There’s your first barrier that stops you from figuring out what men want in women when dating and in relationships. As long as you try to figure out men through your womanly experiences and understandings, you’ll forever remain confused.

Men differ from women. Before you give me a Nobel Prize for that remarkable statement, understand that women tend to operate from their limiting beliefs in dating and relationships. They apply their reality of chemistry and connection to a man’s reality, forgetting a male’s emotional psychology is completely different to their own.

If you cook, clean, and shop for a man in hope he likes you, you’ll be ineffective at triggering attraction and other important responses men want to feel around women. You wouldn’t feel attracted to a guy who only sat around watching football drinking beer so don’t become the female equivalent.

To figure out what men want in women, put aside your preconceived notions about dating and relationships then listen. Men will also benefit from reading this article because it helps you, if you’re a guy, better understand your desires so you can build better relationships and attract quality women.

Men Want Only Sex

Too many women believe the only thing a man wants in a woman is sex. Men want so much more. Remember what I said earlier about judging from your experiences and perspective?

A man may only desire sex from you because you focus on physical qualities. When your attractiveness depends on dressing sexy for him and sexual comments, you’re seen as a friend with benefits. You invoke a caveman response from him. This satisfies some women some of the time, but you might want more.

Many men (or should I say boys?) have yet to evolve on an emotional level. They seek only physical attraction because their emotions are blocked. They don’t know how to connect at an emotional level. Imagine putting on a pair of green glasses. It doesn’t matter what colors exist, everything is seen green. A person’s lack of emotional development blinds him from that level of awareness.

As confusing as it is to women who project their own qualities onto men, physical involvement is unequal to a relationship. A man can be physically involved with a woman and want nothing more. I believe this is what forms the belief that men only want sex. The problem with this belief is it overlooks other areas of attraction men want in women. Physical attraction is simply one part of an intimate relationship.

Nearly all men ultimately want a fulfilling relationship with one woman. A guy may not want this now or in the near future, but ultimately that is what he desires. If he says otherwise, he is usually emotionally immature or yet to meet a great woman.

The Secret is Attraction

Every man wants to feel significant, important, desired, and sexy. There’s a broad array of characteristics great men want in women that lead to one experience. The secret feeling a man wants to have around you is one of attraction.

You may think of attraction as “chemistry”. It’s the energetic charge between two people that evokes an animalistic urge. When you become what men want in women, men feel attracted to you.

Attraction can be temporary, but when you understand its principles and continually refine them (by re-reading this article and purchasing books on the subject), you make attraction long-term that leads to commitment and a satisfying relationship!

You probably know a few women who seem to effortlessly pull men towards them. They easily attract men through their looks or personality. These women understand attraction, even though they probably didn’t learn it from a source like this article.

Three Types of Attraction

Men can be attracted to you in three primary areas. We crave for all three in a partner.

As I mentioned earlier, there is physical attraction. Men are turned on more than women by visuals. It’s important to dress well, get your hair beautiful, be slightly tanned, show off your figure, and exercise.

Are you not that beautiful? You can still improve it by learning from other women. You may also have an advantage over attractive women!

Beautiful women tend to identify with their looks and become insecure. Feeling insecure about your looks is a bigger turn off than looks itself. Attractive women, in general, go through life easier than less attractive women so they have yet to develop the two other areas of attraction that lead to satisfying relationships

Guys tend to want women who are attractive, but lack personality, for the short-term. You cannot have a relationship with a body part. Looks is only one piece of the attraction puzzle.

The second type of attraction is intellectual. Intellectual attraction comes from more rational, logical means controllable through words and actions. Think of the bimbo blonde who has a peanut for her brain – that’s the opposite to an intellectually attractive woman. It’s a pain to live with someone unintelligent. An attractive man wants a woman who holds a conversation with almost anyone, talks about his interests, regularly reads books, and teaches him valuable lessons.

The third type of attraction is emotional. If a guy suddenly becomes disinterested in you, a lack of emotional attraction is the problem. A real relationship fails to develop in the absence of emotional attraction. Ways to attract men emotionally involve high status behavior, teasing, playfulness, mystery, and unpredictability.

Deficiency in an area of attraction decreases a man’s interest in you. Intensify all three forms of attraction to hypnotize any man.

Since you can go elsewhere for advice to improve your physical looks, what I’ll teach you in this article on what men want in women builds your intellectual and emotional attraction to start a great relationship and keep it that way. You are discovering the secrets men wish you knew that society will not tell you.

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To survive and thrive in the workplace, at business, and around family you must know how to deal with people who prefer to negate “negative feelings”; overlook the reality of tension, disagreement, and resentment; and put a rosy-glow on everything. Conflict is unavoidable even to those who avoid it because our differences in culture, values, needs, and perspectives make us human.

