came to that conclusion. 

[00:16:19] DK: Yeah, so let me give you a couple of examples, and I think these are just scientific tidbits out there, because I’ve been speaking in really broad terms. So what studies find, for example, is that if you are able to read other people’s emotions well and in The Power Paradox, this book, I present a couple of fun tests of like reading emotions from people’s facial expressions or drawings of emotion. If I can empathize in that way, I actually rise in financial analysis firms, right? I gain more power. 


If I’m a school kid and I’m in seventh grade and I’m facing the Lord of the Flies politics on the playground and I know how to read people’s emotions well, just detecting emotions in their facial expressions, once again I gain social power. If I am working on a team — this is a recent study from MIT by Woolley and colleagues — I am working on a team, we've got to solve some hard problems and I’m listening carefully and asking good questions., really simple practices, my team does better and I gain power, right? 

So these are all specific examples of how, you know, this counterintuitive notion that being good to others actually gets me power. A final example of Adam Grant and Francesca Gina, if I am the manager and I am trying to get people to do things and I simply say, "Thank you," right? I express gratitude, those people are more productive and enhance my influence and power. So there are a lot of new findings that tell us that Machiavelli was wrong, that the pro-social tendencies are pathways to power. 

[00:18:01] MB: Is power something that’s given or something that’s taken? 

[00:18:05] DK: Well, you know, when you look back in history and you read the great historical counts of power, you look at what Hitler did, as a canonical example, and he killed his rival and he killed other rivals and usurped power and then built up his fascist state — by the way, which fell calamitously — and we have this vision or image and this really comes in a way out of Machiavelli that we grab power and you think about House of Cards or Godfather's popular portrayal of this, that’s an old notion. 

But I think that really in today’s 21st century where we are more interdependent, we are collaborating more, there are better means by which we scrutinize other people’s behavior. I mean nowadays, Matt, almost everything I do is rated in the Internet by Rate Your Professor and people commenting on what I’ve said, and this is true of most people. So what that means is that we’ve moved away from of the power grab view of how we get power to the fact that power is really given to us according to how well we advance other people’s interests. 

[00:19:22] MB: If power is given what are some of the ways that, you know, where does something enduring power come from? 

[00:19:30] DK: Yeah, well in a way this is the most important question right?, And there are studies that show that really can pinpoint, and I wrote about this in a piece for the Harvard Business Review, there are just certain things that if you do them you’ll gain respect and power in social groups, right? If you speak out and you offer some interesting ideas, and you ask great questions, you listen well, you show that you’ve got some pro social tendencies that are good for the group, things we've been talking about, you’ll get power. 

But I think, in a way, the deeper question for us is what you just asked. Which is, "How do I keep my power and status and respect with my work colleagues, or my community colleagues or if I am a part of a politically active group and how do I keep the respect in that group, or with my family?" Right? And what studies are showing is that what really matters in this realm is in a sense that you show that you cannot succumb to sort of indulgent self-interest and that you can stay committed to the group, right? You do things that continue to be good for the group. 

So studies of military unit show, for example, it’s really the individual who continues to work on behalf of others, show respect to others, express gratitude and sacrifice who really keeps power. Historical studies of US presidents where historians have rated, who are the great presidents with enduring legacy, show it’s really the individuals who had bold ideas like FDR or Abraham Lincoln, but who continue to practice empathy and building strong social ties rather than really serving their own narrow self-interest. So enduring power is really found in these virtues, if you will. These more pro-social tendencies. 

[00:21:35] MB: And the importance of focusing on empathy and building strong social ties, that really ties into the title of the book, which is The Power Paradox. Tell us a little bit about that concept and why it’s so hard to do that. 

[00:21:50] DK: Yeah, well this is where the trouble begins. It’s really once we feel powerful. So what we are starting to document in the lab is that if I am a really good practitioner of empathy, and listening, and engaging in other people like Abraham Lincoln was, I’ll gain a lot of power and we talked about that evidence. And, you know, then I was going out in the world and working in different organizational contexts and I would see this come to life. 

I worked with Pete Docter at Pixar, as a scientific consultant on the film Inside Out, and Pete literally makes movies that have made billions of dollars and I watched his artistic style and how he was with teams and he was almost like Abe Lincoln. You know, he was empathetic and curious with other people and always interested in what other people have to say about an artistic project and in Pixar, people speak of Pete, and he has had enduring power, in really the terms that Christopher Baum wrote about in terms of the leaders of our hunter-gatherer societies. 

He’s kind, he’s humble, interested in others, he’s really fair, he will go to bat for the things he really believed in, but he had this qualities and then I was doing this research about the abuses of power and what we find is really evidence of this power paradox. We get power by being good to other people, but then the seductions of feeling powerful, it almost feels like a drug rush, or a mania that you just feel omnipotent, it gets you into trouble. 

So we found, Matt, and you could probably think of a million good examples of this that, you know, “If I get a little bit of power in an experiment and I am working with two other people and I have power, I’ll eat more of the food we’re supposed to share, chocolate chip cookies, and I will eat with my mouth open and lips smacking and cookie crumbs falling all over my sweater,” right? I become impulsive. We did this well-known study that got a big buzz. 

That when drivers of cars approach a pedestrian zone and we put a young undergraduate at that edge of a pedestrian zone and he looked like he wanted to walk across it, you’re supposed to stop. Drivers of poor cars, the AMC Pacers and so forth always stop. Drivers of powerful fancy cars, Mercedes and BMW’s, blaze through the pedestrian zone 46% of the time. 

So we started to show, and this has been shown in dozens of labs, a little bit of power, promotion, success, making a lot of money. Suddenly, I am swearing at people, I’m greedy, I am engaging in sexually inappropriate behavior and that’s the power paradox of power is, we get it by being good and then it unleashes what is bad. 

[00:24:43] MB: And you touched on this a little bit talking about some of the foundations of enduring power, but what are some of the things we can do to prevent a slip into the dark side? 

[00:24:53] DK: You know, I think people, and I bet your audience, Matt, is very familiar with this. When they think about the work lives or the communities they’re in, they’ll start to realize, “Yeah, you know, it’s that individual where’s that spark that brings out the good in others, that lifts people up, that brings in value to the group that gets power," and that’s part of what we talk about and my goodness, there’s no shortage of evidence of how we abuse power, right? 

From people in churches, to Anthony Weiner, regrettably named and on. It’s just everywhere. So what do we do? How do we avoid this trap? And I think the scientific evidence suggests a couple of things. One is just be aware of your power, and we often underestimate our power. We often fail to realize that once we’re in a position of management, other people will look at this differently. They’ll feel worried about their judgment of them. They’ll sense the power dynamic and we have to remember our sense of power in different contexts, right?

When I work with my students, I make sure, in each interaction that I am mindful of the fact that they are probably a little worried about my authority and so forth and so I shift my behavior accordingly. I take a more modest approach, a more humble approach. I think the second thing, I think one of the most important things after just being aware of this state, and by the way, you’ve got to be aware of these urges of feeling powerful. Like everything is going really well, you feel invincible, that’s when you’re at your most vulnerable. 

A second thing that I think is really important is to really, in each interaction at work or at home, begin in focusing on other people. Really think about where they’re coming from, what’s on their mind, what’s their past been like and that really is the foundation of empathy and the pro-social tendencies like gratitude that really are a basis of enduring power. 

When I’m around people who really inspired others in leadership positions that quality really strikes me, right? That they’re really interested in other people. They’re curious, they remember what’s been happening in their personal lives, they know where they want to go in their future, in their work lives. So really make it a practice of just remembering where other people are at in your interactions. 

[00:27:25] MB: You’ve worked with some amazing companies, Google, Facebook, etcetera. How can some of these lessons potentially be applied to organizational dynamics? 

[00:27:35] DK: Being out here in Berkeley, you know, I’ve had this privilege in studying human emotion and it's kind of empowering. I have gotten calls from Google, and Twitter, and Facebook and worked at Facebook on these really complex projects for four and a half years on their protecting care team and over at Pixar and it really, this literature, when I teach this to leaders in different sectors, which I’ve done for 20 years, they know it right away, right?

They know how Machiavellian leaders really bring units down and they know how the abuses of power, at Enron or in branches of governments or the military units, really undermine the functioning of teams and organizations. So it really begs this question of like, “What do we do?” And I think that one of the things that we do is we remind leaders that leadership has privileges and responsibilities and a set of ethics that really accompany it. And you see this interest in empathy and respect and cultivating trust and the like in it and thinking about leadership, right? 

So that’s one thing that is really important. It's just that there was an older school of thought that leadership, and in a way it’s Machiavellian, leadership doesn’t need ethics just get things done whatever it takes. And I think we’re moving slowly away from that way of thinking. I think the second thing that a lot of people are interested in is how do you create cultures or social systems that avoid the abuses of power, right? How do you create an organizational unit that doesn’t have a leader who’s pushing people around with this Machiavellian approach? 

I think that there are things we can do. I think you, and I hear about this a lot in my teaching of leaders, you can really work on a culture of respect really and make it very prominent that we really need to speak civilly, we can’t swear at people, we need to be considered in our language. What we know scientifically is when there is really clear scrutiny and oversight and accountability of people in positions of leadership where their actions are commented upon by their teams, where they’re reviewed, where others are aware of them, you see fewer abuses of power. 

So what I always emphasize is, let’s take the responsibility of ethical leadership if we are lucky to have that position, and let’s think hard about our culture in ways that prevent the abuses of power. 

[00:30:16] MB: For somebody listening, how could they work on cultivating some of this kind of social intelligence that underpins, not only sort of healthy societies, but also maybe the acquisition of good power? 

[00:30:29] DK: Yeah, and I know and I hope that I haven’t sounded too abstract or scientific or, you know? But, Matt, that is the real serious question in all of these and what I would recommend is, first of all, I just wrote this piece at the Harvard Business Review on how to have and enjoy enduring power, through the things that we’ve been talking about, Matt. Like, listening really effectively, asking great questions, knowing how to express gratitude in a heartfelt sort of thoughtful way, how to be aware of power and powerlessness, how to practice kindness in different places. 

So I think that article which did really well, just offers a series of practical things to do and I do that a bit in The Power Paradox, this book, as well and then the second thing that I really encourage your large audience to do is to go to the Greater Good Science Center, and that’s greatergood.berkeley.edu. We’ve been working away at this for 15 years, and what it is, is we distill all of these ideas that are all tested by science and we distill it down into really straightforward practices that you can engage in, right? 

So if you want to handle a really stressful boss better, there are mindfulness practices and breathing practices that help you calm your stress response. If you want to express gratitude in a really powerful literary way, at The Greater Good Science Center, all for free, we write about how to say thank you. If you are in a really difficult conflict and it could undermine your power and your influence and the quality of your bonds, we have a lot of tools for showing forgiveness and saying you’re sorry. 

So, at that site, there are tons of practical recommendations that are really the foundation of this new model of collaborative and enduring power. They're all free!

[00:32:27] MB: Oh, perfect. Well, we'll make sure to include both of those in the show notes so that anybody listening can get those. Tell us a little bit more, you kind of touched on it, what is the Greater Good Science Center, and what led you to create that?

[00:32:39] DK: Yeah, thanks Matt. 15 years ago, and this was right in the wake of the terrorist attacks, 9/11, in a sense as we are today, we were jangled as a culture back then and we were like, "What's the world coming to? Who are we? How do we respond to this new world of threat, and so forth? Are we heading towards the apocalypse?" Some donors, the Hornadays, who are are alumni of UC Berkeley, coming out of their own personal tragedy of losing a daughter early in life at age 26, reached out to me and they said, "You know, we want to build something that makes as many people cooperative, kind, and peaceful as humanly possible." 

This was really before online magazines and podcasts and the like, and what we decided to do — and we hired somebody named Jason March coming out of a journalism school — is we decided to take this new science we've been talking about of cooperation, collaboration, and gratitude, and compassion, and empathy and the like, and translate that science to essays that people can read — like medical doctors, or lawyers, or school teachers — more recently, with Greater Good In Action, sort of give people practices. You know, "What can I do in a couple of minutes that makes me more empathetic?" And those are listed at ggia.berkeley.edu. 

Then over the past 15 years, we've been lucky to be able to give that away. To give away this new science, give away it's major discoveries, write about it in really appealing ways, that appeal to our 5 million readers. And now, sort of now that science is starting to test these practices, to sort of give away specific recommendations for cultivating gratitude, or empathy, or kindness. And that's our mission, and it's had a lot of influence in the educational realm, and medical realm, organizational work, and we hope it continues to grow.

[00:34:41] MB: Well I think it's a credible mission, and a great resource. So, I'm very excited for listeners to check it out.

[00:34:47] DK: So am I. Thank you.

[00:34:49] MB: Changing gears a little bit, I'd love to hear about your experience consulting on the film Inside Out.

[00:34:54] DK: It was mind blowing. So about six years ago, I had known the director Pete Docter who did the movie UP. Did you get to see UP? 

[00:35:05] MB: I have not seen UP actually. 

[00:35:07] DK: You have to see it. It's got one of the best portrayals of love that you'll ever see. So I have known Pete professionally, we'd been on some panels together 8-10 years ago. Pixar is over in Emeryville, which is next door neighbors to Berkeley, and one day he called me six years ago and he said, "Hey, you know, hey Dacher, this is Pete." And I was like, "Hey Pete," you know? And he's like, "Thinking about doing a movie about human emotion." And I was like, "Well, that's a great idea," and I'd been teaching emotion for 20 years. 

And he said, "And what I want to portray is how emotions," and we talked about this earlier, "they guide our thought processes and our memories and how we perceive the world in front of us. And then at the same time, as they shape inside our heads, emotions — through our expressions, and our tone of voice, and our body language — shape the outside world, how we interact with others — the inside-out notion." And I was like, "Pete, that's the entire thesis of the science of emotion, is they guide interior life and exterior life." And he said, "And I want to do it in an 11-year-old girl as she's going through a really hard time in life." And I was like, "Oh my god," you know? 

So what happened is about every six months or a year from the beginning of the development of this film where Pete was just working with his collaborator, Ronnie del Carmen, kind of sketching out the characters and the ideas until the very end when they're really working with their teams of animators and computer specialists and the like. I'd pop in, and I'd talk about the science of emotion, sometimes they'd ask me questions like, "Tell us about what happens to emotions when they stop? Like, where do they go?" 

Or, "What happens to emotional memories? Why do we forget so many emotional parts of our lives?" Or, "Are there things that happen to us early in life, core memories with friends or with our parents or maybe getting bullied at school, or what have you, that shape our mind for the rest of life?" So I would visit, just talk about science, answer questions over email, and then about six months before the film was released, they brought me in to see a screening and I literally started crying. I mean, I was blown away at how much depth that film captured in portraying the science and then what emotions do for the human psyche.

[00:37:39] MB: It's an incredibly power film and one that many, many people, it resonates really deeply with them.

[00:37:46] DK: Yeah.

[00:37:47] MB: And the science behind it is very, you know, totally valid and was kind of what you consulted on and helped really bring to life.

[00:37:55] DK: Yeah, you know, so they would ask me questions like, "Do early emotional experiences, like in Riley's character, these early images, the core memories with her friend or playing hockey or ice skating with her family, do they shape what our lives are like later? And yes they do. The scientific literature suggests it's the case. Here's a really relevant scientific literature; they asked me, "You know, we've got this idea," — and Pete had a daughter that really inspired the movie. I had daughters that were making me wonder about what they were going to sort of portray in the movie at the same age — "What happens do young girls as they head into the teen years, as Riley is in the movie? What happens to their emotional lives?" 

And I went to the scientific literature and I don't know if you have kids or not yet, Matt? But when girls hit 12-13, a 10-year-old girl is a really happy person, thriving, and joyful. And then as they hit the teen years, they, kind of that worry and anxiety and self-consciousness hits and they really drop in their positive emotions precipitously and the film really portrayed that, right? The emotional angst of the early teen years. They asked questions like, "Are people defined by core emotional tendencies or traits?" Right? And we had done studies and we'd looked at like, who are the really compassionate people, or the awe-prone people? 

I've done work on really angry kids, or fearful kids and there is a lot of data that suggest that who we are in our identities and how we think of ourselves is shaped by our temperamental tendencies towards specific emotions and that led to the thinking in the film of Joy being this defining emotion of Riley. I was blown away how seriously they took the science. In one moment, Pete Docter, he was in Russia promoting the film and he was going to have a conversation with a Russian neuroscientist with this giant audience in Russia. 

And he emailed me at 1 in the morning and he was like, "Tell me everything you know about dopamine and oxytocin and serotonin and cortisol," these neurochemicals that are involved in emotion. So I sent him chapters from my textbook and scientific papers. So they really were grounded in the science, but then they took their liberties too. 

[00:40:16] MB: So for someone that, let's say is sort of predominantly defined by an emotion like fear or anxiety, is that something that is kind of their destiny? Or is that something that's changeable?

[00:40:28] DK: That is not only one of the oldest questions that we ask about human nature, which is we are born with certain genetically-based tendencies, so how do we shift them? That not only relates to amazing new literatures called epigenetics, which is, we have these genetically-based tendencies but experience, your life with your family — were you born in a civil war? Are you born in an area of poverty where you don't get parks and opportunities to play — actually shapes the expression of genes.

That question is also personally relevant, which is, you know, I have a lot of anxious tendencies in my mom's side and have had a lot of periods in my life where people would say I have anxiety tendencies, and that is part of who we are. I think the evidence from genetic studies and identical twins and studies of rodents where you alter their genetic structure tells us it's probably 40% of who we are. But a big part of who we are, Matt, is what we do with it, right?

One of my motivations with the Greater Good Science Center is having experienced firsthand how volunteering — I work in the prisons and volunteer — kind of makes me feel stronger than my anxious tendencies. And I've learned firsthand that if I practice a little mindful breathing each day, I'm physically calmer. And I've learned firsthand if I go backpacking or get out in nature, I feel stronger. And so what we promote at the Greater Good Science Center is a practical answer to your question, which is, you may be born with an anxious genetic profile, but there is an enormous amount to do that brings you peace, and contentment, and wisdom in the face of that tendency and the data back it up.

[00:42:21] MB: So this is kind of a non sequitur question, but one of the pieces of research you've done that I found fascinating was about how we can communicate emotions just with touch. I'd love to kind of share some of that research and tell that story really briefly.

[00:42:38] DK: Thank you, thanks for asking that because the scientific literature has kind of looked at this research like, "Wow, that's weird." So I've studied human emotion for 25 years since I worked with Paul Ekman, and it got me to Inside Out. I studied the face, and voice, and body, and gesture, and eye contact, and the like. And one of the things that scientists had not studied is touch, right? How we, you know, when you pat somebody on the back or you give them a hug or your fist-bump, or chest-bump, or what have you, what can we communicate with brief patterns of touch?

We know touch is massively important in human social life. It's really the first bond, or the first medium by which babies connect to their parents, right? Is through touch and voice. And we know big parts of your brain process information about touch. So what we did in our first study with Matt Hertenstein at UC Berkeley is we brought people to the lab, one person comes to the lab, we hand them a list of emotions written on a piece of paper; gratitude, anger, compassion, love, sadness, sympathy. 

And then another person arrives, and they stick their arm through this big barrier that we built in the lab, and that first person now has to touch that arm for half a second to communicate all these different emotions, right? If I'm the second person, I get touched on the arm and I have to guess what emotion that person was trying to communicate. And what we find absolutely astounded me, which is where as chance guessing would be anywhere between 8 and 12% depending on the study, people can communicate compassion, gratitude, love, sympathy, anger, disgust, fear, sadness at seven or eight times the level of chance guessing, 60-70% of the time they get it right.

So what that tells us, Matt, is we have this amazing language of touch by which we can say we're sorry to somebody, we can express thanks, we can express affection, we can show frustration just with these very brief incidental patterns of touch. 

[00:44:50] MB: And one of my favorite findings from that was some of the gender differences in the research.

[00:44:56] DK: Oh no. I was hoping you wouldn't ask me about that. Yeah, you know, my student, Matt, came to me and he's like, "You know, Dach, we've got this great paper taking shape, but I need to tell you about these gender differences." I was like, "What?" He's like, "Well, when the woman tries to communicate anger to the male arm, he has no idea what she's doing." I was like, "Ah! That's terrible," you know? "And secondly, when the man tries to communicate compassion to the female, she can't really tell what he's doing. She gets very few right." 

And we replicated that, and I think this was just a classic heterosexual gender story, which is men have a little bit of trouble conveying sympathy, and women struggle a bit more in showing anger that a male can perceive. So it's a very telling set of findings that speaks volumes to our intimate lives. 

[00:45:50] MB: So what is one piece of homework that you would give somebody listening to this episode?

[00:45:55] DK: So first, I'd go to the Greater Good Science Center and if your listeners, Matt, are interested in this stuff, they're interested in the science of Inside Out or good power, or how do you handle stress? Or how do you cultivate gratitude or awe? Just go there and we have built it up over 15 years in a way that is tailored to each individual and what they're really interested in building. I think the thing that doing the science and writing these books and just teaching this stuff for 25 years has really taught me, and in a way it goes back to what you said, which is, "Let's move out of this cynical view of human beings, survival of the fittest, and let's look at people in the new light." 

And it's really hard today, in this political climate for example. But I think the piece of homework that I feel this work points to is for your listeners to really study people carefully and take delight in how good people can be and then figure out ways to make societies do a better job of cultivating those tendencies and bringing those things into your life more. And, you know, these are old ideas you find in the great ethical traditions and if we return to them today, you'll do okay.

[00:47:10] MB: And you touched on this already, but where can people find you online, one more time?

[00:47:14] DK: There are several things to do to find me online; greatergood.berkeley.edu, ggia.berkeley.edu. You can Google the Berkeley Social Interaction Lab for our scientific papers, and then if you really want to dig deep, you can take edX's free class, The Science of Happiness. So if you Google "edX, Science of Happiness", we've had over 400,000 people enrol for the class, and it covers a lot of what we're talking about today.

[00:47:44] MB: Well, we'll include all of those links in the show notes as well for everybody listening, so you'll be able to access all these amazing resources. Well Dacher, thank you so much for being on the Science of Success. This has been a fascinating conversation. I've learned a tremendous amount and I know that listeners are really going to get a lot out of this. 

[00:48:00] DK: Thank you so much, Matt. I really appreciated your questions.


[00:48:03] MB: Thank you so much for listening to the Science of Success. Listeners like you are why we do this podcast. The emails and stories we receive from listeners around the globe bring us joy and fuel our mission to unleash human potential. I love hearing from listeners. If you want to reach out, share your story, or just say "hi", shoot me an email. My email is matt@scienceofsuccess.co. I would love to hear from you, and I read and respond to every single listener email.

The greatest compliment you can give us is a referral to a friend, either live or online. If you enjoyed this episode, please, leave us an awesome review and subscribe on iTunes. That helps more and more people discover the Science of Success. I get a ton of listeners asking me, “Matt, how do you organize and remember all this information?" Because of that, we created an amazing free guide for all of our listeners. You can get it by texting the word “smarter” to the number 44222, or by going to scienceofsuccess.co and joining our email list. 

If you want to get all the incredible information, links, transcripts, everything we just talked about and much more, you can get all of our show notes at scienceofsuccess.co. Just go to scienceofsuccess.co and hit the "show notes" button at the top. You will get the show notes for everything; links, articles, all the important stuff that we talked about, and episode transcripts. 

Thanks again, and we’ll see you on the next episode of the Science of Success.
November 23, 2016 /Lace Gilger
Influence & Communication
46-Seven Catalysts To Creating Progress and Becoming A More Effective Leader with Dr. Teresa Amabile-IG2-01.jpg

Seven Catalysts To Creating Progress and Becoming A More Effective Leader with Dr. Teresa Amabile

November 03, 2016 by Lace Gilger in Career Development, Influence & Communication

In this episode we look at the single biggest factor that impacts your performance at work, the 7 major catalysts for creating progress in your life, we dig deep into the data to look closely at the correlations between mental states and actual performance in terms of creativity, technical skill, productivity and much more with Dr. Teresa Amabile.

Dr. Amabile is a Professor and Director of Research at Harvard Business School. She received her Ph.D. in psychology from Stanford. Her research investigates how life inside organizations can influence people and their performance. She has published over 100 articles in top scholarly journal and is the co-author of The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work, as well as Creativity in Context and Growing up Creative.

We discuss:

  • How offering a reward can undermine people’s intrinsic motivation to do something

  • We dig deep into the nearly 12,000 daily diary entries from over 200 professionals inside organizations that formed the foundation of Teresa’s research

  • We look closely at the correlations between mental states and actual performance in terms of creativity, technical skill, productivity and more

  • How positive and negative work environments arise within organizations

  • Your “inner work life” and why its so important (and you may not even be aware of it)

  • How external motivators can accidentally wipe out your true motive for working and achieving your goals

  • Why “Making Progress on Meaningful Work” is the single biggest factor impacting performance

  • An important and powerful tool that managers can use to help people do better in their work and have better experiences every day

  • The "intrinsic motivation principle of creativity” and why it matters to you!

  • The largest disconnect between what managers think motivates their employees and what the research actually shows that motivates them

  • The 7 catalysts to creating progress in your life

  • The importance of having clear goals (what you’re doing and why it matters)

  • Why creating a culture where people learn from problems, failures, and mistakes is vital to success

  • The importance of control and autonomy in your work

  • How to create emotional support for your employees and coworkers

  • How small words of kindness and understanding can make a huge impact on productivity

  • The importance of setting daily goals for yourself - something you want to get done that is really core to your work

  • The importance of measurement and tracking your progress with a daily progress journal

  • The enormous impact of even a tiny win on your day

  • And much more!

If you want to master motivation for yourself and others, listen to this episode!

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that). 

SHOW NOTES, LINKS, & RESEARCH

  • [Book] The Progress Principle by Teresa Amabile and Steven Kramer

  • [Article] The Power of Small Wins by Teresa Amabile and Steven J. Kramer

  • [Checklist] Daily Progress Checklist

EPISODE TRANSCRIPT

Today, we have another incredible guest on the show, Teresa Amabile. Teresa is a professor and director of research at Harvard business school. She received her PhD in psychology from Stanford. Her research investigates how life inside organizations can influence people and their performance. She has published over a hundred articles in top scholarly journals and is the coauthor of The Progress Principle: Using small wins to ignite joy, engagement, and creativity at work, as well as Creativity in Context and Growing Up Creative.

Teresa, welcome to the science of success.

[0:02:54.2] TA: Hey Matt, I’m really happy to be here.

[0:02:56.2] MB: Well we’re very excited to have you on. So for audience members who may not be familiar with you, tell us a little bit about yourself, your background, and how you kind of got into this field of research.

[0:03:06.4] TA: I actually started my adult life as a chemist and made my way fairly quickly after working as a chemist for only about a year, made my way to a PhD in psychology and I’m really glad that I did. The thing is, I’ve always loved science from the time I was a little kid. I didn’t know that psychology was a science though until I got halfway through college as a chemistry major and I realized I was a whole lot more interested in the behavior of humans than the behavior of molecules. So that’s how I ended up doing the psychology degree and it was in grad school that I got some of the initial ideas for my research that I’m actually still playing out all these years later.

I was lucky enough at Stanford to be able to work with a professor named Mark Leper. He was at that point doing some of the earliest research on what’s called “intrinsic motivation” and that’s the motivation to do something because you’re passionate about it because you find it interesting, enjoyable, personally satisfying, personally challenging. Mark had discovered, paradoxically, that rewarding people for doing something that they were already intrinsically interested in doing without a reward, offering them a reward to do it could undermine their intrinsic motivation. Could make them actually less interested in doing it later on when the reward was removed.

This caused a huge hubbub in the field of psychology and I was absolutely fascinated by it and it occurred to me that not only might things like reward and other kinds of external motivators, not only could they possibly have a negative effect on people’s subsequent interest in doing something, but they might also have a negative impact on how people do whatever it is they’re doing, whatever the task is that they’ve been rewarded for. And I was interested in particular in how reward and other external motivators, external constraints, how those things could influence the creativity of someone’s performance.

So I began doing some experiments, with children and with adults, while I was in grad school and I discovered what I called the “intrinsic motivation principle of creativity”. That is that people are more creative when they’re interested primarily in doing the work out of their own enjoyment of it, their own interest in it, their own sense of personal challenge and personal satisfaction rather than doing it because of extrinsic motivators, something that someone is holding out there as a carrot, or external constraints, something that someone is telling them to do.

That intrinsic motivation principle has held up through dozens of experiments that I’ve done, that other researchers have done and it’s even held up in situations like business organizations where people are trying to do creative work on a day by day basis. So that was really the beginning of my research. It’s gone off into many directions, looking at the environments in classrooms and in homes that can best support children’s creativity, versus the classroom and home environments that can undermine it. As well as the business environments, the organizational environments that can be most conducive to people’s intrinsic motivation and creativity as well as looking at those obstacles that can get in the way of creativity at work.

So that was the foundation of my research. The research that I did for The Progress Principle took off from there and began looking at things outside of creativities. Certainly including creativity, but that research looked at other aspects of performance. Including productivity, commitment to the work, collegiality, how people treat each other and it looked at psychological states beyond intrinsic motivation. Including emotions and perceptions that people have while they’re doing their work.

[0:07:41.7] MB: That’s a fascinating journey and a very counterintuitive conclusion to some of the kind of common sense wisdom of how we think we should motivate people.

[0:07:52.4] TA: Absolutely. That’s why I was so excited about these results when they first came out.

[0:07:58.2] MB: I’m curious tell me as little bit more about Progress Principle and kind of some of the research that went into writing it.

[0:08:04.8] TA: My collaborators and I wanted to understand how this positive and negative work environments for creativity at how they arise inside organizations we decided that it was really going to be important to look at what was going on inside people’s hearts and minds, if you will, day by day as they were working in order to get some real insight into what influenced people at that micro level. Because that’s where it all starts. That’s where creative ideas occur or die or never fail to come out, never come out at all, that’s where people can become more motivated or less motivated. On a day by day, and even maybe a moment by moment basis.

So we were really interested in that very microscopic level, what are people thinking, what are they feeling, how motivated are they in their work, and ultimately does this influence their creativity? How does it influence their creativity and their productivity and those other aspects of performance? We called those internal psychological states of emotions, perceptions and motivations, we call that an inner work life. Everybody has inner work life all the time while they’re working, whether they’re conscious of it or not.

So we all have a continuous stream of thoughts and perceptions. That’s just really the impressions that we form of our work our colleagues, coworkers, our managers, our organization, what’s going on and what it means. So that’s perceptions. It’s also the ongoing stream of emotions that we have. So at any given moment, we could be experiencing mild positive emotion, extreme positive emotion, mild or extreme negative emotion, we could be in a more or less neutral emotional state but most of us have some sort of motivation, emotion going on most of the time that we’re at work. Again, even if we’re not aware of it and positive and negative emotions can actually coexist.

That third component, motivation. We all have some degree of motivation for our work and every moment that we’re working and we have both intrinsic and extrinsic motives for doing most of what we do. If we’re working in an organization or even working as a freelancer, we all have extrinsic motivations. Of course we all want to get paid, equitably and generously, for the work that we do. That’s always there as a baselines. We also have extrinsic motivators like deadlines very often and other rewards and bonuses that we might stand to gain. We all have the extrinsic motivator of wanting to look good and wanting other people to evaluate our work well.

Many of us are extrinsically motivated by competition, wanting to do better than other people. Those extrinsic motivations are usually there for almost all of us, almost all of the time, they’re usually kind of in the background. We also have intrinsic motivation for what we’re doing, hopefully, most of us, much of the time and that is that feeling of real interest and engagement in the work itself. What my early experiment showed is that if those extrinsic motivators become too prominent, if they become the focus of why we feel like we’re doing what we’re doing, they can wipe out that intrinsic motivation, they can undermine it.

Ideally, we’re going to be in an intrinsically motivated state most of the time because that’s a state that’s most conducive to creativity and we found, to the other dimensions of performance as well. But ten we face the really hard question. All right, we’re interested in a work life for such as emotions and motivations, how do we look at it? We called it an inner work life because it’s hidden most of the time. It’s not something that an observer can just see, it’s not something we reveal to other people at work much of the time. In fact, we’ve been kind of trained at least in this culture to hide our emotions when we’re at work. “Put on a professional face.”

So this was a tricky problem for us methodologically, how do we get in this? We decided the best way to do it would be to ask people to fill out a daily confidential electronic diary, toward the end of each work day. Short but piffy in terms of getting at their inner work life for that day specifically. So this little diary form that we emailed to everyone who participated in our study, toward the end of their work day, had a few numerical scale questions on it, getting at their inner work life that day.

So there were flow survey questions on, “Today at work, did you perceive that you had support from your coworkers that you’d had support from your managers? Did you perceive support from the organization at large for the work that you were doing? Did you feel emotionally supported in your work day? How much time pressure did you have today? To what extent did you have access to the resources you needed?” So these are all perceptions and they were about half a dozen other questions about people’s perceptions of the work and their team, their manager, the organization that day.

We also had some numerical questions on their motivations. Intrinsic and extrinsic motivation, and we had scale rated questions on their emotions that they experienced that day. That was a very quick sort of numerical, taking of the person’s inner work life temperature that day, if you will. Then, we did the x-ray, if you will, of what your work day was like. In particular, what stood out in their mind as being a significant event from the day, or at least something that they recalled when they thought back on their day. Something that stood out in their mind.

So we had an open ended question at the end of the diary form and it simply said, “Briefly describe one event that occurred today that stands out in your mind. It can be anything at all, as long as it’s relevant to the work or the project that your work is part of. Please describe in detail what happened and who was involved.” They got that same question every day so they knew it was coming. We sent them these diary forms every day through the entire course of an important creativity project that they were working on.

So we recruited people in seven companies in three industries to participate in the study. There were a total of 26 project teams across this seven companies and each project team was doing an important innovation project for its company and these people were more or less 100% dedicated to this projects. So we thought, “All right, we’re going to be able to find out day by day what’s happening in this people’s work lives as those work lives unfold day by day through the entire course of an important project that requires creativity to be successful.”

We assumed that some of this 26 projects would indeed be successful and some of them would not. We wanted to see if we could understand something about why creativity happened in some of these projects, didn’t happen in others. Why some of this people were able to creative in their work and be productive but others were not. Wanted to see if there was something going on in those work days that would allow us to make those predictions. So we followed this people 238 of them, they were professionals, we followed them every day through the entire course of their project. On average, these projects were four and a half months long. That’s a lot of weeks for people to be getting this diary every day, Monday through Friday.

It was quick, it took them only about five to eight minutes to fill out but the data were incredibly fascinating and we had a lot of data. We ended up with nearly 12,000 of this individual dairy diaries being sent back to us. That’s 75% of the diaries that we sent to this people. We had an astonishing 75% response rate. These people filled out this diary form and sent it back to us. When we analyzed these diaries, we felt it was really important to correlate them with the actual performance of this people. We wanted to know what was going on inside their heads, their hearts and minds, during the work day, was that in any way related to their performance? This is the prediction that we wanted to make.

So we had to have good measures of their performance, and we decided not to trust what they said about their own performance. We decided to ask people who knew their work well and that was their supervisors and their close colleagues. Monthly, during the study and by the way, there were some teams that were in the study for eight months, even nine months if they had a long-ish project. Monthly during the study, we asked every participant, close colleagues and supervisors to make a quick rating of them on a little questionnaire that just asked for assessments on four items, for each person who is participating in the study. The person’s creative contributions to the project over the previous year, their technical contributions to the productivity of the work, they demonstrated commitment to the work and their collegiality, how they treated the other people on their team.

When we analyzed those data, those performance data against the inner work life ratings that we got from this people every day, we made an astonishing discovery. We found that on most days and most weeks and those months. When people were having the most positive perceptions of their organizations, their coworkers, their managers, even themselves, when they were having the strongest, intrinsic motivation for their work and they’re experiencing the most positive emotions, it was on most days and weeks and months that they were most likely to produce work that was creative.

Not only that, they were more likely to be productive in their work, demonstrate commitment to it and be better colleagues to each other, which of course raises the level of everyone else’s performance in the team. This was a really important discovery. This means that inner work life does predict performance, including creativity. At that point, we backed up and we said, “All right, if inner work life is so important for performance, what happens day by day that can influence inner work life? What is it that makes people have more positive emotions? Have stronger intrinsic motivations at their work? Have those positive perceptions?”

So we went back into the diaries and we analyzed everything what this people reported as an event in their day, in those open ended responses that they wrote, those on average 50 to 60 word paragraphs that they wrote about one event from their day. We categorized all these events using a very long and complex coding scheme and we wanted to see, are there certain events that show up repeatedly on people’s very best inner work life days?

Are there other events that show up repeatedly on people’s very worst inner work life days? We thought, “Those would be the likely suspect for distinguishing between positive inner work life and negative inner work life. Those are the likely suspects for the events that make the biggest difference.” We found that if all the positive events that people reported, on their very best inner work life days, the single most prominent was simply making progress in meaningful work. I want to just explain a little bit about what we mean there. Making progress means moving forward, feeling like you’re getting somewhere in solving a problem or coming up with new ideas.

Meaningful work means that the person feels that they’re contributing to something that they value in the work that they’re doing. Occasionally we found that people felt that they had made a lot of progress on work that they didn’t hear about, occasionally they felt that they were doing something that wasn’t really central to this important innovation project, that we’re doing something that they considered go for work or they didn’t know why they were doing this or they were stuck in a boring meeting all day that wasn’t really about the project.

On those days, even though people thought they got a lot done maybe, they made progress, they didn’t have particularly good inner work life. But most of the time, because they were doing this important innovation projects, most of the time, most of this people did find meaning in their work, they felt they were contributing to something that really mattered to the company, to the customers, maybe even to society at large because of the things that they were inventing in this projects.

When they felt that they were doing meaningful work, if they move forward in that work, they were more likely to have positive perceptions of the environment, the organization, their colleagues, their team, they were more likely to be strongly intrinsically motivated in their work and they were more likely to have these positive emotions. So what we found here is important and powerful tool that managers can use to help people do better in their work and not only do better in their work but actually have more positive inner work life experiences, have better experiences day by day in their work and that is for managers to simply pay attention to supporting progress.

Supporting the progress that their people are trying to make in their most important work. We even found a carryover effect. We found that on those days when people are having progress events in their work, when they’re feeling happy in their work, not only are the more likely to come up with a creative idea or solve a problem creatively that day, they’re even more likely to come up with a creative idea the next day regardless of the next day’s mood.

So what this means is that there’s an incubation effect, there’s kind of a cognitive process that gets setup when people are having positive inner work life that allows them to make new connections between ideas that they might not have connected otherwise or to get insight into difficult and complex problems and they can result in a solution or a new idea that day but if it doesn’t, it can actually kind or marinate or cook or incubate overnight and show up this creative idea or a good solution to the problem the next day.

That’s a really powerful result and it means that managers would do well to pay close attention to what they could do to bolster people’s inner work lives day by day. I’ll be happy to talk a little bit more about what it is managers can do, if that’s a direction you’d like to go on the conversation.

[0:24:06.8] MB: I’m curious for somebody who is listening, who might be a manager or in some sort of organizational role? How can they support progress, which you said is kind of a critical component of enabling people to make progress on meaningful work and also what are some of the biggest disconnects between what people think motivated their employees and what the research actually shows, empowers them and motivates them.

[0:24:31.3] TA: Yeah, those are great questions. Matt, I’m going to actually answer your first question, your second question first. Managers are taught and they see, in this culture at least, that the way to motivate employees is to offer them rewards for the work, to have a bonus structure for example that will keep them motivated, keep them engaged, keep them plugging away at their work. Well we found through this day by day diaries, 12,000 of them, 12,000 days of people’s experiences was that they rarely were thinking about rewards and other extrinsic motivators during their work day.

They rarely felt that that was motivating them in their work and we asked about it every day in the diary form. What really motivated them, it turned out, was feeling that they were getting somewhere, that they were making progress and also feeling that they were in a work environment that cared about them as people, that supported them as people and I hadn’t been emphasizing that because it turned out to not be quite as important as the progress factor but it actually is pretty important, this feeling that you are valued as a human being.

So let me talk about the two sides of that. One is the progress side, the other is almost as important, the human side. We discovered when we went back into the diaries and looked at what kinds of things managers were doing, what kind of events people reported before they had this progress events. We discovered that there were a small set of things that managers did consistently that did support progress. We call this the catalyst to progress. There are seven of them. First, maybe most fundamentally, it’s very important for people to have clear goals in their work. To have a sense of what they’re doing and why it matters. That why it matters part is the meaningfulness part. But they need to have a sense of what it is they’re trying to achieve with the project, with this work that they’re doing.

The second very important catalyst is autonomy in the work. People feeling that they do have autonomy, control over how to achieve these goals in their work so they’re not micro managed. So that they can actually make decisions for themselves about the best route for solving this problem, for taking care of this part of the project. So if you think about these two catalyst, clear goals and autonomy, they may seem like they’re opposing but they’re not really. In setting clear goals, the manager, the leader is saying, “This is the mountain we’re trying to climb.” But in giving the autonomy, they’re saying, “It’s up to you to figure out how to climb it. We want you to use your skills, your creativity, your own ideas to figure out how to climb this mountain.” That’s very motivating for people. Both the clear goal that aspiration of what they’re trying to achieve and the autonomy, “I’m in control of my work. I can figure out the best way to do this.”

Other catalyst include sufficient resources for getting the work done, not lavish but sufficient to do the work so the people aren’t scrambling constantly and you then expending all their creativity, just getting the resources that they need, the funding, the materials and so on, the information, that they need to get the work done. Having sufficient time for the work. Again, not lavish amounts of time, there actually should be some sense of urgency in the work. Otherwise it will seem meaningless and unimportant if nobody cares about when the work is done, there should be some sense of urgency but the time pressure should not be extreme. We found that that can kill creativity. So sufficient resources, sufficient time.

Help with the work when it gets difficult. I’m very aware, by the way, that these are entirely mundane. These sound like basic management 101. Bu the thing is, managers don’t pay attention to this things nearly as often as they should. If people in doing an important innovation project, if they’re struggling with something that’s really difficult, get help for them. Either by connecting them to others in the organization and what it would be able to help out or helping them out yourself. That can make a huge difference in getting people past the home and helping them to continue making progress in difficult work.

This next one is really important and that’s something that very few managers do well, that is having an atmosphere, a culture where people learn from problems and failures and mistakes. As well as from successes. We found that in most of these seven organizations, most of these 26 teams, when there was something new that was tried, a new experiment maybe that failed, the usual response of the team leader, often of team members themselves certainly of higher level managers, the immediate response was to either castigate the people who did the work, “How could you have been so stupid?” Or, sweep it under the rug, “We’re going to pretend that didn’t happen, ignore it.”

The organization, the teams that did the best were those where people talked about the mistakes, talked about the failures, they called them out themselves. You know, “I did an experiment this week,” they would say, in the team meeting for example, “that failed and I’m having a hard time figuring out why.” Then the whole team would do a debrief. “All right, let’s talk about the steps you followed, what did you do here, what did you do there? All right, looks like maybe this is the reason that it didn’t work out.” So the whole team, including the individuals who did this failed experiment, the whole team extracted failure value from that thing that didn’t work.

There was one organization out of the seven that we followed that did spectacularly well and they in fact are still doing very well, they’re at the top of their industry. In their organization, people almost as a reflex, when something went wrong, would talk about it. Very quickly, very matter of factly, without pointing fingers, “Oh, this person was an idiot,” but just, “How can we learn from this?” There was this wonderful diary where the people in this company said, “I told the manager today that the experiment that I did failed and he said, “That’s all right, as long as we know what we did.”

And then the debrief happened right away and they were able to move on from that and that team actually had one of the very true breakthroughs of any of the 26 teams that we followed during our study. So learning from problems is extremely important and the atmosphere that helps people do that is called “psychological safety” where you know it’s safe to speak up about things that are going wrong about failures and you’re not going to get ridiculed, you’re not going to get blamed. But people are going to actually deal with it and appreciate your bringing it up.

[0:31:55.2] MB: That’s something we’re huge fans of on Science of Success in general is the idea of embracing failure, embracing mistakes and not casting blame or making excuses and we have a number of previous episodes about things like the fixed mindset, things like accepting reality, not making excuses. So I love to hear that some of the most successful companies in your study focused on that.

[0:32:18.5] TA: That’s right. In fact, it was only one unfortunately out of the seven that was that successful. But there were other teams here and there that where we would see psychological safety and those teams did tend to do much better even when they were in other companies. There are other catalyst that we discovered that people couldn’t see, they look at the book. I did want to mention something about the people support. The emotional support for people, as human beings, is so important.

Managers can do this by paying attention to first of all, basically respect in recognition for the value that each employee brings to the work. It’s really disheartening to see how seldom managers, from team leaders all the way up to top level leaders in an organization, how seldom they think to make a word of appreciation to someone, either in private or even better, in public. Just a simple way of noting what someone has done, let them know that they’re appreciated, to show them basic civility and respect.

It’s really important also to have an environment where people are encouraged when the work is difficult or they have a sense that there’s confidence that they can overcome this obstacle and get the work done. It’s important for people to feel that they have emotional support. If they’re having difficulty in their professional life or their personal life and sometimes all that requires is a simple acknowledgement. Even if you can’t say, “What can I do to help, let me help? At least say, “I know that you’re going through a tough time right now and I’m sorry for that, I understand that things are really stressful for you.” That makes a huge difference.

Comments like that from leaders made their way into the diaries when they happened, they had a huge positive effect on people’s emotions and perceptions that day. Finally a sense of camaraderie in a team, how can people feel that they’re in a group that can trust each other, where there’s mutual support, mutual understanding. Not that they don’t challenge each other, they should be open to each other’s ideas and that means challenging each other’s ideas too and really looking at them and trying to make them better. That sense of camaraderie can get people through a lot of difficult times in a project.

[0:34:35.1] MB: So for somebody who is listening, and I know your research focuses primarily on organizational dynamics. For somebody who is listening that maybe works form home or works by themselves, how can they kind of create this progress principle for themselves?

[0:34:50.5] TA: It’s not easy, but if you think about it, you can set a plan for yourself and it is doable, I’ve talked with many people who have tried this for themselves. First of all, set daily goals for yourself, not a lot of them. Maybe it’s one goal of something that you want to get done that’s really core to your work, that you feel is allowing you to get somewhere on what you consider most important in your work. Second, try to protect some time in your day to actually work on that goal. Even if it’s only half an hour, I know many of us get to work and we find that our work day ends up being pulled in a million directions that we didn’t anticipate.

Depending on your role in an organization, that may be part of what you need to do is help put out the fires that are going on each day. But ideally you will be able to protect some time even if it’s only at the very beginning of the day before most people are there to focus on that most important part of your work, the thing that you care about the most, it’s more intrinsically motivating to you and allow yourself to dig into it and make at least a bit of progress on it. The third thing is to track your progress. I recommend and we talk about this in The Progress Principle.

We recommend a daily progress journal where you spent not even more than two or three minutes at the end of the day noting what progress you did make in your work that day. If there were set backs to mention those and to see if you can get some insight into what caused those setbacks and what you might be able to do to overcome that obstacle. I’ve been keeping a progress journal myself in the last five and a half years or so, and I found that it really does make a difference. It helps me to stay tuned into my goals, I think it does help me to make more progress in my work and it certainly uplifts my inner work life to note what progress I made during the day, even if it was a small thing, because many days feel pretty frustrating at the end and it’s great to have that little boost in your inner work life.

[0:37:00.5] MB: We’ve obviously gone in depth into some of the lessons and much of the research behind Progress Principle. What are some additional resources you would recommend for somebody who wants to do some research or kind of dig in a little bit more about this topic?

[0:37:14.8] TA: Well, I would recommend looking at my website because I do have some resources there. In fact, I do have a daily progress check list that managers can use and I have a diary form that individuals can use for themselves. This daily progress checklist overcomes, I think, the most important barrier to managers and supporting progress and that is, they don’t pay attention to this seemingly ordinary things like, “Do people have clear goals? Do they know actually what it is they’re trying to achieve?”

Do they have sufficient resources, do they have the help that they need? So just going through that checklist, daily or even weekly, can help manage you stay tuned in to what people need and help them figure out ways of supporting progress and the daily diary form is something that people can use to do what I was just talking about, to keep track of those goals and their progress against those goals. We found that even the small wind that is a small step forward can have an enormous impact, positive impact, on people’s inner work life every day. Let me give you the website, it is simply progressprinciple.com.

[0:38:36.6] MB: Got it, and is that where people can find you online?

[0:38:39.1] TA: That’s right.

[0:38:40.2] MB: Perfect, and what is one piece of homework that you would give to our listeners?