If you or others aim for conflict avoidance, it isn’t avoided or somehow solved. Problems escalate, resentment builds, and relationships die. What gets avoided is a healthy workplace, a happy family, the true depths of human beings, and reality. You must therefore learn effective ways to resolve conflict when others prefer to pretend perfection.

Why We Fear Fights, Feuds, and Fall Outs

The primary reason we avoid conflict is it’s scary. Why? By definition conflict is opposition, incompatibility, struggle. Not very sexy.

Avoidance is just one way to deal with a scary situation. Conflict creates a stressful environment that invokes primal responses of freeze, fight, fright, and flight for survival. We freeze to go undetected, fight to kill, respond with fright to intensify awareness, and take flight to live another day. Most responses in these categories lead to destructive interactions.

Your past experiences with conflict are likely the most painful moments of your life. Maybe conflict made you divorce, break up with your partner, quit work. It may even have lead to death because someone couldn’t handle a problem any longer. Is it any wonder people avoid conflict? Our hatred towards conflict is strong and real!

Conflict is often destructive, other times disruptive. Projects at work get delayed when disputes exist. A group momentarily stops enjoying a party when friends fight. A family shuts each other out for the remainder of the night after a disagreement over dinner.

The Surprising Importance of Conflict Resolution

The purpose of conflict resolution isn’t to avoid it. Conflict resolution aims to solve problems to met the needs and interests of each party to stop destruction, minimize disruption, and enhance the relationship. With this in mind, you can frame conflict in an inviting manner unlike the fear and frustration we normally associate with conflict.

“Conflict can be seen as a gift of energy,” said conflict resolution trainer and Aikido teacher Thomas Crum, “in which neither side loses and a new dance is created.” It can be a gift you love to receive. My friend and conflict mediator Gary Harper even has a great book titled The Joy of Conflict Resolution.

When you take the step of courage to resolve conflict, you enter a moment to understand another human at a deep level. Self-understanding occurs, creativity is stimulated, and relationships deepen in the face of conflict resolution.

Conflict rarely solves itself so you must be proactive about its resolution. I wish there were a way to totally avoid conflict and still get the benefits of resolution, yet there’s no such route. You can get a human services degree and make significant money solving family conflict because it’s difficult process to handle. What you need are the following effective conflict management techniques that transform fear, fights, feuds, and fall outs into resolution when others (and sometimes yourself) avoid conflict:

1. Make it Known Problems Are Okay

Perfection shuts down workplace and family communication fast. In response, managers and parents want small talk tactics to open up communication, but that’s like trying to light up a dark sewer with a match stick.

A core part of my Big Talk Training Course helps you uncover what’s called the “shadow image” to truly open up group conversation. Once you know how to talk about the things people prefer to avoid, conversation effortlessly flows.

“Nice people” block out their dark side where the shadow image resides. They suffer with communication by not feeling anger, sadness, or fear. Resentment, frustration, and an inability to deal with conflict surfaces because they refuse to deal with what they block out. They literally avoid parts of themselves by avoiding conflict.

An effective technique to bring the shadow image into the light is to let others know mistakes, problems, disagreement, and expression are not “okay”, but needed. Mention differences, misunderstandings, and unmet needs will forever exist so it’s vital each of you talk about what you’re afraid to discuss. Tell them it’s normal to be in conflict, yet what’s rare is the healthy ability to face conflict.

You can say, “Problems, mistakes, and imperfections are good. We learn from them. They make us human. I need to know what you see and feel otherwise what affects you is ignored. Will you help each other with that?”

2. Encourage Open Communication

One way to encourage open communication is to make it known problems are okay. Other ways popular in the workplace, which can also be used with families and friends, are feedback channels.

A feedback channel I like is having a session each week or month where praise is shared and problems must be mentioned. Goals can be made where each coworker or family member must praise one thing and mention another subject that concerns him or her. Everyone is to share, listen, and avoid criticism to create a safe environment for expression.

Open communication is a good habit to practice. When an important issue rises, you are then prepared to face it and minimize conflict.

3. Observe Body Language

An effective technique to encourage open communication and face conflict when someone avoids it is to observe people’s body language. Emotions show through attitude, behavior, or expression. All three are nonverbally communicated.

Nonverbal communication doesn’t just hint at what’s going on inside a person, it is what’s going on inside a person. Even when a person avoids conflict, their emotions are visible through bodily expressions. If a guy doesn’t say what he feels (“I am angry”), you’ll see the emotion in more potentially harmful ways of attitude and behavior like sarcasm, avoidance, gossip, and forms of addiction.