[0:38:44.9] TA: Wow, I would ask your listeners to try this out today, write down one or two important goals that you have in your work for the next couple of weeks and make a plan to protect some time in your day today and tomorrow to make progress against those goals. Just for this two days, at the end of the day, spend a couple of minutes writing out what progress you felt you did make in the goals and if you had setbacks, you weren’t able to get much movement on those goals, what you might be able to do to remove those obstacles.

[0:39:22.8] MB: That’s a great piece of homework and I think something that I may implement myself.

[0:39:27.0] TA: Great.

[0:39:27.7] MB: Well, Teresa, this has been fascinating and I loved really going deep into some of the research and the astounding amount of data that you collected and the findings from that data. Thank you so much for coming on the show and sharing all these incredible insights.

[0:39:42.4] TA: It was my pleasure Matt. I wish you and your listeners as well.

[0:39:45.3] MB: Thank you. 

November 03, 2016 /Lace Gilger
Career Development, Influence & Communication
44-Influence Anyone With Secret Lessons Learned From The World’s Top Hostage Negotiators with Former FBI Negotiator Chris Voss-IG2-01.jpg

Influence Anyone With Secret Lessons Learned From The World’s Top Hostage Negotiators with Former FBI Negotiator Chris Voss

October 20, 2016 by Lace Gilger in Best Of, Influence & Communication

In this episode we discuss the secret lessons hostage negotiators around the world use to win the day, how to understand and influence people’s emotional drivers, the two words that can transform any negotiation, the biggest hallmarks of powerful master negotiators and much more with the FBI’s former lead international kidnapping negotiator Chris Voss.

Chris Voss is the founder and CEO of the Black Swan Group, an adjunct professor at Georgetown and University of Southern California. During his 24 year term with the FBI where he most recently served as the FBI’s lead international kidnapping negotiator, Voss worked approximately 150 kidnappings worldwide, from the Middle East to Haiti including a number of high-profile kidnappings. Voss has been trained by the FBI, Scotland Yard and Harvard in the art of negotiation and negotiated with likes of terrorists, hostage takers, and bank robbers.

We discuss:

  • FBI’s behvaioral change stairway they use to negotiate with terrorists and hostage takers

  • Why emotional intelligence is at the forefront of business success today

  • How to leverage “tactical empathy” in your life to achieve the results you want

  • How to create leverage to influence anyone in the world by understanding their emotional drivers

  • Why you should never be mean to someone who could hurt you by doing nothing

  • Why understanding is NOT the same as agreement and why that is important

  • The biggest barrier to negotiation success is not complexity - its overcoming the awkwardness

  • How repeating the last 1-3 words someone said can have a huge impact

  • Why winning in a negotiation is not the same as beating the other side

  • The incredible importance of listening and how you can cultivate “active listening"

  • The power and importance of open ended and clarifying questions

  • How to draw out the hidden cards from the other side of a negotiation

  • The secrets hostage negotiators AROUND THE WORLD use regardless of cultural dynamics

  • The two most important words in any negotiation

  • The three different types of negotiator and the strengths and weaknesses of each

  • How changing one question totally transformed the kidnapping negotiation for Jose Escobar

  • Why Chris would “never lie to anyone he’s not going to kill"

  • Why Chris hates compromise in any negotiation

  • The “F Word” in negotiations and why you should be careful with it

  • One of the biggest hallmarks of powerful negotiators

  • And much more!

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that!). 

SHOW NOTES, LINKS, & RESEARCH

  • [Book] Getting More by Stuart Diamond

  • [Book] Never Split the Difference by Chris Voss and Tahl Raz

  • [Website] The Black Swan Group

EPISODE TRANSCRIPT

[00:02:23.3] MB: Today we have an incredible guest on the show, Chris Voss. Chris is the founder and CEO of the Black Swan Group, an adjunct professor at the Georgetown and the University of Southern California. During his 24 year term with the FBI where he most recently served as the FBI’s lead international kidnapping negotiator, Chris worked with approximately a 150 different kidnappings worldwide from the Middle East to Haiti including a number of high profile kidnappings. He also has been trained by the FBI, Scotland Yard and Harvard in the art of negotiation and negotiated with the likes of terrorists, hostage takers and bank robbers. 

Chris, welcome to The Science of Success.

[00:03:01.2] CV: Thank you very much, happy to be here. 

[00:03:03.8] MB: Well we’re super excited to have you on. So you obviously have an incredible background, tell us a little bit about your story and how you got down this path?

[00:03:14.0] CV: You know I was walking through the corn fields of Iowa when I realized that I had to be a hostage negotiator, no. You know, a police officer, FBI agent, New York City, part of joint terrorist task force, actually I’ve been a SWAT guy. The crazy thing was I had been on the SWAT team in the FBI and I had a reoccurring knee injury and providence, the universe got me into this whole communication thing, verbal communication, what a concept, right? 

But I knew we had hostage negotiators and I decided I wanted to learn how to be a hostage negotiator and then it landed into just basic human communication and how do we communicate with people who really don’t see eye to eye to us no matter how intense that is and it was great. I found it much more interesting and it added a lot to the rest of my life and now it’s making work in business and personal life. 

[00:04:08.8] MB: And you’ve obviously been through some incredibly difficult, tense negotiation situations. What are the concepts that, I believed you’ve talked about it and something that I’m really interested in, is the idea of the behavioral change stairway. Could you explain that concept a little bit? 

[00:04:25.0] CV: Well, it’s the idea that there’s a progression of how we get to where we want to go and the shortest distance between two points is not a straight line. It’s like what I like to talk about in communication all the time because, we want to go directly at what we want. And the stairways, it really started as two dimensional representation of we’ve got to make some steps and each step then becomes the foundation for the next step and the first of it is just basic developing a rapport. 

You develop a rapport by, I’ll use the term that puts everybody to sleep, empathy. Most of the time, when was the last time you were at a cocktail party and you had an exciting conversation about the latest developments in empathy? It’s probably not being talked about on CNN but it’s really an indirect root to establish in a great relationship is letting the side know you understand them and showing them how you understand. 

And one step leads to another, which basically then puts you in a position to influence other people. It’s based on trust and it’s based really on emotional intelligence and one step at a time was each step being a great foundation for the next and you can influence outcomes. You can change people’s minds. 

[00:05:39.7] MB: And one of the things you’ve done incredibly well is bring emotion into the process of negotiation, which originally started out as a very dry, logic driven field. Can you talk about that a little bit? 

[00:05:52.3] CV: Yeah, well you know I’m not bringing emotion in at all. It’s there, it’s the elephant in the room. I mean there’s this monstrous creature in the middle of every communication and what we want is based on what we care about. You know, you make every single decision, each one of us, I make all my decisions based on what I care about and that makes decision making by definition an emotional process. So my approach is let’s stop kidding ourselves. 

Hostage negotiators don’t kid themselves about emotions. So they said, “Okay, look this is an emotionally driven situation. Give me a set of tools where I can navigate these emotions.” The history of business negotiation has been this fiction that somehow we’re rational and we’re logical, and I’m sorry and that’s why emotional intelligence has become to the forefront of business success today. Study after study, survey after survey shows that the top performers of every level at business are those who are using the most emotional intelligence, every single level. 

Even IT internet related interactions, you have to be able to communicate with people to get stuff done and so give me the tools from hostage negotiators, the tools that are designed for maximum success in emotions and do they apply to our business and personal life? Absolutely. Because we’re driven by what we want and so it’s a recognition of the reality of we make our decisions based on what we want. Emotional, what we care about, emotional intelligence and these are the skills, these are phenomenal skills. 

[00:07:35.1] MB: You made an incredible point, which is that it’s not that you’re bringing emotion into the process, it’s that it’s already there and we just have to learn to work with it and accept and recognize that fact.

[00:07:47.4] CV: Yeah, it’s just there. I used to have to try to make the case for it and scientists don’t understand what hold together the universe and because they can’t measure it they say, “Well there must be something out there called dark matter. It must be dark matter,” and I used to say emotions are the dark matter of negotiation because we don’t know what it is. We can’t wrap our minds around it, but it holds everything together. So let’s recognize that it exists and maximize it and this stuff is very effective. I mean you can’t get away from it. 

[00:08:21.7] MB: And you touched on empathy a moment ago. Tell me about how to sort of leverage that, especially in a situation where somebody listening might think, “How can you have empathy for a terrorist or a hostage taker?”

[00:08:34.7] CV: Right, right and you know what? This is not your grandfather’s empathy either. I mean we’ve learned enough about it over the years and that’s why I changed the term in my book to “tactical empathy”. I mean we know what this is. We know what we’re looking for and we know how it affects people. So I’ll tell you in advance what are the triggers you want to look for and it changes people’s outcomes. It’s the real essence of connecting with someone because everybody can help you. 

There is an old saying, “Never be mean to someone who could hurt you by doing nothing,” and there’s pretty much everybody that you interact with can probably hurt you by inaction or choosing not to do something. So if you are willing to accept that that’s true, then the flip side is, pretty much everybody you interact with can help you in some small way if they feel like it and they feel like it when you connect with them, when you have rapport with them. When they feel like you understand them. 

When they look at you and they say, “That’s right. I believe in what you just said,” and it can be something as simple as taking your application and then putting them on the bottom of the pile because they didn’t like the way you spoke to them to putting them on the top or maybe taking your application or whatever you want, your request, and directly walk in it and see the boss at that moment. Or it’s the Macy’s sales person who looks two ways to see if the manager is around and then decides to give you the employee discount because they like the way that you talk to them. I’ve had that happen to me a number of times. 

You know somebody is always in a position to help you if they feel like it and when you start accumulating this over a long term period of time, it’s a return on your investment and you find yourself with great relationships in business deals, and somebody comes to you and says, “Hey you know what? I looked out for you today. There was this problem coming and I went ahead and dealt with it because I knew it was going to catch you off guard,” and that’s the way you become successful over a long period of time and you’re happier and the people that you do business with like doing business with you.

[00:10:40.3] MB: So how can somebody who’s listening right now apply the lessons that you’ve learned from building empathy or creating tactical empathy for someone like a terrorist or a hostage taker and what are some practical ways they can apply that in their own lives? 

[00:10:55.9] CV: Okay, great question and I’m glad you brought it back because the exercise, the challenge is, let’s define tactical empathy. The same way Daniel Goldman calls it cognitive empathy and Goldman says that actually sociopaths are the best at this and that’s simply recognizing what’s driving the other side and then articulating it back to them in a way where they feel hurt. So this is what’s important here is what’s not said. 

I’m not saying you agree, I’m not saying you disagree. If I neither agree nor disagree with your position, if I simply understand where you’re coming from and recognize it, that gives me the ability to have empathy with anybody. I can know what drives you without agreeing with it and then I can have empathy with a terrorist or sympathy for the devil. Empathy with a terrorist, not quite the same thing. I’m not agreeing it, I’m not feeling it, I am just seeing it. 

And because of that, I can tell you, with Jihadi John, the killer from ISIS, I can tell you what drives him and as soon as I know what drives him because I simply recognize it, now I can influence it, I can move and I can change it. I might not be able to change it a little, I might be able to change it a lot. But I am greedy in my influence and I want to and I am very particular. My dollars are scarce, so I am not spending my dollars when I can spend emotional intelligence and change the outcomes at the same time and with that, it gives me the power to have influence on anybody on the planet. 

It might not be a little, it might be a lot. I’m not willing to leave anything on the table so I’ll take whatever influence I can get to try to change the outcome. If you can accept that you only have to see where the other side is coming from to be able to then take apart what their drivers are and maybe dismantle them and rebuild them a little bit, their emotional drivers, you can then have influence on anybody on the planet and that’s what a hostage negotiator does. We put ourselves in a position to influence anybody. We don’t have to like them, we just have to be willing to influence them. 

[00:12:54.4] MB: I love that point that it doesn’t matter what your starting point is, you can create influence with anybody on the planet if you are able to really dig in and understand what they want, what they’re feeling and thinking emotionally and what drives them. 

[00:13:09.2] CV: Yeah and it’s important to draw the distinction that understanding is not agreement. Now that scares some people. That scares a lot of people. I can understand Bernie Sanders supporters, I can understand Donald Trump supporters, I can understand Hillary Clinton supporters. I can understand all of them and soon as I know where they’re coming from, it gives me an opportunity to adjust where they’re going. 

[00:13:34.1] MB: You touched on this concept a moment ago, the idea of, and maybe it’s a little bit different, but the idea of mirroring. Can you talk a little bit about that? 

[00:13:43.0] CV: Yeah, sure. A mirror is, and it’s not the mirror that everybody else thinks of. Most people see mirroring as, “Let me mirror their body language, let me stand like they stand. If they’ve got their chin in their right hand, let me put my right hand in my chin. If they’re leaning against the wall, let me lean against the wall.” The mirroring of the physical body language, that’s not it. It’s simpler and it’s actually more powerful. 

The mirroring a hostage negotiator does, what the difference is, the mirroring is just the repetition of the last one to three words that someone has said. The last one to three words that someone has said? Exactly. Just exactly like that, and it’s a great simple tool that feels enormously awkward when you do it. When I am training people I have them do it right away because the biggest barrier to these skills is not their complexity or the intellectual challenge of understanding them. 

The barrier here is feeling awkward because it’s different. You feel awkward, the other person feels listened to. A mirror triggers, punches of button in somebody else’s mind. It’s like reword what you just said and go on. It’s always a command. It’s the closest thing that a lot of people that I have trained they say, “Wow, this is Jedi mind trick. A Jedi mind trick? It’s a Jedi mind trick.” Because people love it and they want to go on. 

It was a funny story that, it made me look funny and that’s why I included it in the book. I had an employee that was mirroring me for 45 minutes once and I didn’t even know it. My son was sitting there and finally he couldn’t take it anymore, he goes, “Stop at doing it, don’t you see what he’s doing to you?” And I was like, “No, what’s he doing?” “He’s been mirroring you for the last 45 minutes, you didn’t even know it. You just enjoyed talking so much he kept you going.” 

[00:15:33.1] MB: So it’s really just as simple as repeating back the three or four words that they said? 

[00:15:37.9] CV: Right, you pick up one to three words and the problem that solves also is like most of us when we say what we mean, we often use words that are very carefully selected for our own brain and we know what we mean by that but there is a pretty good chance actually, it isn’t exactly the way the other person is thinking and your perfect words are kind of missing the mark and if somebody says, “What do you mean by that?” 

Well most likely they repeat the exact same words only louder. It’s like an American trying to be understood in France. I just say it again, only louder and what a mirror does is it flips that switch so the person will repeat what they’ve said in different words. It’s how you get someone to paraphrase themselves is what it really does. It triggers a paraphrase and you don’t have to paraphrase for them, you let them paraphrase and you’re going to increase your meaning. 

The other thing you’re going to do, you mentioned moments before, it buys moments for you in the conversation so you get more time to think and the other thing that mirroring does and I’ve got a client of mine who’s one of the smartest people I’ve ever met, he mirrors the other sides negotiation position. So key words in it every time, because he knows how they respond tells them whether or not they’re firm or whether or not they’re open for conversation. And when you get someone to paraphrase themselves, that gives you a real clear idea of the firmness of their position. 

[00:17:07.9] MB: So the idea of buying moments in a conversation, I know you’ve talked about the importance of listening and I want to dig into that, but also the idea that if you’re focused on only on explaining yourself and explaining your arguments, it’s really, really hard to kind of step back and understand what the other side is saying. 

[00:17:25.1] CV: Right, yeah good point. You need this moments because some people have described the art of negotiation as letting the other side have your way. Well how do you let the other side have your way? You’ve got to get the other guy talking, which means you have to be quiet and you have to keep them talking. Winning in a negotiation is not beating the other side. 

Because when you beat the other side, actually you leave resentment planted in them and they want to pay you back if they feel beaten and what’s going to happen is it’s going to erode your implementation and as a human being or as a company, revenue is realized when it comes in not when it’s promised, which means you don’t make your profit when the deal is signed. You make your profit as the deal is implemented, even if it’s in an agreement between a husband and wife. You both realize value as you carry out what you agreed to. People who feel beaten aren’t going to want to implement. They’re not going to want you to realize your revenue or again, they’re going to hurt you when they can by doing nothing. 

So you buy these moments so you let the other side talk that you find out what’s possible, never be so sure of what you want that you wouldn’t take something better. You’ve got to hit the other side what those better things might be and then when they came up with a great idea that you didn’t think of, you look at them and you congratulate them for how smart they are and then they’re going to implement. You’re both going to like it and you’re both be better off and so you’ve got to let the other side go first in order to get there. 

[00:18:55.9] MB: So going back a little bit to talk more about how we can be better listeners, tell me about the concept of active listening and how can we cultivate that? 

[00:19:04.8] CV: Well, it’s not just active but it’s proactive. So you cultivate that first, the first and simplest way to cultivate it is to shut the front door. Is to go silent and, you know, we talk about moments, what’s a moment? A moment is three seconds. Give the other guy a chance to speak and then actually try to paraphrase what he said or ask a clarifying question. There’s great power and clarity when you’re trying to pull clarity out of the other side. 

Paraphrase what they’ve said. Mirror the last three words of what they just said to get them to paraphrase. You’re designing a communication process that draws the other side out, which the other thing that you want the other side to do is you want them to show you their hidden cards. In every conversation, in every negotiation, there are things that we’re holding close to the vest that’s really important to us. That’s why we’re holding them close to the vest. 

There are hidden cards if you will are proprietary information, are secret information that happens every time. If you are holding cards, so are they and where the real magic lies is where those cards overlap. So you’ve got to get the other side to trust you enough by listening, what we used to call active listening, which is not just sitting there with your mouth shut and glaring at them intensely. But it’s asking them a good question, asking them what or how. 

The two biggest great questions start with the words “what and how”. Or trying to draw them out with some clarification and then give the conversation back to them. Most of us when we talk, we want to talk for half an hour. You know, ask them a question and let them start talking again. Encourage them. It’s a very encouraging process but it’s very much how you get at their black swans, there are hidden information, their secret hidden cards where you make great deals. 

[00:21:06.2] MB: The two greatest questions start with the words what or how, explain that? 

[00:21:10.6] CV: What and how, people loved to be asked how to do something. People loved to be asked, “What about this works for you?” Of the list of open ended questions that you could use. What and how are the most powerful because they make the other side feel good. In many cases, you’ve just done though is especially with how, you’ve caused them to take a look at the overall situation and the context of it and you’ve also caused them, you know, one of my first favorite way of saying no is, “How am I supposed to do that?” 

There’s two things about saying that. First of all, it’s those words but secondly and even more importantly is your tone of voice. Because people can either feel like you are asking for help or you are making an accusation. I can say, “How am I supposed to do that when you present me with a difficult challenge that I can’t accomplish?” Or I could say, “How am I supposed to that!?” The exact same words but completely different meaning which is an accusation and I am signaling that I don’t like what you want and maybe even then I don’t like you, which is bad for the communication. 

So the how questions are one of the most flexible things combined with tone of voice to draw the other side out or even to set a boundary and say, “Look, I can’t do that, and I need you to take a look at the whole context here and I need you to look at me when I say how am I supposed to that?” And it lets you know that I want to cooperate with you but what you just put on the table just doesn’t work. 

[00:22:42.9] MB: And you touched on this in that explanation, tell me more about open ended questions and why they’re so important? 

[00:22:49.6] CV: Well they invite the other side to talk, they show that you’re willing to listen and they are the most flexible overall. You can actually, and some people have been running circles with the how and what questions, so how do you follow up a how and what question is extremely important also. Every CEO in the planet has been asked, “What keeps you awake at night?” And they’re tired of that question. Not that they’re tired of that question but as soon as they’re done answering, the person that asked them doesn’t listen to the answer in any way, shape or form. 

And that gets back to a little bit of the active listening or the proactive listening I’ve talked about before. If somebody answers your question, somebody answers your how or what question, you’ve got to show them that you are paying attention and that you just didn’t have a preset list of things that you want to say regardless of what their response is. But there is a list of what’s called a reporter’s question. It’s the who, what, when and why, how and where? And the how and what questions actually invite the longer answers. If I ask you “when, where, who,” those are all very short answers, very concise answers that don’t invite a lot of conversation. 

If I ask you why even when I want to know why, you feel accused. Why did you do that? Why did you wear that shirt? Why did you get up at 7 o’clock this morning? So one of the advantages I have as a hostage negotiators having used these skills in literally every culture on the planet, interesting side note, every hostage negotiation team whether in Japan, whether they’re in China or whether they’re in Nigeria, whether they’re in Latin America uses the same skills and these skills have been road tested in every culture and they work on use because we’re human beings. 

The why question in every culture on the planet, we always ask why when we think someone is doing something wrong. We’re like battered children for why, we always feel accused and so that’s why we knock that off of our list of questions asked. Now you may need to know why, you just turn it to what question, instead of saying, “Why did you do that?” You say, “What made you do that?” So if you throw all the rest of these out, you’re left with the what and how questions and they’re the most powerful. 

[00:25:06.6] MB: Tell me the story of Jose Escobar’s kidnapping? 

[00:25:10.4] CV: We used to use, Jose Escobar was really when we moved completely away from the classic proof of life question, you know, “What was the name of Jose’s first dog when he was a kid?” The what questions that are designed to enlist a one word answer and there are security questions for our computer, there are security questions for our bank accounts, our credit cards, it’s a question that sounds like an open ended question and it’s usually a one or two word answer and only one person on the planet can answer it. 

That used to be the proof of life question, and we realized that we won’t get long answers. We didn’t get that much out of it. It was real easy for the inside to answer it, it took no effort on their part and bang-bang, we proved somebody was alive but we really didn’t get anywhere else and we switched that to, “How do we know Jose’s alive and how are we supposed to pay you if we don’t know he’s alive?” And that massively changed the dynamic because the other side, killers, terrorist, murderers, it made them stop and think. It made them look at the context, it made them look at us. 

It accomplished all the things that we want to good how question to do and the thing that I realized more than anything else was because he turned dilemma in business is, how do you get to the decision maker? Well, kidnapping organizations are businesses and the decision maker is never the negotiator just like every business negotiation. We found out after the fact is that we kept asking the representative, the negotiator of the group acting on the decision maker’s behalf, “How do we know Pepe’s alive? How are we supposed to pay if we don’t know if he’s alive?” 

Their representative kept going back to the jungle and huddling up with the rest of the kidnappers saying, “This is what I’m being asked, this is the answer that I’ve been giving. I just want to know if this is the best way for us to proceed based on the question,” and they spend a tremendous amount of time, we found out afterwards, talking about whether or not they were going to take Jose to town and put him on a phone. 

When we realized that that adjustment from “what was the name of Pepe’s first dog”, or Jose’s first dog. I call him Pepe now and then because that’s actually his nickname and how do we know Jose is alive? It changes the whole dynamic on the other side and they get together and they worked together in ways that we know that we had never made kidnapping groups work together before. Jose ultimately escaped and part of us getting them to work together and slow the situation down contributed to his opportunity to escape. So that was our adjustment, getting away from one word answers to the how question and we gained a tremendous amount of power over the other side when we did that. 

[00:28:00.5] MB: And how can that same proof of life concept be applied in a business context? 

[00:28:05.3] CV: Yeah, it’s a great question and it gets back to in business, the primary objective is to get to the decision maker, get past the blocker get to the decision maker. That’s faulty because first of all, that treats the blocker, who’s the important player on their team, as if they need to be dismissed and that sends a bad signal and it sets your blocker up as actually a dill killer on down the line because never be mean to someone who can hurt you by doing nothing. 

As soon as you’re dismissive of the blocker, the blocker now begins to slow you down or chooses to let you be hurt by things that they can hurt you with inaction. So we need that blocker, we need the blocker to feel included to get to the decision maker and the how questions begin to involve the blocker in our solution. When you’re talking to the blocker in business, the representatives, the sales rep, the secretary whoever it might be, you would ask things like, “How are your objectives proceeding with your company? How can we work with you so that everybody is better off? How does what I propose fit into what you guys are trying to accomplish?” 

“How does what I propose fit into what you guys are trying to accomplish”, now suddenly makes your blocker feel involved and wants you to succeed because they are going to answer you and they’re going to want their answer to succeed and as soon as they give you that answer, you now have a collaborator on the other side as oppose to a blocker and they now start to work with you to work with the decision maker who’s the person you’re trying to get to. 

Because once you get to the decision maker, after you’re done talking to them, the decision maker is going to go back to the blocker and say, “What did you think of this guy” or gal? “How did they interact with you?” They’re going to say, “Thank you for bringing this person to me because this fits into our objective. So they’re going to say, “Don’t ever let that guy through again.” Your blocker is going to have a tremendous to them how all of that is teed up to the decision maker and that’s what the how questions are designed to do, pull the other side together behind your objective.