Comment on the specific body language signals you pick up on. If you just say, “You look frustrated. Is there something you want to tell me?”, the nice conflict avoider will reply, “No”. Be specific by saying, “When I said I need you to work overtime, you turned your head then rolled your eyes. It seems you were bothered by my request. That’s okay. Share with me what’s on your mind.”

4. Lighten the Moment

Life can get too serious. Lighten conflict when appropriate and people can more openly face differences.

Humor is one-way to reduce tension. In fact, humor is often a release of tension. One company owner in a meeting observed the secretary verbally dominate the marketing director Jim over a tactic to acquire customers. The owner interrupted his secretary: “Okay. We could settle this in the boxing ring, but the board of directors will probably fire me for employee abuse… What do you think Jim, about the tactic to acquire customers?”

Another way to lighten conflict is with a tactic from the first chapter of my Communication Secrets of Powerful People program: use padded words. The technique softens what can be harsh. Examples of padded words include: “I feel there’s a small issue to face…”, “It’s not much, but I’d like to…”, and “Maybe we can…”

Do not overuse padded words otherwise it blurs the issue and causes your message to lose its intended meaning. Be aware that softening up conflict can be another form of avoidance. Balance the two by keeping it light yet be sure to address the issue.

5. Provide Positive Reinforcement

Conflict is avoided because of negative reinforcement. Attempts to change are met with defensive behavior resulting in learned hopelessness. Name-calling, ignorance of feelings, shouting, abusive tactics, and violence act as punishment to unconsciously tell someone, “Avoid similar situations in the future otherwise suffer again.”

The way to solve this using Skinner’s behavioral theory is to provide positive reinforcement. Do what you can to consciously and unconsciously make someone want to address conflict.

When someone takes the step into the scary unknown of open communication by confronting conflict, it’s important to reinforce the desired behavior with effective conflict management techniques. In the absence of these methods, you could end up making the conflict destructive and further reinforce the person’s patterns of avoidance.

You can also welcome different perspectives by asking for the person’s opinion. Listen then thank the person for expressing himself or herself. Everyone loves to feel listened to, understood, and appreciated.

Conflict avoidance doesn’t have to destroy your workplace, marriage, or family when you use the above five ways to deal with conflict. Just be sure to not avoid what I’ve given you.

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5. Controlling People – Signs of a Controlling Person and How to Deal with Them

Alicia didn’t think her boyfriend was someone with a controlling personality – two years later she is still confused about her boyfriend’s behavior. She tells her friends that Randy controls what she does and how she feels, but they say it’s typical for men to behave that way. She has gone to a counselor, but everyone says to work on her relationship more. Alicia sometimes also thinks if she loves Randy more, he will change, which is a complete myth.

Few people know the signs of a controlling personality. You could even be unaware you’re a controlling person. By the time such behaviors are evident, years of misery pass in the relationship and sometimes verbal and physical abuse surfaces. The sooner you can identify the signs of controlling men and women and how to deal with these people or yourself with the advice I’ll give you in this article, the better you’ll protect yourself from a dangerous man or woman who can potentially create an abusive relationship.

How a Controlling Personality Develops

How we perceive and judge information is the secret to understand controlling behavior. Psychologist Carl Jung discovered that people have four psychological functions:

1. Sensing (“It smells nice”, “I need to touch it first”, “Let me see it”)
2. Intuiting (“I have a feeling something bad will happen”, “I bet today is going to go wonderfully”, “I sense there’s something special about you”)
3. Thinking (“Lets look at the problem logically”, “It doesn’t match the set criteria”, “That happened before”)
4. Feeling (“I feel pain”, “I love the energy in this room”, “It feels right”)

The sensate and intuit functions gather and perceive information. The thought and feeling functions evaluate and judge the information. You can see the four psychological functions and their relationships represented in the below diagram.

You might know these functions through the Myers-Briggs Type Indicator (MBTI). All four functions serve an important part of the healthy human personality. The MBTI states that we have predominate functions and rely on other functions to a lesser degree. You rely on the sensate function by trusting your five senses (“I love the taste of this new recipe”), but at the same time you still receive messages from your intuition (“Customers are going to enjoy this new recipe”).

While the healthy person is connected to these four functions, the controlling person is unaware of one or more functions and unaware of one’s dictating behavior. Patricia Evans, author of Controlling People, says a controlling personality begins when one of the four functions are blocked, which leads to poor self-understanding and a blindness to one’s behavior. Once the person loses a connection with oneself that forms his or her reality, control is pursued in the exterior world.

Men typically control others when their feeling function is blocked. Males have been told: “don’t feel pain”, “real men don’t cry”, “you’re too sensitive”, “men must stay strong”, and “if you get emotional, you lose”. A young boy cuts his knee and cries, for example, to which the father responds, “That doesn’t hurt so stop crying.” Gradually the boy disconnects from himself and ignores his feeling function. The boy’s inner reality is negated by others who tell him his feelings are wrong.

Disconnection is natural, yet ongoing disconnection is dangerous. It is necessary for soldiers to block their feeling function to get through the blood and brutality of war, but if the temporary blockage becomes permanent, the person loses awareness of the feeling function. The soldier “forgets” how to feel pain and joy and struggles to empathize with someone in distress. Trauma, culture, and parents are the primary reasons people disconnect.

The four functions are necessary for survival. Without attention to bad-tasting food, a vibe that warns you of a dangerous location, obscure rationale, and another’s feelings, one’s safety is jeopardized. A soldier deeply connected to pain in battle will struggle to persist in survival.

When a person permanently disconnects, however, an identity problem arises. The person’s psyche has been violated. Once a person cannot believe his or her own senses, intuition, thoughts, or feelings, what consistency can be established to form the person’s identity? Identity and control must be established in the only other possible way: by controlling others.

Evan’s terms this a “backwards connection”. If people are not self-aware of inner experiences, they form their identity from the outside-in instead of the inside-out. While healthy people construct their identity from experiences via the four functions, soon-to-be controllers construct themselves by a desired self-image or what others think one should be like. Intergenerational behavior leads them to treat their partners or children the same way they were treated. Controllers begin to define another person’s reality.

Ignorance of Authenticity

Healthy, authentic persons realize authenticity in others. Controllers on the other hand, hate authenticity. Their experiences are unknown so they circumvent others from their experiences.

The controller molds his or her partner or child into the desired person and connects to that fake person. A controlling husband can say he loves his wife, but he really loves the perfect wife constructed in his mind. Victims are so blinded by this pretend love, thinking the person who defines and controls him or her is truly in love.

Controlling and abusive relationships are common in marriages because one spouse does not fit “Prince Charming” or “Princess”. It is impossible anyway for these personas to be realized.

In our example, Randy creates a backwards connection by connecting to the fake Alicia. She has senses, intuition, thoughts, and feelings Randy ignores because her experiences fail to match up to the idealized princess. This leaves Alicia feeling confused, invalidated, and ignored.

The ideal image knows what the controller wants, feels, and thinks. Controllers assume “one mind” with their victims. If the controlled person fails to behave congruently with the ideal image by mind-reading the controller, the person is often ignored, abused, argued against, or told what to be, say, and feel in an attempt to negate authenticity and be molded into the unattainable image.

Victims like a woman who try to be the perfect wife based on the abuse received from her controlling husband cannot consistently be the idealized image. Moments of genuineness always show – they are who the person really is after all.

Controllers do not see their behavior for what it is, however. Most are completely dumbfounded as to why they control others. If you are a controller, you will not know why you behave hurtfully towards one or two victims of your controlling behavior while most people see you as a beautiful, nice, caring person. Pleas for help can easily go ignored for the behavior is deceptive.

Blame blinds controllers. Rapists, murderers, and others convicted of assault say it was the victim’s fault because the victims showed authenticity that stirred the perpetrator to eliminate. Controllers never take responsibility for their behavior and instead accuse their victims who “deserved it”. Battered wives are blamed, beaten-down, and belittled by abusive husbands who believe their spouses are responsible for their rage. Criminals can sit in their prison cell and still blindly conclude their victims are the reason one is imprisoned.

Signs of a Controlling Relationship

The best sign to identify a controlling man or woman is to see if the person assumes one mind. I would assume one mind with you if I became angry over you not knowing what I wanted.

One-mindedness is a warning sign of a controlling person because the ideal image knows what the controlling person wants, thinks, and feels. The moment this perfect understanding is brought back to reality with a question, rage can form. If Alicia asks Randy, “When will you be back?” “Why do you treat me like this?” and “Why can’t I satisfy you?”, he could show controlling behavior like avoiding, arguing, or abusing her.

A second major warning sign of a controlling person is they define you. I would define you by telling you what you think and feel.

A controlling person defines victims based on the ideal image. Authenticity is neglected – what a victim really feels and thinks is replaced by the controlling person’s definition. The definitions form a fantasy, trying to pull the victim back into the perfect persona. You can see this in the following situations in which Alicia is defined by Randy:

• Alicia says, “I want to order chicken teriyaki.” Randy replies, “Don’t get it because you won’t like chicken teriyaki.”
• Alicia says, “I’m trying.” Randy replies, “You’re not trying!”
• Alicia says, “Please don’t treat me that way.” Randy replies, “You always try to blame me for what happens to you! It’s your own bloody fault you get treated that way!”
• Alicia says, “I’m feeling sad.” Randy replies, “Stop trying to manipulate me.”
• Alicia says, “I want to work again.” Randy replies, “You don’t know what you want.”