[00:30:11.2] MB: That’s fascinating. So what are some of the other parallels you have seen or some of the ideas that have crossed over from hostage negotiation to business negotiation or negotiation in everyday life? 

[00:30:24.1] CV: Well the other side always wants more. They just don’t know where it is and as soon as they feel listened to, they’re going to be more amenable to other ideas. There are three basic types in negotiation and they get us back to the caveman response because the caveman part of our brain, the amygdala, that where every thought goes through there. Evolution hasn’t evolved that out of our brain, it’s still there and so when the caveman saw something, he thought, “I run from it, I kill it, or I make friends with it and it becomes part of my tribe.” 

Fight, flight or make friends. I eat it, it eats me, I mate with it, however you want to describe those three basic responses but in each one of those responses, coming to an agreement is a secondary benefit. There’s always something more important to the other side than coming to an agreement and part of that is always in being understood. So if I can gain leverage on you, if I can get more of what I want by not spending a dime but by simply letting you know I understand, then I open up the opportunity to get more for me and to have you like it. 

Stuart Diamond wrote a book that I loved the title of it’s called Getting More. It sounds very selfish but it’s in fact what we all want. We all want to do better, getting more is also about having, from my context, it’s also getting more by having better relationships. By having someone want to collaborate, by having the same person want to do business with you again instead of you needing to search for new business counterparts all the time. 

I have tremendous respect for Donald Trump and what he’s accomplished as a negotiator and as a business man. Understand that he needs to change his business venues every few years with his very aggressive approach because people get tired of that aggressive approach. When was the last time he put up a building in New York City that came anywhere near to Trump Tower at the Grand Central Station? Magnificent pieces of real estate that he did back in the 80’s. 

Having to look for new business partners all the time means that he has to continually move from place to place to place. Not all of us have the ability to do this. Most of us like Warren Buffett would, I’d rather be like Warren Buffett because he’s got to be not only the richest guy in Omaha but he maybe one of the richest people on the planet. He hasn’t gone from place to place to place to place and not all of us want to move from place to place to place almost as if we’re in the witness security program. We want to stay in one place and we want to flourish and we want to prosper. 

And you do that by having great relationships and having people wanting to continue to do business with you and that’s a lot of what this is really designed to do. 

[00:33:20.7] MB: So you talked about the difference in style between Trump and Warren Buffett. Tell me about how that plays into this sort of the three different negotiating styles, which you touched on as well, and describe a little bit what each of those styles are. 

[00:33:36.0] CV: Well you know one style is a very extremely assertive. I supposed that even more say it’s sort of aggressive and the aggressive style is intoxicating because you beat the other side and you have victory and you celebrate. The problem with that is, the more people you beat, the fewer people want to do business with you and what really comes to pass is as I was talking to an executive in an energy company in Boston several years ago, the CEO of the company. 

In his industry. He developed a relationship of being a very tough negotiator and after a while, no one would make deals with him. Everybody that he talked to if by definition you did business with him, he won that meant you lost, nobody wanted to do business with him and he was in the position where he actually had a deal on his desk that he negotiated every single point with the CEO from the other company and the CEO refused to sign. 

Having negotiated and agreed to it at every point when it came to signing at the bottom he wouldn’t sign and he said, “I know why this guy won’t do this. I’ve got such a reputation as a tough negotiator. If he signs a deal that means he lost and he knows his board’s going to fire him because he lost,” and that’s the residue of being the very assertive guy. When you always win and the other side always loses then pretty soon people lose their appetite for that and nobody wants to do business with you and with all due respect for Mr. Trump, his business is spread all over the world. 

He doesn’t stay in one place. He’s not putting building up in New York City anymore, he’s not building casinos in Atlantic City anymore, he’ll build a golf course or a resort in one location and then he will have to move on and my assessment is he’s left such a toxic residue with each deal that people don’t want to continue to do business with him. That’s one type, now he actually prefers to be understood, interestingly enough, and the book that he’s gotten some criticism over. 

As to whether or not he wrote it, I don’t know the art of the deal, I don’t know if he wrote it or not and his co-author is bad mouthing him now which is another interesting residue of being assertive but I read that a long time ago and he was more than willing to talk about and described the people that could handle him and there are people that have handled him. His son in law is one of them. His son in law was not one of the assertive-aggressive types, his son in law is very analytical. 

His son in law is very quiet, Ivanka’s husband I believe and in this is a great description of what I refer to as the analytical guy. The analytical guy doesn’t like open conflict. He sees it as being extremely non-productive. The analytical guy thinks things through and you will never discuss a problem with an analytical person until they have at least one solution and probably multiple solutions. So the analytical guy, the non-open combat guy can do very well with the assertive negotiator and you see that play out in Donald Trump’s organization with the people that he seems to have the most respect for. 

So that’s the second type, and then the third type is the person whose relationship oriented and they make friends. They bring you into their tribe, they want you to be part of their life, they want to have a long term ongoing relationship with you, they’re likeable and there’s an interesting statistic that people who are likeable, you’re six times more likely to make a deal with someone you like and that becomes a very strong tactic to be brought into a negotiation. You can understand that if you are likeable, people will want to do business with you. 

That sounds crazy, right? Why would you want to do business with somebody you like as oppose to somebody who feels like they’ve got punched in the face by you. So likeability is the third core attribute and in my view the great negotiator combines all three tribes. A great negotiator is assertive without being aggressive. A great negotiator thinks things through and comes up with multiple options. A great negotiator develops a good relationship with you and is very likeable and you want to continue to do business with them. So whatever your default type is, I’m here to tell you don’t discard it, add to it and add to it by evolving and improving not by changing. 

[00:38:03.2] MB: You’ve said before that you would never lie to anyone that you’re not going to kill. Tell me about that? 

[00:38:09.4] CV: Yeah, you know, that came up because when I went through Harvard Law School’s negotiation course as a student and I was, I’m the only FBI agent, I think, that every went through the class who wasn’t a student. They said, “You know, what do you feel about lying?” Because they are very much against lying. Lying is a bad idea and I said, “Well as a hostage negotiator, I’d never lied to anybody that I am not going to kill and even then, I’d probably don’t do it because somebody they know is going to find out about it and I’m going to have to pay for it.” 

I mean lying is this great seductive trap, “Maybe I can just get what I want right now if I tell this one lie and I’ll fix it later.” Well there’s a couple of problems with that. You just set a ticking time bomb on yourself that’s going to blow up because nobody likes being lied to. That’s the first problem. The second problem is, what if they were trying to trap you in a lie to begin with? 

Most people, the practiced liars try to trick us into lying to see if we will. I mean they see it a million miles away and there are some negotiators that actually try to seduce you into a lie early on so they can see your first tale. They will ask you a question they know that you won’t give you a straight direct response too. So many times the temptation to lie is actually a trap set by the other side. All right, so let’s pretend that it is not a trap and most of the time it is. If I lie to you, you’re going to make me pay for it and then their trust is broken, you’ll never going to believe me again. 

And if I can get away with that lie, and I never have to deal with you again, since you’re in my world to begin with, you’re going to tell somebody that I lied to you and my reputation is going to precede me. There is an old phrase, “Do something right, three people know about it. Do something wrong, 12 people know about it.” So there is a 12X multiplier on lying and that gets around and then pretty soon, you’re done in your community and you’re going to have to join the witness security program because you’re going to have to move on. So there’s just so many things wrong with lying. It’s just such a bad idea. I’m not interested in letting myself in for those kind of problems. 

[00:40:20.6] MB: So how do you feel about compromise in a negotiation? 

[00:40:25.2] CV: You knew you were going to ask me that question. I hate compromise. The spirit of compromise is a great thing, the practice of comprise is a bad thing. The best descriptor for compromise is I’ve got this great gray suit on and I’m not sure whether or not I want to wear a black shoes or brown shoes, so I compromise and I wear one black and one brown. That’s compromise. “I’m not sure if you’re right, you’re not sure if I’m right, we’ll take a little bit of each one’s idea and let’s put it together and see how it works,” and a lot of times compromise is a little bit lazy. 

Look, I’m sorry for those of you that compromise but take a little more time, find a better outcome. Compromise is watering down solutions and then the secondary part of the problem with compromise is we always feel loses twice as much as we feel equivalent gains. So when I compromise, I feel I’ve given in and I’ve lost something and it’s going to sting me and for me to feel even with you, I need you to lose too. Compromise is a path to lose-lose and then if a loss feels twice as much as an equivalent gain, if I lost five, I want you to lose 10. And if I make you lose 10, then when you lose 10, you’re going to make me want to lose 20 to get even, and it’s this vicious spiral and I’ve heard a lot of people describe negotiation as, “Well we were both unhappy so then I know it was a great deal.” 

That’s not what I want. I don’t want to be unhappy with the deal and I don’t want to be at a deal where I am not satisfied until I make you feel unhappy. It becomes this vicious spiral and if you just take a little more time and maybe hear the other side out, maybe they’ll throw something on the table that you really like and instead of asking them to compromise, you take their better solution. That gets you out of the vicious spiral and maybe put you into a virtuous circle where things are getting better all the time instead of getting each other back. So compromise is a dangerous whirlpool trap that I don’t want to get sucked into. 

[00:42:35.7] MB: Tell me about the idea of shaping what is fair in a negotiation? 

[00:42:40.7] CV: Fair is the F word. You just used the F word on me in a negotiation. Oh my God! Fair is this emotional, bang-bang word that if I say, “Look, I just want what’s fair,” which is said all the time, I’ve just accused you of being unfair. It’s what manipulative negotiators do. It’s what the NFL owners did when they lock the players out. The NFL players said, “We’ll be happy to come back to work as soon as you open the books and show us what you’re offering us is equitable based on revenue,” and the owners didn’t want to answer that question. 

So they said, “We’ve giving the players a fair offer.” It was a cover for a position of weakness. We use the F word, the word fair, when we’re afraid we can’t defend our position but somehow we’re losing. So it’s actually a great tip of the iceberg window into what’s going on with the other side. Nobody ever uses the word fair when they are coming from a position of strength ever. Because if you’ve got a position of strength, they’ll just lay it out. 

We often use fair when we’re afraid of a loss coming our way and we can’t defend ourselves from that loss and interestingly enough, I tell, in all the masters of business administration programs that I teach in, watch for the word fair and I’ll bet you you’d see it come up in nearly every negotiation you have and I’ll be darned if that isn’t true. So people are covering positions of weakness all the time and fair is the word that comes up more frequently than price and is always an indicator of the other side’s feeling of insecurity. 

[00:44:32.0] MB: That’s fascinating. I love that idea that when somebody starts talking about fairness, it’s really a tell for weakness or lack of strength. 

[00:44:40.2] CV: Yeah, it is. 

[00:44:43.2] MB: So changing gears a little bit, and this something I’m fascinated about, tell me about the Chase Bank robbery? 

[00:44:49.6] CV: Yeah. Well, bank robbers with hostages happen all the time in the movies and in the real world that we live in, it happens about once every 20 years in the entire country. So I was fortunate enough to negotiate at the Chase Bank robbery with hostages and literally it was in New York City and the last bank robbery with hostages in New York City was 20 years before that. We get into this bank robbery and we expect bank robbers upset about being trapped and we get a stone cold manipulative guy on the other side who is absolutely convinced that he can work his way out of this and it was the first time I learned about the use of personal pronouns. 

We couldn’t get this guy to use “I, me or my, I want”, you know, “this is my idea”, “this isn’t making me feel good”. We couldn’t get him to use a singular personal pronoun to save his life. He always used “we, they and them”, he always talked about the guys, the other guys in the bank as being the more dangerous ones. You know, “I’m not sure because I don’t know what they’re going to do.” He was always laying it off on them. I’ve came to found out that this is the hallmark of powerful negotiators in business. If you’re sitting across the table from someone that is constantly talking about the people that are not at the table, the rest of his team. You know, “My board of directors,” the guys that are not in the room that is a sign of the dominant decision maker in the group. 

They are covering their influence with plural pronouns because they do not want you to corner then and in the Chase Manhattan bank robbery, we had the mastermind of the bank robbery on the phone from the very beginning. He’d manipulated everybody and he was hiding that manipulation from everybody and he didn’t want us to know that he was the ring leader. So he was happy to pick up the phone and tell us about the other guys that were inside and he had to ask permission from them. He was constantly laying it off on them. 

I saw this in a kidnapping in the Philippines about 10 years after that and have come to learn that the dominant decision maker will avoid singular pronouns like the plague. He’s hiding or she is hiding their influence. So you’re talking to somebody who’s always using plural pronouns and trying to defer to others, you’re talking to a powerful and influential person and they know it and they don’t want you to corner them and that was the biggest lesson in the Chase Manhattan Bank. 

[00:47:25.8] MB: That’s such a fascinating story and obviously an incredibly important negotiating lesson as well, thank you for sharing that. What would one piece of homework be that you might have for some of the people listening to this podcast? 

[00:47:39.5] CV: You know watch the interactions around you just a little. Watch people talking at each other because they both want to go first and watch when one of them gets tired and the other keeps talking at the tired person, you’ll see the tired person try to get the other side to shut up by saying, “You’re right, you’re right, you’re right.” Watch the number of agreements that one person thinks was made when the other person just said, “You’re right,” with no intention of following through. 

Study the dynamics around you a little bit and you’ll see that if you will listen first, you’re going to save a lot of time and you’ll see that “you’re right” is what people say to you to get you to be quiet and when you can get out of that, the homework then is try to get people to say “that’s right” instead of “you’re right” and then see what happens. I can promise you that amazing things will happen. 

[00:48:46.5] MB: What are some resources you would recommend for listeners who want to do some more research about negotiation and some of the things we’ve discussed today?

[00:48:54.8] CV: All right, so I’m going to say I want you to buy my book, Never Split the Difference. I think you’re going to get a return in your investment before you finish the first chapter. I think it’s a great book primarily because I got a great co-author who wrote a readable book and the feedback that we’ve gotten back constantly from everybody that’s read it is, “It’s useable, it’s counter intuitive, and it’s an easy read.” It’s not unusual to have somebody tell me they’ve read it multiple times. So I’m going to ask you to buy my book. 

Now, we’ve got a bunch of stuff on the website, blackswanltd.com, that’s complimentary. It’s free. We give away a lot of free stuff. We’ve got a twice a month negotiation advisory newsletter that’s very short pieces to give you useable information that comes out twice a month. It’s called The Edge and it’s free. We’ve got a variety of different short PDF reports that will supplement your negotiation. Those are free, we’ve got some e-mail negotiation lessons that we charge you for and I think that they’re a great buy. You are going to get seven times your value out of anything that you buy from us and you’re going to get tremendous amount of value off our website and the free stuff also, blackswanltd.com. 

[00:50:20.0] MB: And I can agree, Chris’s book is amazing and he obviously, anybody listening to this can tell that he has been through some incredible, and incredibly difficult negotiations and there are a ton of lessons from his book. Well Chris, this has been amazing. I’m so fascinated with your story and your background and all the work that you have done. I just wanted to say thank you very much for being on the Science of Success.

[00:50:43.1] CV: Man, you are awesome. Thank you for having me as a guest. 

 

 

October 20, 2016 /Lace Gilger
Best Of, Influence & Communication

Are You Oblivious to the Secret Game Being Played Around You? with Art of Charm Host Jordan Harbinger

June 01, 2016 by Lace Gilger in Influence & Communication

You may be oblivious to the secret relationship rules around you - and in this episode with Art of Charm host Jordan Harbinger we dig into what you can do to avoid the biggest mistakes and pitfalls when building relationships with influential people, looking at many different examples and stories.

If you want to take your relationships to the next level - listen to this episode!

Jordan is the co-founder and host of The Art of Charm - one of the top 50 podcasts on iTunes with more than two million downloads per month, he was named by Forbes as one of the 50 best relationship builders anywhere, and Inc Magazine called him the "Charlie Rose of Podcasting.”

We discuss the following topics:
-How you might be oblivious to the secret game being played around you
-The major networking mistakes you’re making
-How to build relationships with influential people
-How you might be sabotaging your relationships
-Why you should focus on providing value to others first
-How to create a scalable way to provide value to your network
-The “double-opt in” tactic
-Why it's a bad idea to ask “how can I help you?"
-And much more!

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions how to do that!).  

EPISODE TRANSCRIPT

Today we have another incredible guest on the show, Jordan Harbinger. Jordan is the co-founder and host of the Art of Charm, one of the top 50 podcasts on iTunes with more than two million downloads per month. He was named by Forbes as one of the 50 best relationship builders anywhere. Ink Magazine called him the Charlie Rose of podcasting. And he's been kidnapped not once but twice while traveling overseas through a war zone. Jordan, welcome to The Science of Success.

Jordan:	Hey. Thanks for having me on, man. I appreciate it.

Matt:	Well, we're super excited to have you on here.

Jordan:	Yeah. I mean, for me, I rarely get a chance to discuss a lot of these topics. I mean, people... Don't get me wrong, I get invited a lot, but it's hard to find shows where I actually can make a little bit of a difference, and I know you have an audience, so I'm excited to take part.

Matt:	So, tell me a little bit about your background and how you became interested in the field of relationship development.

Jordan:	Sure. So, I used to be an attorney on Wall Street, and I got hired by this guy named Dave, who's one of the major partners at this big firm. And I thought, hey, we're lawyers. We bill hours in six minute increments, and Dave was never in the office, and a lot of the other partners were. So, one day he took me out for coffee because H.R. kind of made him do that, and it was really interesting. He told me, "Ask me anything," because he was banging away on his Blackberry, and for me, I thought, all right, this is my chance to really dig in, and he thought I was going to ask him about real estate finance and all that good stuff, but instead I said, "Look. How come we're supposed to bill hours but you're never in the office?" And he kind of put down his Blackberry, and this point I think I'm probably getting fired in front of all these people at this crappy Starbucks in an office building. He said, "Well, look, I bring in a lot of the deals. I have a lot of relationships that the firm needs, and so I am able to kind of write my own ticket on that," and that changed the way that I look at work forever, because for me, I was getting outworked by a lot of people in this firm, simply because there were people there who left their families in India or Russia to take this job, and no matter how much you think you've got the idea that you want to get ahead, you're probably never going to be as hungry as somebody like that. And, in addition, there were really brilliant people there, and as you know, it's hard to make yourself smarter and it's hard to feign interest in a topic that you don't care about. So, there were people that were just somehow passionate about real estate finance and these kinds of deals. So, for me, I thought, I'm never going to be able to motivate like these folks and work as much as these folks, despite good work ethic and habits. And so, I found this sort of secret, hidden path--third path, I should say--to the top, and I had previously thought, okay, you work your way to the top, put in your time, and then you get introduced along the way to all these high level people and you start hanging out and throwing each other deals, and it turns out it kind of happens the other way around. You make the connections first very consciously, or you can wait for it to happen, and for many people it simply never does. And, if you actively, proactively go after this, you're going to have a much easier time, because Dave was indispensible. I mean, he was a dude from Brooklyn with a tan, so he knew something other people did not, and that was that you can write your own ticket. If people need you, of course, you become more valuable. And the way to do that is to not just be another drone working 2,000 hour years, billing 2,000 hour years, working God knows how many hours to get that in your billing docket, but being able to create those relationships and maintain those relationships that get the company work at the firm deals. That's the key, and most people can't do it, because people are willing to work hard. It's a matter of putting in hours. People are willing to study the material. It's a matter of motivation. But developing relationships is a whole different skill set that's a lot harder for a lot of bookish people, and so it makes it harder for people like that, often for people like that to make these connections. So, I figured I had a really good competitive advantage, and I just learned about it right in the beginning of my career, whereas at the Art of Charm, what I'm finding now, since we've been teaching this skill set for the better part of a decade, most people find out they need this skill set somewhere where they're hitting middle to upper management, and they go, oh, wait a minute. I'm not getting promoted because I don't have the connections. I'm not making the connections that other people are making. I'm not getting it done. And that was really interesting for me, because I thought, okay, well, everybody knows this skill set. Everybody knows how to do this. At some point they learn it along the way. But, as I told you, I figured this out early enough, and now I see the guys coming through the AOC boot camp, and some of them are 50 and they're like, "Look, I'm never going to be a partner unless I get this handled. It's just never going to happen."

Matt:	That's a fascinating story. So, what do you think some of the things... Like, why do people struggle with... whether you call it networking or relationship building or whatever it might be?

Jordan:	I think a lot of people don't want to do it, and I don't blame them, because it can be really awful and annoying. And I think also, a lot of people don't have the aptitude for it. It doesn't mean they can't learn it. It just means that it hasn't come by them naturally. Especially smart, high performers. A lot of them deprioritized social skills for their whole life, and then they get in the working world and they're thinking, ha, I win, all you jocks! I'm the guy who knows how to program the computer. I'm the guy who knows how to work the machinery. I'm the guy who worked his butt off in law school or medical school, but then you get to the point where the soft skills matter a lot more. And you go, uh, okay, and then you try to learn it or you try to think about learning it, but the fact is you can't just pack in a lifetime of social skills in a couple of weeks of book reading. So, this is a skill set that's learned in a completely different way than people are used to, and it takes an entirely different path than most of hte people who got to where they are now are used to. There's a book called... I think it's called What Got You Here Won't Get You There. Have you ever heard of this? 

Matt:	Yeah.

Jordan:	And that's a perfect analogy or a perfect way of describing what this phenomenon looks like, because what got you into the Wall Street firm is not necessarily going to get you to the top. What got you into the top medical school or to whatever medical school, it's not necessarily what's going to get you to become chief of surgery. It's two totally different skill sets, and I used to, when I was younger, I would meet guys occasionally who were like, oh, chief of surgery, U of M hospital, and I'm thinking, this guy's like this pretty cool, outgoing, charismatic dude. You must learn how to do that at some point before you become chief of surgery. And the truth is, that guy was probably always outgoing and charismatic and magnetic, and he went to medical school, and then he got promoted way up the ladder because he was a leader and he was able to forge alliances. Most of us, we never learn this stuff, and that's what holds us back eventually. And a lot of folks right now might even be going, well, I don't know about that. If you are ignorant of this, willfully or otherwise, you're simply voluntarily becoming oblivious to the secret game being played around you, and that's what a lot of professionals find out really late in the game.

Matt:	That's great advice. So, I can already hear somebody listening to this saying, "Oh, I'm not that kind of person." Do you think that this is a learnable skill set? Is it trainable?

Jordan:	I know it's trainable, yeah. It absolutely is very trainable, and I know that because I do it every single week at the Art of Charm, and we've seen some results of it. It's not just like, oh, I tell people I can teach them this stuff. I mean, we teach this to not only AOC clients that come in who are in college or in a regular profession, but we've had intelligence agents come through from various countries. We've had special forces come through from the United States and from special air service and other countries in the Commonwealth, and in the five eyes, if you will. We've had a lot of people come in who are already very high performing and we've had people come in who are in need of a little bit of scraping off some of the rust, and we see everybody go back with major, major results. Of course, you can't necessarily get 100% with everybody, but the people who come in and actually want to learn and are willing to do the work after they come in as well as the prep work we give before have huge shifts. The only time we ever see where it's like, ugh, that didn't work out so well for them, is when people come in, they haven't done the prep work, and they're simply not willing to do the follow up, and they kind of expected a magic pill that was going to happen over the five days they were here, and that's unrealistic. So, those people's results are obviously not as good.

Matt:	Changing gears a little bit, one of the things you talk about is the idea of giving value first instead of having sort of a transactional mindset when you think about relationships. Can you extrapolate on that a little bit?

Jordan:	Sure. I think most people--and reasonably so, understandably so--focus on what they can get from other people, and that's why you see a lot of the common networking mistakes, and these mistakes include things like... and we can go over these in depth, as well. Actually, you know, let me back up a little bit. We can illustrate this concept by using networking mistakes, but I want to sort of define it a little better. A lot of people look at what they can get out of an interaction instead of what they can give, and that's reasonable because we're, at the end of the day, trying to survive or thrive or grow our own business or whatever. We're looking out for ourselves, completely, totally human and very rational process of thought. And you end up making a lot of serious mistakes with networking because you fail to think about how this looks from other people's perspectives and you fail to, as another book title states, you fail to dig the well before you're thirsty. So, that leads us to the first mistake or sin of networking, which is not digging the well before you're thirsty. I know a ton of people early on in the Art of Charm, the history of the company, who made the mistake--now retrospectively big mistake--of doing things like... Well, here's a great example, and I won't throw this person under the bus by using their name, but I originally started the show in 2007 and nobody knew what a podcast was, and I didn't really know how to promote things online. I mean, that wasn't something I was good at. I didn't understand how it worked. And so I would text friends and I would post things on people's Facebook walls, like, "Hey, I started this new show. Let me know what you think." And I got a lot of semi-negative feedback from friends, not about the show itself but people saying, "Hey, I haven't talked to you in, like, three months and then you just randomly post this thing on my wall. I wasn't sure if it was spam." And I'm like, "Sorry. I'm in law school and I was working on this side project. Yeah, I do feel bad. I do think about you wand wonder about you," and stuff like that, and they're like, "Oh, cool. Yeah. Let me have a listen to your show and I'll let you know what I think." So, we had a lot of that in the beginning, and I sort of learned that lesson really early on. Like, oh yeah, duh. I'm being really selfish here. But where it really hit me, and where I really started to notice it, wasn't the candid feedback from friends, but when other people did it to me, and I remember reaching out and asking this guy who was my friend, "Hey, would you be interviewed on my podcast? It's really going to be super helpful and I know you like to help people out, or at least I hope you'd like to help people out, and you wrote this book on..." I don't know. It was something to do with sex, I think it was, back in the time, and I thought it would be cool and fun and controversial, and he texted back, "Lose my number. Don't ask me for crap again." And I was like, what the hell? And so, I emailed him an apology and I was like, "Hey, sorry about that," and he was like, "You know, this is something that I get paid for." And I was like, "Oh, wait a minute. I didn't go out of line by asking you to do this. You're just an a-hole who thinks you should be compensated for every time you fart, and that's ridiculous. You should be thankful for the opportunity to speak to an audience." I mean, this is a person who would give lectures to rooms with 12 guys in it. Now, I'm offering... At that time we were new, probably only a few hundred people listening to the show, but when have you ever packed a room with that many people? Never. But, you know, to reply with, like, "Lose my number," that was just a ridiculous... Well, fast forward a few years later. His PR people emailed me a request for him to come on the show, because a lot of people had heard of us and we were... At that point, we had really snowballed into something in our little niche, which, at the time, was dating-focused. And I found the conversation. You know iTunes and iPhones, they just keep everything frigging forever? I just did a search for his name and I did a screenshot, and I wrote, "Here's why I will not have him on the show." And his PR person was like, "Oh my gosh. I don't blame you." And this is a person who works for him, right, who's just like, "I got nothing. If you reconsider, that would be great. Maybe he was stressed out." And I was like, "No, I emailed him about this. He had plenty of time to cool down. And then he replied that he needed to be paid for it." And I go, "So, how much is he..." and I didn't even consider this for real, but I said, "How much is he willing to pay to be on the show?" And the PR person was like, "Let me get back to you." And he did offer to pay to be on the show, and I said, "Nah, we're worth a little bit more than that." I can't remember what it was. He would have had to offer me, like, the price of a car to get on the show at that point. And, you know, looking back, it was kind of a petty thing to do. This was probably six, seven years ago now that I did that. It was a little bit petty and I wouldn't respond in that same way, but I will tell you what. I don't care how enlightened someone is. If you act that way towards them, they're going to probably want to do that. They just might not have done it. I did this when I was probably 27, right. Now I'm 36, so I'd like to think I'm a little bit more mature. But I will tell you that even though I went through and did it back then, there's a lot of people who would think about doing it and would instead just say, "You know what? I'm going to pass for now," or something along those lines. And the reason is, look, you've got to dig your well before you're thirsty. This isn't just about him blowing us off in a rude way earlier. Perhaps a better example are the people that launch a book, and this is something we're all familiar with as thought leaders now, whether you've written a book or whether you're a show host like you are now, Matt, you know those people that launch a book. You haven't heard from this schmo in your years. You've never heard from this person, and then they reach out personally or their PR person reaches out and it's like, "Hey, saw your show on the top of iTunes. Would love to get schmopity-schmope on your show now that her book is launching in September," and you're thinking, who the hell are you and why? What's in it for me? I emailed so-and-so a long time ago and they never replied, or I've never heard of this person. Why are they suddenly reaching out? I mean, I get that they're doing a launch. PR is a fact of life. It's a real thing. But there's not that much value in me having the same guest as 87,000 other freaking podcasts, and this person never reached out to me before. So, the reason I'm doing your show and I'm spending an hour with you is, and I know you've got a great platform that you've just told me about five seconds before we started recording, but I did it because we have mutual connections and you and I had had an exchange before, an email, which was, and I looked at it just recently after I asked you how we knew each other before, oh yeah, this person. This is Matt. Okay, got it. Now all is well, right, because you didn't just email me out of freaking nowhere and go, "Hey, can I have you on my podcast? It's new."

Matt:	Yeah.

Jordan:	We had a previous connection, and, had I said no, I know from watching interactions with you and other mutual friends that you wouldn't be like, "Jordan's such a dick. I'm going to treat him like crap now." You know, it was like, "Oh, I'm just reaching out in order to get something. There's no outcome dependency on this." And that leads to the second networking mistake. So, first of all, that's what we call dig the well before you're thirsty. You have to be out there helping people get what they want, helping people out, creating relationships before there's an agenda on the table, otherwise the default thought that I have is, what do you want from me? whenever you reach out. And that's what I have, no matter what, and that's what most people have. So, if you reach out and I say, "What can I do to help you?" and you go, "Actually, nothing right now, but I saw that you were looking for guests for your show and I happened to be friends with so-and-so. Are they interesting to you?" If I'm like, wow, okay, that's cool. So your whole agenda for this email is to help me? And then later on, you know, maybe you'll need something but maybe not, but it doesn't matter because we're not even talking about that right now? That's digging the well before you're thirsty. But it leads to the second networking mistake, which is keeping score. So, what a lot of people do is they do this weird tit for tat, and there's kind of a fine line here when it comes to dig you well before you're thirsty and don't keep score, and we can get into that in a second, but a lot of people, they do the following: "Hey, Jordan. I would love to introduce you to Tom Cruise. It would be great if he were on your show." And then I go, "Cool. You know him?" "Well, know, but my friend's friend's cousin's friend's uncle's buddy does, so let me see if that can happen. And then you try and it doesn't pan out, and then I go, oh well, and you go, "Well, now that I've got you here, can I ask you to come speak at my event for free?" Or even more likely, "Hey, look, I've got this thing that you don't really want," and you cold email it to me. "Here's a copy of a book." Great. And then, you know, "Can you come on and do this other thing for me?" And then I start to realize, since the proximity of the give and the ask is so close together, I start to think, oh, I get it. Matt--to put you in the devil's seat--Matt only gave me that introduction because he wanted me to do something in return. And that's the first nuance of keeping score, and it leaves a really sour taste in someone's mouth. Like, suppose after this interview, you're like... And people do this to me all the time, Matt, and it's super annoying. They'll say, "Hey, can I have you on the show?" And I go, "Okay, cool. Yeah, why not?" And then right after we're done, probably haven't even flicked off the record switch yet, they go, "So, just let me know. When should I come on your show? I'd love to talk about my skincare line," or whatever, and I'm thinking, "Oh, I get it. I get it. You had me on your show not because there's value in this for your audience, but because you wanted some sort of BS give so that you could then come on my platform, so now I get to look and feel like crap when I say no. And I have since become a little bit inoculated to that, where I now just say, "Yeah, I don't really see that as a fit, but you can talk to my producer, who I've specifically delegated the task of viciously vetting any hosts that come on the show. So, even if you, at the end of this, did say, 'Hey, look, I've got this thing. I think it would be great for Art of Charm,' I would say, 'Great. Here's a pitch form that you can everyone else uses and my producer gets it and he will reply in three months with a yes or a no and then go from there, and that's a beautiful thing, but I've literally had to build that around myself because of the frequency with which this happens, and I get why people do it. Because it seems logical, right? Like, instead of just asking for what we want, which seems really one-sided, we decide to do some sort of give, but the give isn't real. It's kind of a bait and switch. Even if it's a great give, like, look, you know, my friend has a lake house you can use in Tahoe, and I show up and then afterwards they go, "Hey, can I come on your show?" That's kind of unfair, right, because I do owe you one, but I don't owe you a big chunk of my business, or I don't owe you 100,000 people's time, which is the audience of the Art of Charm. I don't owe you their time, right. I don't think it's a fit, so you're literally asking me to waste all of their time and my time and resources doing that. That's not really a fair trade, because it's a covert contract. You're waiting for me to accept what I think is a favor, and then you bait and switch and go, "Just kidding! It's a trade." And now I have to deal with that on my end, and that's sort of the first part of keeping score. Does that make sense?

Matt:	Yeah, that makes a lot of sense. The concept of using an intermediary to say no is something that I use even with a virtual assistant to schedule my meetings. So, she has ruthless parameters about when I'll meet and what I'll meet on, and I'm just like, "Great, thanks for connecting. She's going to book a meeting." And then, you know, she always... She's the bad guy in that situation. 

Jordan:	You know, it's funny, because I had to use the same thing. I had to actually undo that with... I think you rescheduled this time for whatever. It was probably...

Matt:	I did.

Jordan:	And Jenny goes, "Matt Bodnar has to reschedule." And I remember this now very clearly. I said, "Oh. Can you make sure it's not, like, four months down the line?" Because the default parameter is, if somebody reschedules and it's not for a great reason or I don't know them or whatever, they just go to the absolute back of the line. And that line is now really long, because it's not like, oh, I'm just so busy. It's just that I devote such a small amount of time to doing things like this generally, and I said, "No, no, no. Just let him pick something and move stuff around, as long as it's not another appointment." And she did that, as far as I understand, or at least made that available to you somehow. 

Matt:	Yeah. No, it was super smooth, and honestly, the reason I rescheduled is I had an epic case of food poisoning and I couldn't even get out of bed.

Jordan:	She said something like... Because I remember being like, "Why?" and she said, oh, well, you know... I think she told me that you weren't feeling well and I thought, okay, that's probably real. I don't remember exactly now what it was, but I remember making sure that happened. But look, had you been anyone else, I would have simply said, "Sure. Whatever." And there are people that I talked to recently. Last week I talked to somebody, and I remember thinking, like, this guy's name sounds so familiar. They scheduled it in January. And I thought, holy cow, that's ridiculous. But it's fine for me, because otherwise, when I didn't have these parameters in place, there was one week where I did 20 hours of other people's shows.

Matt:	That's incredible. That's crazy.

Jordan:	It sounds great when you're trying to promote something, but when it's literally just there's no filter for whose crap you're doing, because you're on a PR... I was just like, I will do any show. This is probably two years ago, three years ago now, because I wanted to see what the effect would be. The effect was I lost a lot of time doing shows that had nine people listening, but I got a lot of practice being interviewed. That was not good ROI over the long term. But anyway, going back to the keeping score thing, that's the first part of keeping score. The second part of keeping score is on the other end of the equation, which is people hoard their connections, and what it means... It looks a little something like this. There's a woman that I knew from a long ago and I helped her out with a bunch of different things, and then, as it turned out, she knew somebody that I really wanted to interview, and I can't even remember who it was now. It's probably not that big of a deal compared to where we are now, but back then I was like, this is such-and-such person! It was some Hollywood person, like an actor. I thought, this is going to be super cool. I'm just going to ask Kathleen for this introduction and it should be a no-brainer. I mean, I've helped her a lot. And on the one hand, I was keeping score. So, I said to her, "Hey, Kathleen. I would love to be introduced to so-and-so." And she said, "Sorry. I'm eventually going to have to use that connection for something myself one day." And so, looking back, we both made a mistake, because I was annoyed with her for not making that intro, but that's because I was keeping score. I thought, I've helped you so much. Why aren't you going to help me? And her reason for not doing it was also really bad, because your network is like a muscle. It atrophies when you don't use it, and when you work it out well, when you make good intros, it strengthens that connection. If I introduced you, Matt, to a bunch of really awesome guests, you're going to be like, "That's awesome. Thanks, Jordan. I really appreciate it." Of course, if I introduce you to a bunch of junk food guests that waste your time and have nothing to offer, that connection between you and I sours a little bit, because you're not mad at me. You just think I have crap judgment and introductions and you won't take them anymore. Now, with Kathleen, she was being stingy because she thought, well, I don't want to email this person because if I do, they might eventually not want to take my email anymore, which is a ridiculous thought. That's not how relationships work, generally. You're not asking that person for a favor. You're having them meet somebody who's got mutual value. It's completely different, right? So, we were both keeping score, and that didn't work. I learned the lesson, though, and decided not to be mad when people wouldn't do things, and I still help them anyway, up to a point at which I think I'm being used, which is actually very rare. And she kept doing that. I remember years later, there were other things that I had asked her to help out with or introductions to be made, and this is somebody who I thought was my friend, and it was always, "Well, I don't know. I have to think about it, because I might want to ask them for the..." And it was always like this farfetched idea, and eventually she lost her position in Hollywood, and I would imagine that it had a lot to do with the fact that she wasn't developing relationships properly, because that town is all about relationships. So, if you're hoarding everybody that you come across and you're not strengthening that network, well, if you treat everybody like I got treated, then yeah, there's a lot of people who won't want to deal with you anymore. And so, she eventually had to move back home to the Midwest, which sucks. And a lot of people do this keeping score thing. They do it a whole lot. And again, it creates covert contracts, right, where, "Well, hey, Matt. I'm going to introduce you to a bunch of guests," and then I do that and you're like, "Hey, if I can ever help with anything..." and I'm like, "Funny you should ask. I'd love to bring my family to your lake house in Lake Tahoe." And you're thinking, uh, wow. I really don't want to do that, because I don't know you that well, or I don't want your dumb kids in my swimming pool, or whatever. But now you feel like you have to say yes. If you say no, right, which is normal in other relationships, the question is, if I'm not keeping score, I just think, that's fine. Totally reasonable. But if I'm keeping score, I get angry at you, right. Secretly, usually. Because few of us have... We know when we're doing this. Few of us have the audacity to go, "But I introduced you to this guy and that guy and that woman and this other person. How dare you say no to my totally unrelated request?" That's when you know you're keeping score. So, the way to tell if you're doing this, if you're not really that self-aware with it yet, is if you do a lot to help other people and they don't help you, how much do you care? Do you just think, oh, that's kind of strange they wouldn't do it but they must have their reasons? Or do you think, that son of a bitch. I've done so much for him. Because if it's that, you're keeping score and you should stop doing that right away.

Matt:	That's great advice, and I think a lot of people fall prey to keeping score, even sometimes at a subconscious level. 

Jordan:	It usually happens subconsciously. Most of us aren't like... Actually, I shouldn't say that. A lot of people are subconscious with it, but you're right. There's a lot of people who have designs that sound like, all right, here's my plan. I'm going to help Matt get a bunch of guests and then I'm going to ask him for a bunch of his products for free, and he'll probably say yes because I hooked him up. That's a good plan. And, you know, I get it, kind of, and it sounds okay on its face. Like, we're just making a trade. But the problem is, one, you end up with that resentment on both sides of the equation, and two, I don't want the... you really don't want the calculation in your head to be "Should I help this person, because what will I get in return?" Because you cannot plan for this. Actually, I have a really good example of this, if you still have time for another nail in this coffin of keeping score.

Matt:	Let's hear it.

Jordan:	So, when I first moved to L.A., I had a toothache. I just got one out of the blue. Never had one before and I was like, ugh, this is... I don't know if you ever had a toothache. It's the worst frigging pain ever. It's annoying. It's inside your freaking brain, you know. It's awful and invasive, and so I kept calling dentists, like, "Can you see me tomorrow? I got a toothache." "Well, actually, we're booked." "Oh, we don't take new patients." "Well, yeah, but we're super uber far away and you don't have a car yet because you moved here yesterday and it's going to be a $90,000 cab ride and we'll see you between 1:00 p.m. and 7:00 p.m. So, all these dentists kept saying, "Go to the ER." And I thought, there's no frigging way I'm doing that. They're just going to tie a string to it and slam the door. That's not going to work. And so, I posted on Facebook in desperation, "Look, I have a toothache. I'm in this part of L.A. Does anybody have a dentist they can recommend? And some guy I don't even know, because I have my settings set to public, he said, "Yeah. My aunt's a dentist and she works in XYZ neighborhood. Is that close to you?" "Yes, it is." He goes, "Yeah. Let me know. What's your phone number? I'll call and I'll ask her for a favor," and I was like, "This may or may not work," gave my info. He called me back right away and said, "Look. She's going to see you tomorrow at eight. Is that cool? It's pretty early. She's got a full docket. She's just going to show up early and help you." And I thought, that's amazing. Yeah, I love you right now. I could kiss you. So, I went there, got my tooth fixed, got a fair price for it, and wrote the guy back, "Hey, look. Anything that I can ever do to help you, just let me know. This was huge for me." And it would be really convenient if that guy needed something from me that I could actually provide, and it didn't happen that way. What happened was he said, "I've got a graphic design portfolio. I know you've got a website and stuff. Please keep me in mind for any jobs." That's not how it shook out, but what happened was I said, "Yeah, sure, I'll keep my ear to the ground," which, you know, I'm not going to go looking for jobs for him, but I will keep my ear to the ground. It was an unrelated thing. He wasn't keeping score. He just thought, well, sure, since you're asking. At least, that's the way it came across, and so I didn't feel super obligated to help him with this totally random thing, but I thought, he's a great guy. I would love to help him if I could. Four days later, I get an email from someone that says, "Who does your website? Mine needs redoing and I can't find anybody to do it." I emailed that guy and said, "Look, I know you're graphic design and not web design, but do you think you can help this person?" And he said, "Actually, I can totally do web design. I just don't like it as much as graphic design." So, he ended up with what later turned out and evolved into an $80,000 a year full-time job managing a portfolio of websites, and he got that because he gave me a connection to his aunt, who was a dentist in L.A. Now, you can't plan for that. You can't plan to hook up somebody with a dentist that doesn't even run a company in which you're looking for work and you're not even sure if you're looking for work in that area, and then magically find a job four days later. You can't plan for that, but if you're keeping score, if you're agenda is, I'm helping people that can give me things that I want, he would have missed that opportunity, right. It wasn't even remotely on the horizon. It wasn't on the radar at all. It happened through chance, and the reason that the chance ever happened at all was because he helped me without expecting anything theoretically in return, and I gave him something in return that I didn't even realize was going to be exactly what he wanted. But if you're keeping score, that's completely off the table. There's no way you can plan for it, and therefore you would say, "I could help him, but I don't really feel like it," and then that's the end of the transaction, because it's transactional instead of being relationship based. 

Matt:	Yeah. There are so many examples that I can think of in my own life of people that I've connected to each other that somehow ended up... You know, somebody gets a job offer, finds a new career, or whatever it might be. But you can never foresee that ahead of time.

Jordan:	Think about how most people meet their wife. It's very rarely like, "Well, I was at this one dating event where we were talking with other single people and she happened to be a match." That happens more now because of the internet, but back in the day, look at anybody who's your parents age, and even our age, the vast majority of people, they still meet people through their circle of friends. They're not going out with their friends every day like, "Hey, Melissa. Can you introduce me to all the single females that you think might be available to me?" That doesn't happen. You just go out with your friends and one day Melissa brings her cousin and you guys hit it off. You don't do that, you don't go out with Melissa merely because she always has... And maybe you do have this female friend, but you're not going out with her, chances are, because she has attractive friends that one day you might be able to meet and get married to. That's pretty fricking rare, right. You don't really plan for that. And yet, we do that all the time in our personal lives, but man, try doing it for business. It's like people have never heard this concept before. And I understand it. I had to learn it myself the hard way.

Matt:	So, changing gears again, are there any other networking mistakes that people should avoid?

Jordan:	Man, there are tons, but I think keeping score and not digging the well before you're thirsty are really the two sort of top that I see. There are other mistakes that I see. Being very transactional, as I hinted at before, instead of being relationship-based where things have to be tit for tat, which does dovetail into keeping score, or where people really often only think about what's in it for me and they don't actually... they're not looking at the other side of the equation. You've heard always be closing, right? ABC, always be closing. What we say at Art of Charm is always be giving, ABG. Not quite the same ring to it, but a better message in my opinion. What that means is always be looking for ways to help other people without worrying about what you're going to get in return, and when you constantly make that the practice instead of angling on how to get things from other people, you inevitably end up getting things back because of, one, the law of reciprocity, which is a real psychological concept, a la Cialdini. And two, the idea is, look, if I keep helping people get what they want, even if some people become more takers, the people who are giving all of that help, they tend to be happier, they tend to make relationships better, and also, it's very scalable, right. Because a lot of times... Well, here's a third/fourth networking mistake: thinking you're the one that has to deliver the product. And what I mean by product is you're the one that has to help everyone. For example, the guy who gave me the dentist in L.A., he didn't get hired by Art of Charm as a graphic designer. I merely made an introduction to someone else. So, if you're thinking, oh, well, I can't get anything from this person, or I can't help this person, if you're looking at ABG, right, and you're thinking, ugh, I can't help Matt because I don't know any good guests for his podcast, and that's what he's looking for, hypothetically. I can't really help him, so I guess I won't really try. It doesn't matter. You might know someone else who can provide that service and is looking to provide that service, whether for free or it's their job. So, if I say something along the lines of, "Man, you know, my house is such a dump. It's such a bachelor pad..." It's not. I live with my girlfriend, but hypothetically, and somebody goes, "Oh, man, I wish I could help Jordan but I'm not a decorator and I don't really know any good cleaners and I don't really have any good artist... I'm not an artist, so I can't help him out." Well, you're out of luck, and even if you are that person, you have to then do it yourself. Very time consuming. It's going to be very tough to help more than a couple of people every month, right, because you got ish to do. You got life. But if we're looking at it in a scalable way, you might say, "Oh. I know a great cleaning service if that's of use to you. I got a great interior decorator that might be able to provide something really cool for your studio. My friend is an artist." You make those intros via email and then we do the rest. You just helped me out in three ways in 13 minutes. All you did was connect people inside your own network, and a lot of people don't think about it like that. They think, hmm, well, if I can't help them directly, I'm out of luck. That's a problem, because even if you have a really great skill set like, oh, you're a marketer, you can help pretty much anybody. Well, that's great, but here's the problem: it's not scalable. It is scalable if you continually connect people in your network with each other, because as you do that, your network grows and those relationships grow. So, instead of you owing one to the guy who helped you out, those two people who you connected to each other, now they feel reciprocal value towards you, and so, you end up being able to really connect a lot of different strings on the web together, and those people all have good will towards you. You can do that every day. You can make introductions every single day. You can make ten every single day if you have the time. And so, what we recommend people do is, look, start out doing one a week, and actually, eventually, people start finding it hard to only do one a week. They end up doing three a week because stuff just keeps falling to them as they become known as the guy who knows everybody, guy or girl who knows everybody, and that's a great place to be because it takes you 30 seconds to think, "Ah, you need a new website? I know a great guy for that. Oh, you need a new marketer? I know a great guy for that. Oh, you know what? This thing on your site is broken? I actually have a guy who runs a product. Just came out, nobody knows about it. It fixes this problem for entrepreneurs. Do you want an introduction and free trial?" I mean, that stuff happens to me all the time now, but it took years to build it up. I never could've seen that coming, though. I just kind of gave this an experimental try, and I recommend that everybody listening do the same. 

Matt:	Yeah. Introducing people is such an easy way to provide value. And, you know, when I sit down with somebody new that I've never met, I usually leave with a list of five or six people that I want to introduce them to.

Jordan:	One caveat/technique before we wrap here is when you're making introductions or when you're going to, do what's called the double opt-in. I don't know if you've heard this before or talked about it. We talk about it a lot at Art of Charm, especially when we teach networking. The double opt-in is you might have that list of 10 or 20 and you're like, I got to introduce Matt to Jonathan! That would be such a great match! Well, you need to ask Jonathan first and I want to reach back out to Matt--you--and ask, "Hey, would you be open to meeting this guy Jonathan? He does x, y, and z," because of three or four small reasons, a few of which I'll explain here. One, you might already know each other. I don't know about you, but, for me, I feel like people look kind of dumb when they introduce me to somebody that I already know and they just didn't ask me. And I realize it's an innocent mistake, but it's kind of a dumb, awkward situation that's super avoidable.

Matt:	Yeah.