Randy defines Alicia. He destroys her authenticity by molding her into his idealized image.

Most of the responses defining Alicia are paradoxical. Controllers create the exact opposite of what they try to achieve:

1. They try to get close by barking orders, but their controlling behavior creates distance
2. They try to show power by belittling others, but their controlling behavior shows inferiority
3. They try to show wisdom and intelligence by disproving a victim’s point of view, but their controlling behavior shows incomprehension and shallowness
4. They think their perception is clear, but it is unclear

Intimacy is a paradoxical outcome avoided. The controller attempts to fulfill a need of closeness with the victim, yet true closeness is never achieved when the connection is with an inauthentic person. You cannot be intimate with a controller. Intimacy requires two persons to understand their feelings and connect with each for who they really are, which controllers cannot do because they lack four operational functions.

If you control someone, seeing theses signs is usually enough to make you see firsthand the false reality you are living in and what you need to bring yourself back into an authentic world. Some recovering controllers see the severity of their behavior and cannot kill it so they respect their victims by ending a relationship to seek healing.

How to Deal with a Controlling Person

Now you can recognize and understand a controlling person – maybe you even identified some characteristics in yourself – I’ll share with you the secrets to manage a person who tries to control you.

The first step to deal with a controlling person is to believe no one knows exactly how you feel and think. Victims of abuse can have their self-esteem pummeled heavily into the ground that they believe abusers more than themselves. Someone cannot define you – not even a psychologist. It is vital you acknowledge and believe your self-understanding over what a boyfriend or girlfriend, husband or wife, father or mother, manager or employee tells you.

The second step to deal with a controller uses the one-mindedness warning sign, which is to identify when the person trespasses your “psychic boundary”. Similar to the first step, detect trespasses by seeing what someone does when they attempt to define you. While the first step is an acknowledgment and belief before any controlling behavior surfaces, this second step reinforces the first step the moment someone controls you.

The third step is to speak up. You cannot shatter the idealized image placed on you until you speak up to face the problem. Though you are a victim of someone’s hurtful behavior, you are responsible for your response.

The fourth step uses the “What?” technique taught by Evans who says victims fall into the false reality controllers create by arguing with them. Most people respond to controllers by trying to contradict the nonsense such as: “I do love chicken teriyaki!” “Far out, I try so hard!” “I am sad… You don’t know how I feel!” Here is a sample dialog between Randy and Alicia who sticks to her habits by arguing with Randy, which is ineffective:

“I want to work again,” says Alicia.
“You don’t know what you want,” replies Randy.
“I do want to work again. I have a desire to pursue my photography career.”
“You don’t really like photography! Keep doing what you’re doing now.”
“No! I’ve been looking at some photography magazines and I really want to do it!”
“Where are those magazines? GIVE THEM TO ME SO I CAN TEAR THE DAMN THINGS UP YOU F***** B****!”

Instead of arguing with a person who defines you, Evans recommends you do not even validate what they are saying through argument and instead ask, “What?” or variations of it repeatedly. Other responses Alicia and you can use that do not validate a controller’s remarks are, “Cut it out”, “Quit that”, and “What are you doing?” Here is a sample dialog between Randy and Alicia who uses variations recommended by Evans:

“I want to work again,” says Alicia.
“You don’t know what you want,” replies Randy.
“What?”
“You don’t know what you want.”
“What?”
(For the first time Randy realizes something is going on.) “Cut it out. You heard me. You don’t want to work again.”
“Nonsense.”

A word of warning using this fourth step: do not use it on a dangerous person. It is too threatening to use on someone who can potentially go into rage. Protect yourself, protect your children. Be careful when you deal with a controller because they fight to keep their reality alive – a cut to their reality is perceived as death.

No controlling person is going to change their behavior through one conversation, but the above dialog between Alicia and Randy, for example, is the start of healing. Controllers need to see for themselves the backward connections they have created with others.

Leaving a Controlling Relationship

If you decide to leave a controller, their fake reality weakens. They may not change, but many do realize what their behavior did to themselves and the lives of their victims.

There are shelters that help sufferers of abuse should you leave a controlling spouse. Other options you can consider is to stay with family and friends and contact the police. Do something about the problem for the safety and happiness of yourself and your children.

Children in controlling relationships need help otherwise they are at risk of dictating others later in life. The moment a child’s fundamental needs remain unfilled, the child escapes to a fake world where those needs are met.