Jordan:	I guess I should... Maybe I'm judgy, but I feel like it's kind of a silly thing. It would be like if you and I were standing near each other at a party and someone comes up and goes, "Hey, Matt. This is Jordan." You're like, "Yeah, I know. We're eating right now, together, at the same table." But in the virtual world, you can't really tell that. So, it's just kind of a time waster for all three parties when you do something like that. And then I have to, what, reply and be like, "Hey, Matt! What's up, dude?" The other reason is that what if you don't like me, right? What if you get introduced to me or to Jonathan... Whatever. I just blew the analogy of the story. What if you get introduced to me and I'm like, oh, yeah, great. Another [INAUDIBLE 00:40:58] to Matt! And you're like, oh, frah, Jordan again? Oh, I was so avoiding this guy. I've avoided him for three years. I've successfully avoided him for three years and now suddenly Mitchell over here decides you should meet Jordan. Great. Now I got... And I'm all, "Hey, Matt, when are we going to do your show again?" or whatever annoying thing that I did that caused you not to like me in the first place. Now you've got to play that off again, and I've got to get...and I might even get offended by that. Like, oh, you introduced me to Matt and he didn't reply, or you introduced me to Matt and it wasn't fruitful. You look bad either way doing that because now I'm annoyed that I got introduced and nothing came out of it, and you're annoyed because you had to sort of bat me away yet again or humor me or whatever because of that person's unauthorized, unsolicited introduction. So, those are two really good reasons not to do that. And the third reason is just what if I'm really busy right now? Or there's some other reason why now's not a good time? And this happens to me a lot, much more than the first two, because I don't mind most people and it's usually not a big deal, but a lot of times people do the following: "Hey, Jordan! Was just talking with my friend Alex and he'd be a great fit for Art of Charm. Alex, Jordan is cc'd on this email." And then Alex replies 13 seconds later: "Thanks, buddy! Hey, Jordan, great to meet you. Really love what you're doing of The Art of Charm. Here's my ebook that's published on Amazon. I have no audience and I wrote it in two days and didn't spell check, but here it is. Let me know when to book your show!" And now I have to go, "Yeah, right now we've got a pretty full roster," and insert excuse here about why I can't book somebody, and it goes back to why I have an entire production staff whose job it is to go, "Hey, Alex. Looked at your big. Not a great fit for what we're doing. Good luck in the future!" and all this other stuff. But now I look kind of like a jerk because I had to go through that funnel, and Alex goes, "Thanks for the useless introduction," right? So, there's a lot of really fine points that can...and little barbs that can completely be filed off and avoided if you just ask me and you just ask the other person. You'll find out if we know each other; you'll find out if one of us doesn't like each other; you'll find out if the timing is good or not. And there are other reasons, too, but most people never bother doing this even though it takes about 30 extra seconds to send an email to each one of us: "Hey, would you be interested in an intro to this person?" And the only time it gets tricky is when one person says yes and the other person says no, but it's lucky when that happens before you make the introduction because now the monkey isn't on my back to say, hey, now's not a good time. If I reply no to the intro that you were going to make with somebody else, all you need to do is then say, "No problem. I got it," and then you reply to the other person who you offered an intro. And either you can ask the person who you think is most likely to say no first--that's a good one--but barring that, you can also say, "Hey, reached out to Jordan. He's slammed right now, but I'll circle back in a few months." And then you just let it go. And the other person might follow up in a few months, and you can try to repeat the process or you can even be honest and say, "Jordan doesn't want any new intros right now. He's a really busy guy. But we can try again later, maybe (smiley face)." That's completely understandable. If anybody gets angry with you for that, they're being unreasonable, in my opinion. So, the double opt-in is huge. It's key. It shows you know what you're doing. If I see the double opt-in, I'm so much more likely to trust your taste in the future simply because it's sort of that little kind of, like, wink and a nudge, that you get what...the value of my time and you get the value of the other person's time; and you also understand that you're doing us a favor and you're willing to take on the burden of kind of making...facilitating it, rather than just "I want to look good by making an introduction!" and then you take a steaming pile on the living room floor and then run away, which is what a non-double opt-in intro can look like when things go bad.

Matt:	Yeah. The double opt-in is a critical tool, for sure. Circling back to something you said earlier--the idea of kind of building scalable relationships--one of the things, personally, that I struggle with is: How do you keep up and kind of manage so many different relationships in a way that you can still be authentic and not have it be sort of too robotic and kind of automated?

Jordan:	Yeah. So, a lot of people ask me this question, or something along the lines of: Hey, how do I systemize a lot of this so that I remember to keep up with people? Like, after this interview--I'll be perfectly honest--there's a really good chance we won't talk again or see each other unless one of us randomly comes across something, until we have one of the hangouts for a group that we're in, right, or some online interaction. It's unlikely that I'll be sitting around one Sunday or that you'll be sitting around one Sunday and you're like, "I'm just going to send Jordan a quick text and see what's up." It's just... There's too much stuff going on. And, also, it's not that necessary, in my opinion, and I find that people at our level... You know, I'm friends with a lot of different I guess you'd call them online influencers -- guys like Tucker Max, for example. And maybe he's not the epitome of manners that we want to mention on a show like this, but, frankly, him and I talk pretty regularly, but usually it's when one of us has a question for the other person, a request, or something like that. And I don't think less of him or our interactions because there's always an agenda on one side or the other because it's not a negative agenda, right? It's not like, "I want to get this thing from him, but I don't want him to know." It's like, "Hey, Jordan. Can you introduce me to this person?" Or, "Do you have any ideas about how this might work? Because you're good at this." And I might say, "Hey, Tucker. Can you introduce me to this author? I emailed him and I didn't get a reply." It's fine. It's okay to do that. I don't really want a lot of small talk, generally. Don't get me wrong: If I go to an event and Tucker's there, I'll sit next to him for three meals in a row and chat. It's cool. I enjoy that. But that's what that's for. I don't need to use email and phone and all those other things like that. It's actually just... It's not required to keep that friendship going. It's just not. And so I do use automation tools, like the CRM that I have. I recommend things like Contactually for people who really have a problem keeping in touch. But, honestly, I don't love the idea of automating everything because then it gets to be a little sticky, where you start to see these patterns the more you use these tools where it's like, yeah, so-and-so's quarterly check-in. "Hey, let me know if there's anything I can do for you!" "Okay, I will. I know that your CRM software sent this out and you didn't even know. I know that you programmed this eight months ago when we first spoke." You know, and it's less authentic and, quite frankly, I don't remember ever replying to anything like that. And it's almost like a waste of time to say, "Hey, I'm good right now, but thanks." It's just... It's not useful. And so I prefer just the much more organic approach, and I don't mind if somebody pops out of the woodwork and says, "Jordan, it's been a really long time. We haven't spoken. I was thinking about you the other day because my friend started a podcast and I was wondering if there was a resource that you recommend." I don't have a problem with that. I'd much rather that than that person checks in every three months just to say what's up, unless we're actually really close, personal friends and we have some other bond. You know what I mean? I just don't require that kind of maintenance, and I know some people do, but I'm not one of those people and I don't know a lot of online influencers that are hurt that I don't tweet at them or email them regularly just to say hi. It just... It doesn't make sense. If I find something of value... Here's my guideline. If I find something of value for that person, I will say, "Hey, Clay. Random thing here, but I just thought of you." Or if someone on a social media outlet says, "How do I do this thing?" and I think, oh, I know the guy for that, I'll tag them in it. That's fine. I'm offering a value. I'm not just posting on their Facebook wall, "What's up, buddy? Haven't heard from you in a while!" It's just not that valuable, and if you're doing it for business, just do it when there's something in it for the other person. Don't do it just to "just pinging you to touch base!" I don't know why that's a little bit irritating, but I think it's the... I don't think it's one occasion; I think it's the frequency with which it happens and the scale in which it happens. Guys like Tim Ferriss, for example -- can you imagine how many people just ping him out of nowhere, that he's never met in his whole life and they're just like, "Just wanted to say what's up. Good work"?

Matt:	[Chuckles] Yeah, that's so true.

Jordan:	And it's cool. Don't get me wrong; I love when people say, "Hey, I love the show. Just wanted to drop you a note and let you know you changed my life." That's different than "Hey! Let me know if I can ever do anything for you!" Because I'm like, who are you? Why would... I don't know what you can do. I'm not going to think of something that you can do. You know, offer me something and I'll do the same for you. But if you're just reaching out for general "let me know if I can ever help with anything", it's like, well, I guess. [Scoffs] Sure. But I'm not going to take action on that.

Matt:	Yeah. That makes a lot of sense.

Jordan:	Like, if the next time you and I talk is in eight months and you say, "Hey, look. I wonder if you could recommend some other guests for my show," I will not be annoyed by that. It's fine if that's the next time you and I have contact, right. It's not going to be a big deal. I'm not going to think, oh, this guy doesn't reach out all year? He forgot my anniversary, and yet here he is, wanting an introduction? I mean, it's completely legitimate to do things that way, in my opinion. It probably sounds a little bit contra to dig your well before you're thirsty, but, as far as I'm concerned, we've already established some value here, so it's fine. And I think a lot of people get obsessed with "I want to make everybody think that we're really personal friends so that when I do need something, it's not weird," but that's not what you're doing. It's inauthentic. You're just sending me an automated thing so that I think we're personal friends so that then you can ask me for something later. It's still keeping score, but it's just kind of painted with this nice veneer of BS on it. I think that's why I find it irritating. Does that make sense?

Matt:	Yeah, it makes a lot of sense. I mean, you're such an expert in this field that it's great to hear your insights into what a lot of people might consider kind of a common practice.

Jordan:	It is. And don't get me wrong. Look, if your practice is to say happy birthday to people on Facebook to see if they're still alive, that's totally fine and that's totally legitimate. But I think the one thing that irritates me is just when it's fake and it's for the purposes of "maintaining the relationship", but, really, you're not behind it. It's just a system. If you think of me randomly and go, "Hey, dude, I saw this hilarious, random meme that reminded me of you because of that random conversation we had two years ago," there's a little bit of value there because there's a laugh in there or something. It's not just "Hey! How are you? Please reply to me and spend time when you get a chance so that I can not read it, so that we seem like friends." It's just... That happens so often that when it starts to happen with hundreds of people, you start to see those people in a separate category as you would genuine folks.

Matt:	Yeah. Well, wrapping up, what would one piece of homework be that you would give our listeners?

Jordan:	For me, I think, start introducing people in your network to each other. And if you don't know what kind of network you have, make a list of everybody that you met at the most recent event and start reaching out to them; thank them for being cool or whatever; say that you're glad to have met them; find out what they might need so you can keep your ear to the ground or what they're working on; and start introducing them to each other. If you know somebody who's new in town, introduce that person to your friggin' barber. Tell them about good restaurants in the area. I mean, these are... There's not a lot of rocket science here. It's just a matter of finding out where you can be valuable, and the answer is not asking them how you can be valuable because the reply to that is: I don't know, but thanks for the offer, because you're putting the monkey on their back. So, start looking and figuring out for yourself where you can be valuable to other people and start giving it without solicitation.

Matt:	That's a great piece of advice. One of the things that I always...that kind of annoys me is when people are like, "Oh, what can I do? What can I help you with?" You know what I mean? It's like...

Jordan:	Yeah, because the answer is: I don't friggin' know what you can do and it's not my job to go to your website, figure out what you're good at, request that of you, and then you go, "Meh." Oh, gosh. Here's something... I'm sorry. We're, like, ranting away on your show, but here's a perfect illustration of that point. I got an email from somebody who was like, "Hey, I would love to intern for Art of Charm. What positions do you have open?" And I said, "We don't have anything open. What do you have in mind to do?" And he sent me this outline of "Here's this project I'd like to do. I'd love to be able to read books and then write reviews about them." And I said, "Sure, you can send those along, and if they're great we'll publish them." And he goes, "Well, no, I'd need you to fly me out there and give me room and board and pay me for this."

Jordan:	And he goes, "Well, no, I'd need you to fly me out there and give me room and board and pay me for this." And I'm thinking, nah, I don't really need that, because that's a ridiculous request. First of all, I can hire anybody to do this bit of content, which, by the way, doesn't fit into any marketing plan that I have. You thought of it and emailed it to me. And I gave them another chance because they were ex-military, which usually those guys know better, but I gave them another chance and I said, "Here's what I actually need done." And he goes, "Nah, I feel like that would be a waste of my time. Let me know if you reconsider my project."

Matt:	Wow.

Jordan:	And I was like, "Are you kidding me? I'm not hiring you. I'm so double, triple not hiring you now. You don't want to do the work that I send you. You only want to do the work that you want to do, which I told you was not that valuable, and then not only do you insist on that, but you insist on doing it at absolutely ridiculous terms that are completely unreasonable." And it was just like, people do this all the time because they're not thinking about it, and I guarantee you that guy's having trouble finding employment. I would imagine there's just no way that you can write anybody and talk to them like that and expect a good result. And you're putting the monkey on someone else's back if you ask how you can help them. It sounds kind on its face, but you're doing exactly what that guy did, which is, "Read my mind and find something that I will want to do to help you, and then maybe I'll do it." That's not my job. I hire people when I need stuff done and I hire the best. So, if you've got an idea, not only should you present that idea to me, but you should present that idea, do a massive outline of what it'll look like, and ideally, if I reply with a yes, you should reply with the first couple of steps done and they should be just home runs. That's how you get hired at a company that hires high performers. You've got to kill it. Because otherwise, why am I trying to figure out how you can do your job that I don't even know exists yet? That's ridiculous. Yet people do that all the time. 

Matt:	Well, Jordan, thank you very much. This has been a fascinating conversation about networking mistakes and pitfalls, and I'm sure the listeners have learned a tremendous amount about things that you shouldn't do and some great stories about why you shouldn't necessarily pursue a lot of networking strategies that people might think are the right path forward, or think that they're chugging along and doing the right thing when really they could be completely self-sabotaging their networking efforts.

Jordan:	Totally. Yeah. Thank you very much for the opportunity.

Matt:	Well, thanks for being on The Science of Success.

 

 

June 01, 2016 /Lace Gilger
Influence & Communication

Why An Almost-Empty Cookie Jar Is More Valuable Than A Full One

February 23, 2016 by Austin Fabel in Weapons of Influence, Influence & Communication

This is the FINAL episode in a six-part series on "The Science of Success" titled WEAPONS of INFLUENCE, based on the best-selling book “Influence” by Robert Cialdini. Each of these weapons of influence are deeply rooted and verified by experimental psychology research (of which you'll get a ton of amazing examples). 

So what are the 6 weapons of influence?

  • Reciprocation

  • Consistency & Commitment

  • Social Proof

  • Liking

  • Authority

  • Scarcity

Today you’re going to learn about Scarcity Bias, and what happens when you take people’s cookies away; how changing a single phrase drove six times more sales; and why open outcry auctions turn your brain into mush. Like many of the weapons of influence, this is something we intuitively know and understand, but often don’t realize how powerful it is or how much it impacts our decisions at a subconscious level through daily life.

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions how to do that!).  

EPISODE TRANSCRIPT

Today, you’re going to learn what happens when you take people’s cookies away, how changing a single phrase drove six times more sales, and why open outcry options turn your brain into mush. 
	This is the final episode in a six part miniseries on the Science of Success titled Weapons of Influence, based on the bestselling book Influence by Robert Cialdini. Each of these Weapons of Influence are deeply rooted and verified by experimental psychology research which you’re gonna get a ton of amazing examples of, if you’re just now tuning in to this episode definitely go back and listen to the series because there is some amazing content in there. 
	Last week we talked about why con artists wear lifts in their shoes, how a normal person can administer lethal shots on innocent research subject, why 95 percent of nurses are willing to give deadly doses of drug to their patients, and much more. If you haven’t checked that episode out yet, listen to it after you listen to this one.
	I actually can’t believe that Weapons of Influence is already coming to an end. It’s been such a fun miniseries and I love the book influence by Robert Cialdini so, it’s been great for me to go back and really dig into somebody’s research examples and really learn about them, and it’s been awesome to share it with everybody on the podcast but, just because Weapons of Influence is ending…you know, we’ve got some amazing…really, really exciting contents an awesome interview some really deep dives and some cool subjects coming up in the next couple of weeks. Stay tuned and get excited but, this week we’re going to talk about the scarcity bias. Like many of the Weapons of Influence this is something that we intuitively know and understand. But, often don’t realize how powerful it is or how much it impacts our decisions at a subconscious level or throughout our daily lives.
	Here’s is how Cialdini describes scarcity bias, note how he describes something psychological reactive theory, this is a key part of the scarcity bias and also something that Charlie Monger touches on by another name, he call it deprival super reaction syndrome. Anyway, here’s how Cialdini describes it “according to the scarcity principle, people assign more value to opportunities when they are less available, the use of this principle for profit can be seen in such complainants techniques that limited numbers and deadline tactics. Where in practitioners try to convince us that access to what they’re offering is restricted by amount or time.
The scarcity principle holds for two reasons, first, because things that are difficult to obtain are typically more valuable, the availability of item or experience can serve as a shortcut queue to its quality, second, as things become less available we lose freedoms.
According to psychological reactions theory we respond to the loss of freedoms by wanting to have them, along with the goods or services connected to them more than before.
	The scarcity principle is most likely to hold true under two optimizing conditions: First, scarce items are heightened in value when they are newly scarce. That is, we value those things that have become recently restricted more than those that were restricted all along. Second, we are most attracted to scarce resources when we compete with others for them. Compliance practitioners’ reliance of scarcity articles as a weapon of influence is frequent, wide ranging, systematic and diverse. Whenever this is the case with a weapon of influence we can be assured that the principle involved has notable power in directing human actions.” 
	One of the most interest things that Cialdini mentions in that quote, is the fact that we want scarce things even more when we are competing with other people for those goods, and we’ll dig into a couple pieces of research that kind of showcase that but, lets dig into the research now and look at how the scarcity principle can impact your behavior.
	Let’s start out with an experiment that showcases the scarcity principle at work on kids as early as age two. A study in Virginia had researchers take two toys and place them in a room divided by a Plexiglas barrier. For half the kids the barrier was one foot high posing no barriers to the child ability to access the toy. For the other half of the kids the barrier was high enough that they were obstructed from reaching the toy without going around it. 
With the small one foot barrier children showed no preference for either toy. However as you would expect, once the barrier went up, children went for the obstructed toy three times faster than to the easily accessible toy, as the researchers said “the boys in this study demonstrated the classic terrible two’s response to a limitation of their freedom, outright defiance”.
	I think the fascinating thing about the two year old Plexiglas experiment, is the fact that the behavior starts to manifest itself at such an early age, right? And this ties it again to the thing that we heard again and again, is that these biases are built into our minds, they’re ingrained into our bodies, in our brains by our a society, by evolution, by all kinds of different factors very, very deeply ingrained and that’s why they have such a powerful effect on shaping human behavior.
	The next study takes a looks at how we perceive items that are banned, limited and restricted from us, and this result has been repeated across several other and different banned items with the same results. But, in this particular study it was in Dave County, Florida. The government imposed a ban prohibiting “the use and possession of laundry and cleaning products that could contain phosphates.” Cialdini described how the residents of Dave County reacted in two parts. “First, in what seems a Florida tradition, many Miamians turn to smuggling. Sometimes with neighbors and friends and large ‘soap caravans’, they drove to nearby counties to load up on phosphates detergents, hoarding quickly developed and in the rush of obsession that frequently characterizes hoarders, families boasted of having a twenty year supplies of phosphate cleaners.”
	That behavior looks pretty ridiculous and shows the lengths that people go once they perceive something scarce but, that’s only really scratching the surface of the underlying subconscious shift the people had towards the phosphates cleaners products after the ban is to me the most striking finding. This passage also helps to explain the concept of psychosocial reactive’s that we talked about at the top and how it underpins the scarcity principle. “The second reaction to the law was more subtle and more general than the deliberate defiance of the smugglers or hoarders. Spurred by the tendency to want but no longer have, the majority of the Miami consumers came to see phosphate cleaners as better products than before, compared to Tampa residents who were not affected by the Dave County ordinance, the citizens of Miami rated phosphate detergents gentler, more effective in cold water, better whiteners and fresheners and more powerful on stains. 
	After passage of the law they have even come to believe that the phosphate detergents poured more easily. This sort of response is typical of individuals who have lost an established freedom and recognizing that it is typical, is crucial to understanding how psychological reactions and the principles of scarcity work.
When something becomes less available our freedom to have it is limited, and we experience and increase desire for it, we rarely recognize however that psychological reactance has cause us to want the item more, all we know is that we want it. To make sense of the heighten desire for the item we begin to assign it possible qualities”. 
This is an extremely important finding and a very, very relevant distinction that Cialdini makes in that piece of research, psychological reactance theory…the fact that we have the freedom of having that detergent that was taken away, that’s what a subconscious level makes us want it even more but, what happens is we start inventing this conscious justification for it, we started inventing this imagine that changes of the trades and the characteristics of that item that we want and this is all taking place at a subconscious level and consciously this justifications make a ton of sense and we believe that, “oh, yeah, phosphates cleaners they’re better in cold water, they’re fresheners and whiteners, they’re better and even pours more easily.” All these things sort of bubble to the conscious mind and believe them, that those are the reasons why we are mad that they took away the phosphate cleaners but, the real reason, the real thing that worked here is the scarcity principle, it’s the fact that it was taken away, creates the subconscious desire to have it back, that visceral two year old response of “you can’t take away my toys” and we consciously develop all kinds of fake justifications for why we actually wanted it.
Something that really want to be tuned to really understand, because this happens all of the time, our subconscious makes a decision often because of the psychological bias, often because we’ve been influenced by one of these Weapons of Influence and consciously we make up with a completely different justification for why we made that decision or why we happen to like this thing more than others, why it happens to buy this thing more frequently than another thing.
	The next study that we’re gonna look at takes place in a more commercial context: How do buyers respond when what they want suddenly becomes scarce. I like to call this “where’s the beef?” This experiment showed how this subtle turn of  phrase and the way that information was presented in this content as exclusive information about an impending scarcity, drove more than six times the amount of sales for buyers. Robert Cialdini explains here, “The company’s customers, buyers for supermarkets and other retail food outlets were called on the phone as usual by a sales person and asked for a purchase in one of three ways. One set of customers heard a standards sales presentations before being asked for their orders.
Another set of customers heard the standard sales presentation plus information that the supplier of the imported beef was likely to be scarce in the upcoming months. A third group received the standard sales presentation and the information about the scarce supply of beef. However, they also learned the scarce supply news was not generally available information. It had come, they were told, to certain exclusive contacts that the company had. That’s the customers who received this last sales presentation learned that not only was the availability of the product limited, so too was the news concerning, the scarcity double-whammy”.
	So, you probably see what’s gonna happen next, right? Cialdini continues, “The results of the experiment quickly became apparent when the company sales people begin to urge the owner to buy more beef because there wasn’t enough in the inventory to keep up with all the orders they we’re receiving. Compared to the customers who only got the standards sales appeal, those who were also told about the future scarcity of beef bought more than twice as much. The real boost in sales, however, occurred among the customers who heard the impending scarcity and the exclusive information. They purchased six times the amount that the customers who had received the standard sales pitch did. Apparently the effect of the news about the impending scarcity was it self-scarce made especially persuasive.” I love the phrase scarcity double-whammy. This experiment is such a simple and powerful demonstration of broad reaching and it impact of scarcity principle can really be.
	When the information about the impending scarcity was given to the customers, they doubled their beef. That alone is a fascinated finding, right? You double your sales just by leveraging the scarcity tactic. But, as soon as that information itself somehow become scarce they had six times more sales. That one really made me pause and think. It’s amazing how much scarcity can drive human behavior, just the scarcity itself more than double itself but, the fact that the scarcity was scarce information in its own…six times more it’s incredible. 
	This next experiment is one of my favorites and we’re gonna look it at three different parts, and I call it the cookie experiment. The first part of the experiment was simple enough. People were shown a jar of cookies. It either had ten cookies in it or it had two cookies in it, and they were asked to rate the cookies across a number of factors. Unsurprisingly, when there were only two cookies in the jar they were rated “as more desirable to eat in the future, more attractive as a consumers item, more costly than the identical cookies in abundant supply” then the experiment has mixed things up a bit, they kept the part of the experiment there were people in the jar that had two cookies in it but, the people with the jar of ten cookies had the jar taken away then replaced with the jar than only had two cookies.
	The goal of this particular twist was to measure how people reacted to a change in scarcity, instead of just a constant scarcity condition, Cialdini explains, “In the cookie experiment the answer is plain, the drop from abundance to scarcity produced a decidedly more positive reaction to the cookies than did constant scarcity, the idea that newly experienced scarcity is the more powerful kind applies to situations well beyond the balance of the situations study. For example, social scientists had determine the such scarcity explain is that primary cause by a political and thermal unbalance.” The researchers weren’t done having fun with cookies yet. They wanted to dig even deeper and so they looked at how suggest what react to cookies scarcity created from different sources. Cialdini elaborates here: “Certain participants were told that some of their cookies had to be given away other raiders in order to supply the demand for cookies in the study. Another set of participants was told that the number of their cookies had to be reduced because the researcher had simply made a mistake and simply given them the wrong jar initially.
The result showed that those whose cookies became scare through the process of social demand like the cookies significantly more than then those whose cookies become scarce by mistake. In fact, the cookies became less available through social demand were rated the most desirable of any in the study. This finding highlights the importance of competition in the pursuit to limited resources not only do we want the same item more when it is scarce, we wanted most when we are in competition for it. This is a key distinction and one that underpins an important learning about scarcity, we want things more when we’re in competition for them, not just when they’re scarce.”
Here’s the last fascinating bit from this series of cookie experiment, who would have thought you could learn so much from cookie jars, the one thing that held constantly through the research at no point did the subjects say the cookies tasted any better. They only rated them higher, more attractive and they say that they would pay a higher price for them. Cialdini concludes, “Therein lies an important insight the joy is not in the experiencing of a scarce commodity but, in the possessing of it”.
	It turns out that we like having our cake more than eating it as long as is scarce enough. I found the cookies experiment interesting  I think there’s so many different takeaways from it but, you know I’m really amazed that this research were be able to pull out just from using a few jars of cookies and measuring human behavior impacts the way people perceive that but, two things that I really think it’s important for you to draw out from the cookie experiment one, obviously is the idea of people wanted it more when they were competing with other people for the cookies, that’s what made it them wanted it most, and when you think about this tie that back to the idea to the biologically limits of the mind which we talked about in an earlier podcast there’s very much kind of a visceral real sort of revolutionary feel to that, right? The idea that in wild…in the times before society existed people were competing for resources and if somebody else has…you know, more resources than you, you wanted even more, you’re more fueled to go get it. And, I think the other thing that is fascinating that a not point do they actually rate the cookies any better the enjoyment of the cookies themselves was unchanged but, the scarcity bias materially impacted their desire for the cookies.
I think that’s the part that is really, really critical, the cookies didn’t taste any better but, the possession of the cookies just because they were scarce is what made people want them so much, is what the people really cared the most about. 
	Lastly, I wanted just include a quote about open outcry auctions, right? Open outcry auctions, are a great example of not only scarcity but also, many of the other Weapons of Influence and how they come together to social proof, etc...I’ll give you this quote from Charlie Monger were he kinds of talks about how multiple biases can compound together in what he calls a lollapalooza effect to basically multiply the power and the influence of all of these different biases. “Finally the open outcry auction. While the open an outcry auction is just made to turn the brain into mush, you got social proof the other guy is betting, you get reciprocation tendency, you get deprival super reactions syndrome and this thing is going away. I mean, it’s just absolutely it’s designed to manipulate people into idiotic behavior” and Charlie Monger get…he’s the billionaire business partner of Warren Buffet, and he and Buffet are both famous for saying that they avoid open outcry auctions like the plague but, open outcry auctions is just an interest example because they really demonstrate how all of this biases don’t just exist in a vacuum and that’s something as wrapping up weapon of influence series, that’s something I really want you to take home and think about is the fact that we’ve seen a number of instances and cases where the biases kind of blend together and interact and there’s instances were liking and social proof tied together,  and there’s instances where authority and social proof, or authority and liking tied together, or scarcity and authority tied together there’s…in the real world things are never as neat and as simple as they are when we’re just talking about an individual bias.
 In the real world all of this stuff is interplayed and intervolved and mixing together and is a lot more cognitive biases that we’re doing future episodes on, we are going to drill down and talk about that as well. This happen to be some of the biggest and most powerful ones but, in real life its much messier and the reality is that all this stuff can compound is not just edited when these things can merged together its multiplicative, its… it really stacks up and it can really get absolute result, and the crazy outcomes, and the more biases you have kind of stacking together, the more you get ridiculous human behavior and I mean…we’ve seen throughout this series a number of crazy, wacky…you know, absurd research findings of just simple little turns of phrase, or tweaks, or all kind of minors changes that can result in changes can make huge impacts. 
	If you hadn’t gone back and listened to some of the other episodes after you wrap this up, you should really check the whole series, because it all ties together and it is all so important but, as we kind of finish this series the things that I want you to think about is the fact that in the real world all this stuff is mingled together and  that makes it even harder to compound some of these biases but also, gives you the opportunity to really deep down and understand all these individually, and then how they work together so that you can formulate away to really be able to be aware of this biases, to combat them so they don’t impact into your decision making in the negative fashion.
	So, what’ve we learn about the scarcity bias? I think we’ve learn quite a bit and this quote from Cialdini sums it up nicely. One of the challenges in dealing with the scarcity bias is as a 2005 study showed, it’s a very physical bias. “Part of the problem is that our typical reaction to scarcity hinders our ability to think. When we watch as something we want become less available, a physical agitation sets in, especially in those cases involving direct competition. The blood comes up, the focus narrows, the emotions rise as this visceral current advances the cognitive rational side retreats, in the rush of arousal it is difficult to become and studied in our approach.”
	So, there’s really a couple takeaways about scarcity that I wanna make sure you understand. There’s two primary reasons that the scarcity bias is so powerful. The first is because things that are difficult to obtain are typically more valuable and so, at a subconscious level, it’s kind of like a mental shortcut, you know, is something like scarce is typically valuable. “Okay, this thing’s scarce so it must be valuable.” But, that’s not always the case right? That’s why we see these crazy outcomes. But, that’s one of the underpinnings one of the reasons why the bias operates. The second is that as things become less than accessible we lose freedom and that ties back at the idea that psychological reactance theory, it goes back to that example of the two year olds, when we have our freedom taken away, or the detergent examples is an amazing kind of studying how that takes place and when we get those freedoms taken away, that’s when that really physical emotion and scarcity bias takes place and there’s two conditions that really set the stage for the scarcity bias to be the most powerful.	
	The first is that scarce items are heighten their value when is newly scarce, that leads back to the cookie jar experiment when something is recently becomes scarce,  we want it even more and we rated and think it about as more favorable, more desirable, and the second thing is that when we’re in competition with other people for that particular resource that makes us even more prone to want whatever that is, want whatever we can’t have because somebody else’s have, when somebody else is competing for it. So both of those factors are two conditionings that if either or both are present, they really amp up and magnified impact of scarcity bias. And both the detergent example and the cookie jar experiment showcase how powerful those can be.
	And, I think the other thing that I really want you taking away from this is, thinking back to the detergent experiment, when people had the detergent taken away they rated it as more favorable, better cleaning, you know, all of these things when in reality the reason that they wanted it was because it had been taken away but, they consciously invented all this justifications for why they wanted it. That’s a very insidious, very dangerous behavior, one that you should take great care to try and be aware of and really understand what’s the real reason that I feel a certain way,  that are thinking sort of thing and is the reason that I’m telling myself a justification that I made up instead of an actual reason.
	So, how do we defend against scarcity bias? I’ll start with the quote from Cialdini. “Should we find ourselves beset by scarcity pressures in a compliance situation then our best response would occur into a two-stage sequence. As soon as we feel the tide of emotional arousal that flows from scarcity influences we should use that rise and arousal as a signal to stop short. Panicky feverish reactions have no place in wise compliance decisions. We need to calm ourselves and regain our rational perspectives. Once that is done, we can move to the second stage by asking ourselves why we want the item under consideration. If the answer is that we want it primarily for the purpose of owning it, then we should use its ability to help wage how much we would to expend for it. However, if the answer is that we want it primarily for its function that is we want something good to drive, drink or eat then we must remember that the item under consideration would function equally well while scarce or plentiful. Quite simply, we need to recall that the scarce cookies didn’t tasted any better.”
	And, I think one of the most important parts of what Cialdini says is the importance of maintaining a calm, rational perspective, and I’ve talked…I’ve referenced Charlie Monger times and I made future podcasts suggest about him and he’s such a fascinating individual and incredibly successful businessmen, but also so wise about psychology and how it impacts human decision making. But, if you look at him, but you look at Warren Buffet, the reason they’ve been so successful is…and they’ll say this many times is, partially because of the huge focus on rationality and really try to be as objective as possible. And in one of the earlier podcasts episodes of the Science of Success, we talked about the ideas of accepting reality and the reality of perception, and the sooner you have a totally objective, rational acceptance of the way reality is, the faster you can recognize things like the scarcity bias the faster that you can recognize any of these Weapons of Influence from kind of seeping into your thoughts and impacting your decision making.
We’ve seen countless examples of how powerful, how insidious, how dangerous these biases can be and the best way to combat it is to cultivate that rationality, is to cultivate that awareness, is to cultivate the ability to both see and understand your own thoughts and we think back again to the detergent example, to see…you know, why do I really like this thing, what’s really driving my behavior? Am I deluding myself into thinking one thing when the reality is something different?
	That’s it for this episode of scarcity and that’s it for the Weapons of Influence miniseries, it’s been an absolute blast to do this miniseries but, I’m also super excited about some upcoming episodes that we have. So, stay tuned, because it’s going to be awesome.	