Psychotherapists say a common object in which a child obtains these needs is from a toy like a teddy bear. The bear is spoken to as an idealized person, always listening, always knowing, always understanding the child. The teddy is defined by the child and is one mind with the child. Later in the life the toy is projected onto others who get controlled by the person.

The intergenerational transmission of control cycles again unless it is stopped. Now is the time to deal with a controlling person and take control of what is controlling you.

If you suspect someone is in a controlling relationship, possibly the greatest gift you can give them right now is an understanding and freedom from controllers by telling the person about this article. You can click the “ShareThis” link below to email the article, post it on Facebook, or share it in the many other possible ways.

(To discover more on one-mindedness, checkout chapter three of my Communication Secrets of Powerful People program, which reveals this communication barrier many people use. You can learn more about the program that can help you better communicate in your relationships here. If you want to become whole again and connect with suppressed parts of yourself so you can easily connect with people, my other program Big Talk: Effortlessly Talk to Win Friends with the Real You is a breakthrough solution you can discover here.)

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Principles do not change. Water is two hydrogen atoms and one oxygen atom – this will not change. The North poles of two magnets repel – this will not change. Gravity rips you down to Earth – this will not change. The unchanging laws of science are parallel to the unchanging principles and laws of communication to deal with difficult people.

If you have a difficult person in your life, you may think he or she is impossible to deal with, yet the person is not an impenetrable rock. It’s human! And humans follow laws of psychology and behavior you can benefit from. This article will provide you with judo-like principles to convert seemingly impossible forces of a difficult person into tips to effectively deal with them.

The world is filled with stubborn people. The difficult people – and not so difficult – even think you’re at times difficult. Learn the following tips (taken from my Communication Secrets of Powerful People Program) to deal with difficult people in your everyday life:

What Doesn’t Work

Sending solutions. Common phrases that indicate solving include: “What if you…” “Stop doing… and start…” and “Why don’t you…” Telling people what to do does not work. Solutions are the problem. The more you push solutions on people, the more they pull away from you and your suggestion. Real solutions, commitment, and desire for change come from participation.

Moralizing. Common phrases that indicate moralizing include: “You should….” “It would be good for you to…” and “Stop doing wrong…” Chapter eight of my program defines moralizing words as “using what is right and wrong, good and bad, black and white to further your logic.” Manipulation from guilt and other emotions that arise from moral words do not change difficult people – yet alone anyone.

Complaints. “I wish Bill wasn’t so damn annoying.” Bickering is mental masturbation. Creation comes from being proactive. If you complain, you’re the difficult person. You become no better than the person you try to change.

Criticism. People criticize to build change. “I’m results-focused. I criticize people to get things done.” Similar lines of thinking drive the 12 communication barriers (criticism, labeling, diagnosing, praise, orders, threats, questions, moralizing, advice, reason, reassurance, and deflecting). Avoid criticism because it is not charismatic persuasion. Criticism intensifies conflict. Criticized individuals feel diminished, unworthy, and less important.

What Does Work: 10 Principles and Tips to Deal with a Difficult Person

The following principles and tips are not short-term tricks to transform an annoying person. Endless articles have been written on the Internet that provide frivolous advice on this topic. When the core problem is addressed, however, colds get skipped and the cancer is cut out. The advice in this article gets down to the core of what really matters when dealing with a difficult person and does not change from situation because the advice is timeless.

1. You see the world as you are. Stephanie Rosenbloom for The New York Times hit the heart of difficult people; or rather the people who think someone is difficult. Rosenbloom says the issue “is not the difficult people themselves. It is you.”

Most articles that provide tips to deal with difficult people focus on difficult individuals (“They’re the problem”); hence they miss the real problem (“You’re part of the problem”). You play a role in a difficult person’s behavior. Problems transmute from your perception, then your reaction. Carl Jung said we repress certain characteristics often due to our attempts to fit in with people, which manifest in discomfort around people we repulse. Jungian psychoanalyst Edward Whitmont writes:

“Ask someone to give a description of the personality type which he finds most despicable, most unbearable and hateful, and most impossible to get along with, and he will produce a description of his own repressed characteristics – a self-description which is utterly unconscious and which therefore always and everywhere tortures him as he receives its effect from the other person. These very qualities are so unacceptable to him precisely because they represent his own repressed side; only that which he cannot accept without ourselves do we find impossible to live with in others.”

What characteristics in people do you hate most? What do these characteristics say about you? Who doesn’t find the person difficult? What can you learn from people who don’t find the person hard to face?

A chronically difficult person is rare. Your self-image makes people difficult. I strongly encourage you to notice as often as possible what you deny in yourself because this could be a repressed image, a shadow you see in others, that you have ignored in the past. “In the end,” says Rosenbloom, “the specialists say, we cannot control other people, only our response to them.” (The first chapter of my Big Talk training course taps into this deep, dark psychological theory that stops us from enjoyable conversation. When you connect with your full self, it becomes easy to connect with people and make friends. This is cutting-edge material you can discover more about here.)

2. Lose the need to be right. When you enter a conversation with the intent to fix someone, you become difficult. Stephen Covey in The 7 Habits of Highly Effective People says you must open yourself to be influenced to influence. Quit thinking you’re right because this drives your resistance to be changed and change people.

3. Clear your heart, open your mind. Too often our experiences with people hurt our current conversations with them. It takes time for someone in your negative light to shift under a positive spotlight – even when the person hasn’t been difficult for a while.

Forgive to clean your heart then keep an open mind as to why someone is difficult. Stop hopping to conclusions by portraying the problem as the person’s difficulty. You blockade truth with judgments and fear of self-analysis.

Perhaps you are the problem, their father was diagnosed with cancer, or they are in financial trouble. Acknowledge that you do not – and will never – know all reasons why someone is difficult. An open mind that welcomes a person’s point of view to enter possible explanations for their behavior creates a cushion to soften harsh judgments.

Listen to the difficult person and let them express their point of view – it will help you see why they are difficult. This tip alone can be enough to deal with the person as you see the reason for their behavior. Listen honestly, actively, and empathically.

4. Want difficult people. It’s scary, but wanting a bothersome person helps you. Difficult people create conflict – and this creates change. If organisms faced no challenges, they would have no reason to evolve. Difficulties challenge you, compelling you to evolve into a superior being.

Does this mean you can be difficult? No. There is people who find you difficult enough. The diversity of human nature brings with it differences that catapult humanity through difficulties.

5. Be proactive, not reactive. Reactive persons blame circumstances for their reality. They reciprocate bad behavior. They reason other people need to change.

Proactive persons create what they want regardless of constricting circumstances. Create a value in yourself to be proactive and treat people with respect. Once you stop reciprocating bad behavior, you feel proud, empowered, and in control of your life – regardless of whether you successfully handle the situation. Make the fundamental decision to commit to the advice given in this article.

6. Be responsible, not a victim. Don’t blame people for how they make you feel. The degree you’re a victim of someone’s behavior controls the impact it has on you.

Take responsibility for how you feel. Prevent people from entering and exiting your emotional state at will. Eliminate blame to free yourself from a person’s difficult behavior.

You don’t have to be burdened by people’s problems. You will work towards a solution faster and be less emotionally exasperated when you lose the victim mentality and stop thinking people are villains. My friend Gary Harper has a good article on this where he also discusses similar principles to this article.

7. Be problem-oriented, not person-oriented. Difficult people have a difficult problem and are trying to fulfill a need the only way they know possible. It seems elusive, but even they want to live in harmony.

People are not the problem. Focus on the problem and not the person. A helpful tip for this is to disassociate the problem from the person. Their behavior, even you, or something else is the problem.

8. Find the unmet need. Difficult people have an unmet need. Whether somebody is angry, unhappy, depressed, loud, or anxious, they try to fulfill a need – though it is often done poorly. Notice a hidden need beneath someone’s difficult behavior, and you will see another human being. This will allow you to compassionately communicate. The Nonviolent Communication Process is a model that gets you focused on, and fulfilling, other people’s needs and your own.

9. Be interdependent. Dependency is unhealthy. To overcome this, self-help experts teach independence. According to most people, independence is health, freedom, and power. By itself, nothing could be further from the truth.

According to Robert Greene, author of 48 Laws of Power, a powerful individual living in isolation destroys his power. John O’Neil in The Paradox of Success confirms Greene’s remarks. O’Neil says leaders and other individuals in powerful positions destroy their success and happiness with overt independence. Such persons do it all, have chronic obsessions with work and difficulties getting their mind off work, and easily become irritated by others who disagree with their decision-making.

A powerful communicator knows how to distribute decision-making for freedom. He or she knows how to seek help because the person is not afraid to admit failure and learn. This is the interdependent standpoint you need beyond solitude. “When we try to pick out anything by itself,” said famed conservationist John Muir, “we find it hitched to everything else in the Universe.”

You don’t need to solve all problems by yourself. It sounds simple, but talking to a parent, manager, or human resource department is helpful. Other people bring knowledge, skills, and persuasive power to handle a difficult person. However, be beware of risks associated with making a private problem public. It’s your responsibility to respect a person’s privacy concerns, but at the same time you need to request another’s help when necessary.

10. Be detached from an outcome.

If the above tips and principles fail you, it’s not because they don’t work – it’s because you disobeyed them. The principles and tips given to you cannot fail because they are the foundations for good communication.