 

February 23, 2016 /Austin Fabel
Weapons of Influence
Weapons of Influence, Influence & Communication

Why Co-Pilots May Ignore Instinct and Let A Plane Crash

February 18, 2016 by Austin Fabel in Weapons of Influence, Influence & Communication

This is the FIFTH episode in a six-part series on "The Science of Success" titled WEAPONS of INFLUENCE and based on the best-selling book “Influence” by Robert Cialdini. Each of these weapons of influence are deeply rooted and verified by experimental psychology research (which you will get a ton of amazing examples of).

So what are the 6 weapons of influence?

  • Reciprocation

  • Consistency & Commitment

  • Social Proof

  • Liking

  • Authority

  • Scarcity

This week we're going to talk about the Authority Bias. This bias can create some astounding effects in the real world, such as: Why con artists wear lifts in their shoes; how a normal person can administer lethal shocks to an innocent research subject; why 95% nurses were willing to give deadly doses of a dangerous drug to their patients; and much more.

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions how to do that!).  

EPISODE TRANSCRIPT

Today you’re going to learn why con artists always wear lifts in their shoes, how a normal person can administer lethal shocks to an innocent research subject, why 95% of nurses were willing to give deadly doses of a dangerous drug to their patients, and much more. 

This is the fifth episode in a six-part series on the Science of Success, titled Weapons of Influence. And based on the bestselling book Influence by Robert Cialdini. In each of these weapons of influence are deeply rooted and verified by experimental psychology research, which you will get a ton of amazing examples of. Last week, we talked about what made a guy named Joe Gerard the greatest car salesman of all time, how Tupperware grew their sales to 2.5 million dollars a day, why uglier criminals are more likely to go to jail, and much more. If you haven’t checked out that episode yet, listen to it after to you listen to this one. 

This week we’re going to talk about the authority bias. This bias can create some astounding effects in the real world, and as some of these research studies can show, can often impact life and death decisions. Authority bias is one of the most adaptive and ingrained biases. Partially, because much of the time, listening to authorities is beneficial and the right thing to do. Just like the other weapons of influence, however, our minds can play tricks on us, and those automatic Click, Whirr responses that we talked about in the episode on the biological limits of the mind, can misfire at the worst possible times. Here’s how Cialdini describes the authority bias in Influence.

QUOTE: We rarely agonize to such a degree over the pros and cons of authority demands. In fact, our obedience frequently takes place in a Click, Whirr fashion with little or no conscious deliberation. Information from a recognized authority can provide us a valuable shortcut for deciding how to act in a situation. Conforming to the dictates of authority figures has always had genuine practical advantages for us. Early on, these people, parents, teachers, etc, knew more about we did. And we found that taking their advice proved beneficial. Partly because of their greater wisdom, and partly because they controlled our rewards and punishments. As adults, the same benefits persist for the same reasons, though the authority figures are now employers, judges, and government leaders. Because their positions speak of greater access to information and power, it makes sense to comply with the wishes of properly constituted authorities. It makes so much sense, in fact, that we often do so when it makes no sense at all. END QUOTE. 

Long time listeners will know that I’m a huge fan of Charlie Munger, Warren Buffet’s billionaire business partner. Here’s how he describes the authority bias, and in particular a study using flight simulators and the authority bias. 

QUOTE: They don’t do this in airplanes, but they’ve done it in simulators. They have the pilot do something where an idiot co-pilot would know the plane was going to crash. But the pilot’s doing it, and the co-pilot’s sitting there. And the pilot is the authority figure. 25% of the time the plane crashes. I mean, this is a very powerful psychological tendency. UNQUOTE.

I think one of the most important things that Cialdini said, is that authority bias is adaptive. What do I mean when I say it’s adaptive? I mean it has an extremely positive evolutionary  benefit. It’s incredibly rewarding and beneficial, especially when we’re growing up to learn to authority figures. They control our rewards and punishment. They know what’s going on. They provide us with wisdom. And most of the time, it makes a ton of sense. But occasionally, ti completely misfires. Just like the other weapons of influence, this is something that, on the surface, seems relatively obvious. Yes, authorities can exert influence over people, but when you look at some of the manifestations in the ways that authority bias plays tricks on our mind, it’s fascinating. Let’s dig into some of the research examples. 

Of course the most well-known example of the authority bias in action is the infamous Milgram experiment, using electronic shocks. In this experiment, ordinary people were asked to deliver increasingly deadly electric shock to a test subject, who was in fact a paid actor and was not receiving real shocks. The results were shocking. And defied much of what people thought about human behavior at the time. Here’s how Cialdini describes the experiment in depth.

QUOTE. Rather than yield to the pleas of the victim, about 2/3s of the subject in Milgram’s experiment pulled every one of the thirty shocks which is in front of them, and continued to engage in the last switch, 450 volts, until the researcher ended the experiment. More alarming still, almost none of the 40 subjects in this study quit his job as teacher when the victim first began to demand his release. Nor later, when he began to beg for it. Nor even later when his reaction to each shock had become, in Milgram’s words, quote “definitely an agonized scream”. The results  surprised everyone associated with the project. Milligram included, in fact, before the study began, he asked groups of colleagues, graduate students, and psychology majors at Yale University, where the experiment was performed, to read a copy of the experimental procedures and estimate how many subjects would go all the way to the last 450 volt shock. Invariable, the answers fell in the 1-2% range. A separate group of 39 psychiatrists predicted that only about one person in a thousand would be willing to continue to the end. No one then was prepared for the behavior pattern that the experiment actually produced. UNQUOTE.

Here’s how Milgram himself said it.

QUOTE. It is the extreme willingness of adults to go to almost any lengths on the command of an authority that constitutes the chief finding of this study. UNQUOTE.

The Milgram experiment is the bedrock of the authority bias. And also, one of the most controversial and talked about studies in psychology. Cialdini elaborates more on the importance and the significance of the Milgram experiment by saying,

QUOTE. In the Milgram studies of obedience, we can see evidence of strong pressure in our society for compliance with request of an authority. Acting contrary to their own preferences, many normal, psychologically healthy individuals, were willing to deliver dangerous and severe levels of pain to another person, because they were directed to do so by an authority figure. The strength of this tendency to obey legitimate authorities comes from the systematic socialization practices designed to instill in members of society the perception that such obedience constitutes correct conduct. UNQUOTE.

And again, the person in this experiment wasn’t actually receiving electric shocks. What they did was they had an actor who was the test subject, but the actual subject was the person administering the shocks, and then they had another - they had a researcher in a white lab coat basically saying “continue to shock them” “shock them at a higher level”. And they weren’t actually being shocked, but the actor was - the person administering the shocks by every right believed they were actually administering real shocks and the person who was - they would say this person being shocked and begging for release and saying “please stop shocking me” and they would keep doing it because the authority was telling them to do so.

Many of you have probably heard of this experiment. The Milgram experiment is very, very talked about. If you’ve read even some rudimentary psychology research, I’m sure you’ve run into it or heard it talked about or uncovered it. But, you can’t have a conversation about the authority bias and not have a prominent in the discussion about the Milgram experiment. At the time, it was totally ground breaking and even today the findings are astounding.

So let’s look at a few other different examples. One of them is about symbols of authority. Cialdini cites a number of actors who play tv roles, from doctors, to Martin Sheen playing the president on West Wing as examples on how people defer to authorities who have no actual substance, but only the appearance and the trappings of authority. We talked about this in the previous episodes when we talked about the liking bias. Celebrity endorsements are harping on the connection between authority and liking bias, and the fact that you have celebrities who don’t have any credentials or any credibility to be talking about some particular things, but they just happen to be an actor playing a particular role. But the symbol of that authority alone is enough to impact people on a subconscious level, and to drive that behavior. Here’s how Cialdini puts it.

QUOTE. The appearance of authority was enough. This tells us something important about unthinking reactions to authority figures. When it in a Click Whirr mode, we are often as vulnerable to the symbols of authority as to the substance. Several of these symbols can reliably trigger our compliance in the absence of the genuine substance of authority. Consequently, these symbols are employed extensively by those compliance professionals who are short on substance. Con artists, for example, drape themselves with the titles, the clothes, and the trappings of authority. They love nothing more than to emerge elegantly dressed from a fine automobile and introduce themselves to their prospective marks as doctor or judge or professor or commissioner someone. They understand that when they are so adorned, their chances for compliance are greatly increased. Each of these types of symbols of authority titles, clothes, and trappings, has its own story and is worth a deeper look. UNQUOTE.

That ties into another research study which I find really funny, but a crazy example that again kind of ties back into the liking bias, we talked about how important physical attractiveness can be. People perceive the same person to be more than 2.5 inches taller simply when their title was changed from “student” to “professor”. This is a study they conducted in 1992. Here’s how Cialdini describes it. 

QUOTE. Studies investigating the way in which authority status affects perceptions of size have found that prestigious titles lead to height distortion. In one experiment, conducted on five classes of Australian college students, a man was introduced as a visitor from Cambridge University in England. However, his status at Cambridge was represented differently in each of the classes. To one class, he was presented as a student. To a second class, a demonstrator. To another, a lecturer, and to yet another a senior lecturer. To a fifth, a professor. After he left the room, the class was asked to estimate his height. It was found that with each increase in status, the same man grew in perceived height by an average of a half-inch. So that the professor, he was seen as 2.5 inches taller than the student. Another study found that after winning an election, politicians became taller in the eyes of the citizens. UNQUOTE. 

A crazy corollary of this study is of course the reason why con artist also wear lifts in their shoes. So that they can appear taller, because it works both ways. Again, this kind of ties back into the concept of the liking bias. 

The next experiment is something I like to call the Astrogen experiment. After they conducted this experiment, they surveyed a different group of 33 nurses and only two indicated that they would have done this, they would have done what happened in the experiment, which you’re about to find out what that is. Showing off just how massive the gap between what we think we do and what we actually do really is. It ties back into this same thing. The power of the subconscious mind. The power of all of these weapons of influence. The power of the Click, Whirr responses that are biologically built into our brains. Again, when surveyed, a different group of nurses, only 2 out of 33 said they would have done what happened in this experiment. Here’s how Cialdini describes the research.

QUOTE. A group of researchers composed of doctors and nurses with connections to three Midwestern hospitals became increasingly concerned with the extent of mechanical obedience to doctor’s orders on the part of nurses. One of the researches made an identical phone call to 22 separate nurses stations on various surgical, medical, pediatric and psychiatric wards. He identified himself as a hospital physician and directed the answering nurse to give 20mg of a drug Astrogen to a specific ward patient. There were four excellent reasons for the nurses caution in response to this order. One, the prescription was transmitted by phone, in direct violation of hospital policy. Two, the medication itself was unauthorized. Astrogen had not been cleared for use, nor placed on the ward’s stock list. Three, the prescribed dosage was obviously and dangerously excessive. The medication containers clearly stated that the maximum daily dose was only 10mg, half of what had been ordered. Four, the directive was given by a man the nurse had never met, seen, or even talked with before on the phone. Yet, in 95% of the instances, the nurses went straight to the ward medicine cabinet where they secured the ordered dosage of Astrogen and started for the patient’s room to administer it. It was at this point that they were stopped by a secret observer, who revealed the nature of the experiment. The results are frightening indeed, that 95% of regular staff nurses complied unhesitatingly with a patently improper instruction of this sort, must give us all as potential hospital patients, great reason for concern. What the Midwestern study shows is that the mistakes are hardly limited to the trivial slips in the administration of harmless ear drops or the like. But extends to grave and dangerous blunders. Additional data collected in the Hawkling study, the study we’re talking about, suggested that nurses may not be as conscious to the extent to which the doctor sways their judgement or actions. A separate group of 33 nurses and student nurses were asked what they would have done in the experimental situation, contrary to the actual findings: only two predicted that they would have given the dose. UNQUOTE.

Again, this highlights the massive gap between how we perceive ourselves and our behavior, and how our behavior actually is. We have this conscious interpretation that, of course something is obvious as liking or social proof, or authority isn’t going to really impact my decisions. I’m smarter than that. I’m not going to fall prey to something so silly, right? I mean, it makes me think of the experiment we talked about last episode about judges and how they can fall prey to one of the most starkly obvious biases imaginable, physical appearance. It’s astounding. But in this research study, only two out of 33 nurses thought that they would have done that. But in reality, 95% of them were willing to administer an illegal and deadly dose of medicine from a person they had never met, never spoken to, simply because they referred to themselves as a doctor. 

This next experiment I find particularly hilarious. I call it “Give that man a dime”. They conducted a number of variants on this, but I like this one the best because the authority figure himself was actually around the corner when this request took place. I’ll let Cialdini explain the experiment for you.

QUOTE. Especially revealing was one version of the experiment in which the requester stopped pedestrians and pointed to a man standing by a parking meter 50 feet away. The requester, whether dressed normally or as a security guard, always said the same thing to the pedestrian, quote, “You see that guy over there? He’s over parked but doesn’t have any change. Give him a dime.” The requester then turned a corner and walked away, so by the time the pedestrian reached the meter, the requester was out of sight. The power of his uniform lasted, however, even after he was long gone. Nearly all of the pedestrians complied with his directive when he wore the guard costume, but fewer than half did so when he was dressed normally. UNQUOTE.

When you think about it on the surface, it doesn’t seem like anything crazy, bizarre, or weird is happening, right? Yeah, I mean, if you see someone in a security guard outfit they’re probably an authority, you should probably listen to them. But the reality of this bias is just because a total stranger happens to be wearing a different set of clothes, drastically changes the way that people react to them. Right? That’s really a great example, and a concrete way to think about the authority bias. Nothing about that person changed, except for the clothes that they were wearing. And those clothes materially impacted the way that people reacted to their statement to give that man a dime. It changed the way that people behaved and perceived that person simply by changing their clothes. Something that, in reality, had no impact on their credibility. No impact on their authority. No impact on whether or not someone should have complied with their request. 

In another research study that I call the suited jaywalker, they had somebody gross the street. They had somebody jaywalk. In half of the cases, the person jaywalking was in a freshly pressed suit and tie and looking very nice and looking very formal. And in the other half, they just had them wearing a work shirt and trousers. What they really wanted to monitor was how many pedestrians standing on that street corner would follow the jaywalker. What they actually discovered was that three and a half times as many pedestrians were willing to jaywalk following the suited man as they were willing to follow the person that was dressed in regular, every day clothes. Again, a similar instance in the fact that just changing your clothing, just changing your appearance can communicate at a subconscious level that “hey, this is somebody of authority. This is somebody we should listen to. This is someone whose advice we should take, someone who’s model we should follow.” 

So, what are some of the learnings from this episode? What are some of the learnings from this research? There are a number of major drivers of the authority bias. The first is that the authority bias is adaptive. It’s ingrained in us since childhood. And frequently, it has very positive effects. Here’s a quick quote by Cialdini on this.

In addition, it is frequently adaptive to obey the dictates of genuine authorities, because such individuals usually possess high levels of knowledge, wisdom, and power. For these reasons, deference to authorities can occur in a mindless fashion as a kind of decision making shortcut. ENDQUOTE.

Again, this is the same learning that we’re getting from many of the different weapons of influence. These are things that are evolutionary beneficial. These are things that are positive traits and positive characteristics, but occasionally they just have these wacky misfires that end up with people doing ridiculous things. The second learning is that symbols of authority, however vacuous, have the same effect as actual authority. We talked about celebrity endorsements, we talked about the research studies that backed that up. The second learning is that symbols of authority, however vacuous, have the same effect as actual authority. There’s a couple different ways that manifests itself. We talked about titles and how they have a massive impact. Thinking back to the Astrogen experiment, how just a total stranger on the phone using the word ‘doctor’ was able to drive those nurses to administer a potentially lethal dose of medicine. Here’s how Cialdini elaborates on it a little bit more.

QUOTE. Titles are simultaneously the most difficult and the easiest symbols of authority to acquire. To earn a title normally takes years of work and achievement, yet it is possible for somebody who has put in none of these effort to adopt the mere label and receive a kind of automatic deference. As we have seen, actors in TV commercials and con artists do it successfully all the time. UNQUOTE.

Another one of these vacuous symbols of authority is clothing. Clothing alone can create compliance and the illusion of authority. Think back to the jaywalker and the “give that man a dime” experiment. Right? Here’s how Cialdini sums it up. 

QUOTE. A second kind of authority symbol that can trigger our mechanical compliance is clothing. Though more tangible than a title, the cloak of authority is every bit as fake-able. UNQUOTE.

I think one of the last big learnings about authority and we see this learning across the weapons of influence. But it’s that people massively underestimate how much authority bias actually influences them.

When we think back to the Astrogen experiment, only two out of the 33 nurses said they would have done that, but in reality when actually tested in an experiment, 95% of them did that. Here’s how Cialdini explains that

QUOTE People were unable to predict correctly how they or others would react to authority influence. In each instance, the effect of such influence was grossly under estimated. This property of authority status may account for much of its success as a compliance device. Not only does it work forced on us, but it does so unexpectedly UNQUOTE.

So how can we defend against the authority bias? Something that we naturally underestimate, something that can really operate at a subconscious level. Again, the defenses for a lot of the weapons of influence really stem back to the same ideas of awareness, of asking the right questions, of being self-aware and understanding what thoughts are going in your mind, what things you’re thinking about and the way that you’re feeling. Being able to tap into that and kind of say, “Hey, something seems amiss”, right? “Why am I complying with this person’s request?” But Cialdini specifically sites two questions that he suggests we ask as a way to combat the authority bias.

The first question he suggests we ask is - “Is this authority truly an expert?” Right, and this asks us to boil down and really think about - do they actually know what they’re talking about? What makes them a real expert? And in many of the research instances we’ve cited, it’s patently obvious that if you pause for one moment and think “Okay, no, this person isn’t an expert, so I shouldn’t let their opinion or their comment bias me unnecessarily.” The second question which we really only answer if the person actually happens to be an expert, is “How truthful can we expect this expert to be?” especially given the situation, and the context of the situation. Right? And what that kind of tries to tap into, is that even though authorities, if they’re a true expert, may actually be the most knowledgeable, have the most experience, be the experts, do they really have our best interest in mind? Or are they, in this particular instance, trying to manipulate us, or trying to drive us to perform a certain action or do a certain thing. So try to keep those questions in mind, trying to ask: is this authority really an expert? Is somebody crossing the street just because they’re wearing a suit, do they know more about crossing the street than anybody else? Is this person who just called me on the phone and said they’re a doctor, how do I know that they’re really a doctor? Is this person really an expert - and two, if they really are an expert, how truthful can I really expect them to be? Again, the way that you tap into that automatic subconscious processing that’s going on in your mind is to develop the presence and the ability to understand and to see what thoughts are taking place in your mind.

Meditation is an amazing tool for doing that, which we’ve got an upcoming episode on, which is going to be awesome.

February 18, 2016 /Austin Fabel
Weapons of Influence
Weapons of Influence, Influence & Communication

Why Ugly Criminals Are 2X As Likely To Go To Prison

February 09, 2016 by Austin Fabel in Weapons of Influence, Influence & Communication

This week we are continuing our new miniseries within "The Science of Success" called "Weapons of Influence". This is the fourth episode in a six-part series based on the best-selling book Influence by Robert Cialdini. If you loved the book, this will be a great refresher on the core concepts. And if you haven't yet read it, some of this stuff is gonna blow your mind.

So what are the 6 weapons of influence?

  • Reciprocation

  • Consistency & Commitment

  • Social Proof

  • Liking

  • Authority

  • Scarcity

Each one of these weapons can be a powerful tool in your belt - and something to watch out for when others try to wield them against you. Alone, each of them can create crazy outcomes in our lives and in social situations, but together they can have huge impacts.

Today’s episode covers the fourth weapon of influence: Liking Bias. In it, we'll cover what made Joe Girard the greatest car salesman of all time; how Tupperware grew their sales to 2.5 million per day; and why uglier criminals are more than TWICE as likely to go to jail; and much more. 

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions how to do that!).  

EPISODE TRANSCRIPT

Today, you’re going to learn what made Joe Gerrard the greatest car salesman of all time, how Tupperware grew their sales to $2.5 million a day, and why uglier criminals are more than twice as likely to go to jail, as well as much more.

Because the Science of Success has taken off like a rocket ship since launch, with more than 80,000 downloads, we made the front page of New and Noteworthy on iTunes, and much more, I wanted to offer something to my listeners. I’m giving away my three favorite psychology books to one lucky listener. Just text ‘smarter’, that’s s-m-a-r-t-e-r, to 44222 to be entered to win, and if you’ve been listening and loving the podcast, please leave us an awesome review and subscribe on iTunes. It helps spread the word so more people can master the science of success.

This is the fourth episode in a six part series on The Science of Success titled Weapons of Influence, and based on the bestselling book, Influence, by Robert Cialdini. Each of these weapons of influence are deeply rooted and verified by experimental psychology research, which you’re about to get a ton of amazing examples of.

Last week we talked about why news coverage makes school shootings more likely by a factor of 30 times, which is crazy; how someone can get stabbed to death in front of 38 people and no one does a thing; and why you should always point at the dude in the blue jacket and tell him to help you. The topic we covered last week was the concept of social proof and how it is so powerful that it can literally override someone’s desire to live. If you haven’t checked out that episode yet, listen to it after this one.

Today, we’re going to talk about the liking bias. Liking bias sounds pretty straightforward, but some of the research is pretty astounding. You’ll be amazed to learn what impacts our perceptions of what we think we like, and how easily those perceptions can be manipulated in a way that materially impacts our decision making. Here’s how Cialdini describes the liking bias: “People prefer to say ‘yes’ to individuals they know and like. Recognizing this rule, compliance professionals commonly increase their effectiveness by emphasizing several factors that increase their overall attractiveness and likeability.” If you’re unfamiliar with the term ‘compliance professionals’, we talked about that in the first episode of Weapons of Influence and it’s essentially a term that Cialdini uses to describe somebody who is wielding these weapons of influence to convince other people to comply with their requests. 

There are a few primary drivers of the liking bias. One of the biggest culprits is physical attractiveness. As Cialdini notes: “Physical attractiveness seems to engender a halo effect that extends to favorable impressions of other traits such as talent, kindness, and intelligence. As a result, attractive people are more persuasive in both terms of getting what they request and in changing other’s attitudes.” 

The second major driver of the liking bias is similarity. As Cialdini says: “We like people who are like us, and we are more willing to say ‘yes’ to their requests, often in an unthinking manner.” That actually brings up an interesting point. If you remember from the last episode where we talked about the idea of social proof, and we talked about how whenever there’s front page coverage of a suicide there is an unexplained uptick of more than 50 related suicides. The factor that drives that, and we get much more detail on it in the previous episode of the podcast, but the factor that drives that more than anything is when similar others see somebody like them doing something it drives them to that behavior. It’s a similarity, and a crossover, between that liking bias and social proof, but if you want to learn more and dig deeper into that concept, the previous episode does a great job of explaining that.

The third thing that really drives the liking bias is familiarity. Familiarity breeds liking in an insidious and subconscious fashion. Here’s what Daniel Kahneman says in his book Thinking Fast and Slow, which is another fabulous book about psychology, by the way: “A reliable way to make people believe in falsehoods is frequent repetition because familiarity is not easily distinguished from truth. Authoritarian institutions and marketers have always known this fact.” 

The fourth major way that liking bias works is via Pavlovian association, or mirror association, as it’s sometimes called. Here’s what Cialdini has to say about it: “The linking of celebrities to products is another way advertisers cash in on the association principle. Professional athletes are paid to connect themselves to things that can be directly relevant to their roles: sports shoes, tennis rackets, golf balls, or wholly irrelevant: soft drinks, popcorn poppers, panty hose. The important thing for the advertiser is to establish the connection. It doesn’t have to be a logical one just a positive one. What does Tiger Woods really know about Buicks, after all?” 

Okay, now let’s dig into some of the research examples that support and demonstrate some of these different manifestations of the liking bias. The first example is Tupperware parties. Now, Tupperware parties are something that today aren’t quite as popular, and aren’t as frequent, but in the late ‘80s, early ‘90s was a huge social phenomenon. You see it today. People do different socially themed parties to sell things, and the reason that this sort of sales methodology is still around is because it’s so incredibly powerful. I’ll let Cialdini describe it here: “In fact, consumer researchers who have examined the social ties between the hostess and the party goer in home party sales settings have affirmed the power of the company’s approach. The strength of that social bond is twice as likely to determine product purchase as is the preference for the product itself. The results have been remarkable. It was recently estimated that Tupperware sales now exceed $2.5 million a day. Indeed, Tupperware’s success has spread around the world to societies in Europe, Latin America, and Asia, where one’s place in a network of friends and family is more socially significant than the United States. As a result, now less than a quarter of Tupperware sales take place in North America. What is interesting is that the customers appear to be fully aware of the liking and friendship pressure embodied in the Tupperware party. Some don’t seem to mind, others do, but don’t seem to know how to avoid these pressures.” I think that’s a really critical distinction and something to draw out of that quote, the fact that people are consciously aware of the bias, and consciously aware of this sort of awkward obligation to purchase the Tupperware. Or, if you’ve ever been to a Trunk Club show, or there’s a lot of other social sales settings, and home party sales settings, that people use to bring to bear the liking bias, and to drive sales. Tupperware showcases how they’ve used this gorilla underground marketing strategy, driven in a psychological bias that’s rooted in science, to grow the organization to more than $2.5 million a day in sales.

The next example is the greatest car salesman of all time. It’s a guy named Joe Gerrard, and he was actually named the greatest car salesman of all time by The Guinness Book of World Records. So, I didn’t just make that title up. That’s something that he was awarded by The Guinness Book of World Records. The question is: How exactly did Joe achieve that goal, right? Obviously he had to sell a lot of cars, but what did he leverage, or what tools did he use to sell so many vehicles? I’ll let Cialdini tell the story: “There is a man in Detroit, Joe Gerrard, who specializes in using the liking rule to sell Chevrolets. He became wealthy in the process, making hundreds of thousands of dollars a year. With such a salary we might guess that he was a high level GM executive, or perhaps the owner of a Chevrolet dealership, but no. He made his money as a salesman on the showroom floor. He was phenomenal at what he did. For 12 years straight he won the title of number one car salesman, and averaged more than five cars and trucks sold every day that he worked. He’s been called the world’s greatest car salesman by The Guinness Book of World Records.” The quote continues later: “Joe Gerrard says the secret of his success was getting customers to like him. He did something that, on the face of it, seems foolish and costly. Each month he sent every one of his more than 13,000 former customers a holiday greeting card containing a printed message. The holiday greeting card changed from month-to-month: Happy New Years, Happy Valentine’s Day, Happy Thanksgiving, and so on, but the message printed on the face of the card never varied.”

 I’m gonna pause and interrupt the quote for a second because this is a critical thing to pay attention to, and it’s so simple, and so transparent, and it’s almost a no-brainer when you think about it, but pause for a second and ask yourself: What do you think the card that he sent said every month? The quote continues: “The card read: ‘I like you’. As Joe explained it: ‘There’s nothing else on the card. Nothin’ but my name. I’m just telling ‘em that I like ‘em.’ I like you. It came in the mail every year, twelve times a year like clockwork. ‘I like you’, on a printed card that went to 13,000 other people. Could a statement of liking, so impersonal, obviously designed to sell cars, really work? Joe Gerrard thought so, and a man as successful as he was at what he did deserves our attention. Joe understood an important fact about human nature: We are phenomenal suckers for flattery.” Again, this highlights a very similar principle, which is the fact that people can be totally aware of the liking bias. It can be totally transparent and yet it still drives behavior. It still influences the way that people think. It still gets into your mind, and still impacts your thinking, and that’s one of the core lessons across all the weapons of influence. None of these things are totally shockers, right? I mean, liking bias, that’s not something that takes a rocket scientist to come up with. Congratulations, if you like somebody you’re more likely to want to interact with them, do business with them, listen to them, etcetera. Great, but the reality is when you look at how it impacts people’s behavior, when you look at how something as simple as a printed card that just says, ‘I like you’ drove Joe Gerrard to becoming the greatest car salesman of all time, according to The Guinness Book of World Records. That’s a lesson that’s worth paying attention to. There’s something in there that’s worth digging down and really figuring out: What other manifestations of the liking bias are taking place in your life? What other ways has the liking bias shaped your decision making? What are some of the ways that you can use the liking bias to achieve the goals that you want to achieve?

Let’s look at another example: physical attractiveness and the judicial system. This comes from a study in 1980. Researchers rated the physical attractiveness of a number of different defendants in court cases. They had 74 people in total, but they rated their physical attractiveness. They came back several months later, after the decisions had been made, the court rulings had been made, and they looked at: How did those trials fare, and did physical attractiveness play a role in the outcome of the cases? Here are the results from Influence: “When much later the researchers checked court records for the results of these cases they found that the handsome men had received significantly lighter sentences. In fact, attractive defendants were twice as likely to avoid jail as unattractive defendants. In another study, this one on the damages awarded in a staged negligence trial, a defendant who was better looking than his victim was assessed an average amount of $5,623, but when the victim was more attractive of the two, the average compensation was $10,051. What’s more, both male and female jurors exhibited the attractiveness-based favoritism.” I don’t think there’s an example of something that we think of as more objective, more rational, more bias-free than the judicial system. Obviously, there are a lot of issues with the judicial system, which we are not gonna get into, but when you think about human institutions, obviously everyone makes mistakes, humans are fallible, but at some level, I think subconsciously especially, we hold the judicial system in high regard, but when you look at the research, physical attractiveness has that sizeable of an impact on court cases. It’s staggering.

Another study, which I don’t have in front of me, but I think we’ve actually mentioned before on the podcast- the results... I don’t remember exactly what it was, but essentially they looked at when the judge had last eaten, and basically right after the judge had eaten, like taken a lunch break, or when they had eaten breakfast, their sentences were much lighter and much easier, but then right when they were coming up to lunch time, or right when they were getting to the end of the day, their sentences were much harsher. Again, it blows my mind that something that seems so… that should be so objective, and so rational, something as base as physical attractiveness can exert that much of an influence. I think, personally I feel… probably most of the people listening to the people listening to this podcast, if you were to ask anybody: “Hey, does physical attractiveness impact the way that you feel about people?” we’re taught from the age of two to be like, “No, of course not,” right? Don’t judge a book by its cover. Well, even in the judicial system highly educated judges are making decisions at a subconscious level based on physical attractiveness, and based on the liking bias.

Another example is something called mirroring and matching. This is actually something you can try at home, and if you are a follower of Tony Robbins at all, he advocates this, and talks about this, a lot. Mirroring and matching is something that’s really fascinating, and I’ll tell you kind of an example that you can do and then we’ll talk about the research, but one thing you can do is actually… the way to build rapport with people is to mirror and match their behavior, which basically means somebody’s talking in a certain tone, match their tone of voice. If somebody’s sitting a certain way, sit the same way as they do. If somebody has their arms crossed, cross your arms. If they’re leaning forward, lean forward; etcetera. There’s all kinds of- you’ve heard that stat that X percentage of communication is nonverbal. What that really means is that mirroring and matching, and sort of doing exactly what someone does physically, is a way to subconsciously create a connection with somebody, and build rapport with someone even without ever saying anything. One of the ways you can try that is: If you’re ever at a restaurant, or at a bar, pick out somebody, like a total stranger- and this an exercise I think Tony Robbins came up with- just start mirroring and matching everything that they do. When they take a sip of their water, take a sip of your water. When they scratch their head, scratch your head. All of the activities, everything they do, mirror their activity exactly, and what will happen is a lot of times that person will come up to you randomly and be like, “Hey, do I know you from somewhere?” because their subconscious has picked up on some sort of similarity between the two. They like you at some level because of the fact that you’ve been mirroring and matching them. Because you’ve been doing physically the same thing as them.

So, I’ll just read this brief quote from Influence where they talk a little bit about how mirroring and matching ties into the liking bias: “Many sales training programs now urge trainees to ‘mirror and match the customer’s body posture, mood, and verbal style. As similarities along each of these dimensions have been shown to lead to positive results.’” Here’s another quote: “A 1970 study conducted at the University of Pennsylvania, by a guy named Dr. Ray Birdwhistell”- quite the name- “concluded that 93% of our communication takes place nonverbally and unconsciously.” Mirroring and matching is part of the way, or part of the reason, that that takes place. 

Alright, now let’s take a look at a research example that talks about familiarity. Familiarity can be an extremely powerful bias. It’s something that Cialdini draws on, and that Daniel Kahneman, who we talked about before, calls the ‘mirror exposure effect’. Drawing again from Thinking Fast and Slow, here’s a fascinating experiment about familiarity that Kahneman and his associates conducted, where they showed images rapidly and then later asked participants to rate if the images were good or bad. Here’s how Kahneman describes it: “When the mysterious series of ads ended, the investigators sent questionnaires to the university communities asking for impressions of whether each of the words ‘means something good or something bad’. The results were spectacular. The words that were presented more frequently were rated much more favorably than the words that had been shown only once or twice. The findings had been confirmed in many experiments using Chinese ideographs, faces, and randomly shaped polygons. The mirror exposure effect does not depend on the conscious experience of familiarity. In fact, the effect does not depend on consciousness at all. It occurs even when the repeated words, or pictures, are shown so quickly that observers never become aware of having seen them. They still end up liking the words or pictures that were presented more frequently. As should be clear by now, system one can respond to impressions of events of which system two is unaware. Indeed, the mirror exposure effect is actually stronger for stimuli that the individual never consciously sees.” Wow, that’s pretty crazy. Think about that. If you see an image more frequently, you’ll like it more. You’re more familiar with it and that drives you to like it more, but the crazy thing is if you see it only at a subconscious level, you actually have a stronger positive association with it. This is a really, really dangerous way that liking bias can manifest itself. It’s something that, at a subconscious level, the more you’re exposed to something- that’s why Kahneman calls it the mirror exposure effect- the more you’re exposed to something, the more times you see it subconsciously, the more that you like it. The more that it can drive your behavior. It doesn’t matter what it is. They did it with words, faces, Chinese characters, randomly shaped polygons, all kinds of different things, and the effect still held. It was more powerful when they showed it at such a speed that people were not consciously aware of it. It never ceases to amaze me that the human mind can be manipulated, or impacted, by something like that. It’s fascinating. If you don’t think about it, if you don’t understand it, it can impact you, but there are ways that you can still combat that and defend against that, and that’s one of the things that Cialdini talks about in Influence, and we’ll talk about it in the learnings and recap section of this episode. That particular experiment is, to me, maybe the most powerful, the most interesting, experiment on this episode. 

The next piece of the liking bias is something that, on the surface sounds very similar to familiarity, and there are similar undertones, but we’re gonna talk about Pavlovian association. The Pavlov experiment is the experiment where he rings the bell while he’s feeding the dogs, and he does that for a while, conditions them to do that, and then rings the bell without feeding them and they salivate. The way that’s typically taught, or the way people react to that is: “Okay, cool. So, the bell rang and the dog salivated. Congratulations.” What does that really mean? What that really means is that any two completely unrelated phenomenon can be linked together, and can drive your perception, and the way that you think and feel about that particular object. One of the most obvious manifestations of Pavlovian association is when you see an advertisement that has a celebrity endorsement, and often the celebrity has nothing to do with the product they’re endorsing, but just having the celebrity endorsement itself is what drives those sales; what drives people to like that particular product. If you like Peyton Manning and he’s endorsing something on TV, at a subconscious level you draw the association, the connection, between those two things, and you like whatever he’s endorsing more. In Influence they cite a number of examples of TV doctors, actors who play doctors on TV, doing commercials where they advocate certain medicines, or certain medical procedures, or whatever it might be. It has a huge positive impact on the sales of that particular procedure, or product, or whatever it is, which is totally ludicrous if you think about the fact that just because they play a doctor on TV, they have absolutely no medical credibility, but because of the Pavlovian association between seeing that actor on television playing a medical expert, people are driven to believe what they have to say, and listen to what they have to say. 

I want to tie this in with a quote from Charlie Munger, who’s somebody I’m a huge fan of, and somebody we’ve talked a lot about on the podcast. He really hammers home how widespread, and how relevant, Pavlovian association is, and how much it impacts huge swaths of our society in our everyday lives without us having any knowledge, or any realization. “Practically three quarters of advertising works on pure Pavlov. Just think how pure association works. Take Coca Cola, where we’re the largest shareholder. They want to be associated with ever wonderful images: heroics, the Olympics, music, you name it. They don’t want to be associated with president’s funerals. The association really works at a subconscious level, which makes it very insidious. The Persians really did kill the messenger that brought the bad news. Do you think that is dead?” I love the analogy of Coca Cola advertising and the fact that, if you think about it, if you see any advertisement they’ve ever done, it’s all about happiness and ‘make the world a better place’, and ‘let’s all be happy’, and open happiness, all that stuff. They’re not running advertisements with president’s funerals, and that’s because those have a very negative, very sad association, but the reality is whatever they’re advertising with, the association that they’re drawing doesn’t necessarily have anything to do with what they’re actually talking about. It’s just like the dog and the bell. Two completely unrelated phenomenon, and just through repeating them over and over and over again, as the Kahneman experiment shows, you can link those things together and make people feel, and really believe, that there’s a positive association there.

One other thing I wanted to touch on briefly is the impact of flattery and compliments, and how those tie into the liking bias. They did a study in 1978, and they found that, quoting from Influence, “Positive comments produced just as much liking for the flatterer when they were untrue as when they were true.” I mean, that’s something that’s pretty simple and straightforward, but again it’s so transparent, and it’s so obvious. You can give someone a compliment that isn’t even true and it will increase, at a subconscious level, their liking towards you and how they feel about you.

So, let’s tie this up. Let’s wrap this up and talk about some of the key learnings about the liking bias. I know we touched on a bunch of research, and some of this research is mind-blowing, but there’s really four or five core drivers of the liking bias. We talked about physical attractiveness, we talked about how that impacts the supposedly objective judicial system. We talked about similarity and how similar others can- and mirroring and matching- can drive a subconscious connection, a subconscious liking bias. We talked about familiarity, how just merely seeing something, and being more familiar with it, even at a subconscious level, makes you like something more. We talked about Pavlovian association, about how just connecting two unrelated things, again and again and again, can drive somebody to like something. And we touched briefly on the power of praise and flattery even if it’s totally transparent and totally obvious. 

How can we defend against the liking bias? Cialdini cites two ways to potentially catch ourselves, or defend against, falling prey to this bias. The first thing he recommends is to focus on finding, and being aware of, the feeling that we’ve come to like something, or someone, more quickly and more deeply than we would have expected to. If you just met somebody and suddenly you’re thinking, “Oh my gosh, I love this guy,” or like, “We are new best friends and we just met,” maybe there’s something at play there. Maybe that should be a trigger to just press pause and think, “Hold on a second. I need to pull back, and I need to think about this a little more deeply. Why have I suddenly jumped in and become so- why have I started liking this thing so much so rapidly?” Again, as we talked about in previous Weapons of Influence episodes, the way to cultivate the mental awareness to be able to flag those thoughts in your mind and catch on to them, is with tools like meditation, which we will talk about in a future episode. 

The second thing that Cialdini recommends is the simple recognition of the fact that we like something so much when it isn’t really warranted by the facts, or isn’t really warranted by the data, it is one of the best ways to combat that. Again, there’s no perfect solution, but it really stems from self-awareness and trying to be objective, and even if you can just catch yourself liking something more than you should, or liking something for a totally- no reason that you can rationally determine, flagging that thought in your mind is enough to start building the awareness, and slowing down and saying, “Hold on a second. Why am I falling prey to this bias?”

That wraps up our episode on the liking bias. 

 

February 09, 2016 /Austin Fabel
Weapons of Influence
Weapons of Influence, Influence & Communication
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