If you lose the need to be right while remaining proactive, for example, you deal with the difficult person. Stop thinking the only way to deal with a difficult person is to change them, such desire only makes you difficult.

When you attach to an outcome by seeking a specific result from an interaction at all costs, your rigidity causes resistance. The most common outcome people attach to when they converse with a difficult person is their need to be right and change the person (principle #2). Going into a conversation with the righteous intent to change a person guarantees failure. You must detach from an outcome.

If the principles and tips do not bring you the result you’re after, be prepared to walk away. Give the two of you some space to think the problems through. By doing this, you clear your heart and open your mind, remain proactive, and keep problem-oriented. A tough issue can be solved at a later time. Another day can bring different possibilities. Emotions, thoughts, and attitudes change all the time.

Unsuccessful conflict resolution of an issue with a difficult person can often escalate the problem, but adhere to these principles and tips to deal with a difficult person to make the difficult more manageable. “Many are stubborn in pursuit of the path they have chosen,” said Friedrich Nietzsche, “few in pursuit of the goal.”

(If you are reading this and found the above principles and tips to deal with difficult people helpful, you will enjoy my “Communication Secrets of Powerful People Program” where the principles for this article were extracted. Click here to learn more about the program and how you can develop your communication skills to charismatically have cold-hearted persons wanting to change. You can also discover more about Big Talk, my training course that lets two persons openly and freely talk with one another, here.)

Other Articles That Might Help You

1. Controlling People – Signs of a Controlling Person and How to Deal with Them
2. Review of Difficult Conversations by Douglas Stone, Bruce Patton, and Sheila Heen
3. How to Manage and Deal with an Aggressive Boss
4. How to Not Care What People Are Thinking About You – and Release Your People-Magnetic Self Into the Conversation
5. Review of The 7 Habits of Highly Effective People by Stephen Covey

She senses the executives are better than her. She feels below standard because the executives are dressed in suits while she wears a basic top and skirt. She does not know the executives very well and finds it hard to socialize with them, which makes her feel less as a person. Regardless of the superficial reason for her difference that makes her feel less than the executives, the real problem is her inferiority complex.

In 1912, a psychologist by the name of Alfred Alder wrote a book titled The Neurotic Character. His research in the book founded a popular area of psychology known as the inferiority complex, a term that describes a sense of inferiority an individual feels about oneself towards other people. It revolves around social status, power, ego, and dominance. You will have an inferiority complex when you feel less than people. You think other people are better than you.

Sally in our example feels inferior because she thinks the executives are better than her. Her inferiority has nothing to do with not knowing the executives, being dressed differently, or having a less prestigious job. Her interpretation of this situation that makes her feel below standard creates her inferiority.

An inferiority complex can arise when you experience an imagined or conditioned feeling of inferiority. As is the case for most people, it is a combination of imagination and subtle conditioning. You feel inferior when an event takes place, which makes you feel less than others (conditioning aspect), and your creative imagination (imagination aspect) would “blow out” your understanding of the event beyond what seems reasonable to another person.

The conditioning aspect in Sally’s example is her actual differences to the executives. She is wearing different clothes to the executives and she is not “a part of the group” based on her employment status. The imagination aspect for Sally is her clothes fall below standards, the executives are better than her, the executives want nothing to do with her because of her difference, plus many other irrationalities she thinks that makes her feel like a lesser human. The big difference between conditioning and imagination hold the answer to cure your inferiority complex.

The First Main Factor of Inferiority: Conditioning

I would be completely lying and doing everyone a disfavor if I said, “The inferiority complex is all in the mind. Just stop thinking you’re inferior because you’re not.” If it were so simple, billions of people would not experience feelings of inferiority sometime in their life. The inferiority complex is society’s psychological black plague that devours too many lives.

My main motivation in writing this article was to provide an accurate source of information to overcome the problem based on what works. The information in this article is a collection of the most useful advice on the inferiority complex I have synthesized over the years, along with specific lessons I have developed to overcome my own inferiority complex; unlike personal development teachers I know of who solely emphasize positiveness to overcome feelings of inferiority.

I did some brief browsing on the web to see what information was available on the inferiority complex, and most of the advice offered is harmful. “Experts” were telling people “things will get better”, “be more positive”, or “it’s not so bad”. If you have the inferiority complex and someone says similar things to you, you will understand the massive frustration caused from the misunderstanding when someone gives you such poor advice.

Positive thinking can be nicely understood through an analogy in a Bible verse. In Luke chapter five (NKJV), Jesus was talking to complaining Pharisees. Jesus replied to them in a parable so they would be more likely to understand:

“No one puts a piece from a new garment on an old one otherwise the new makes a tear, and also the piece that was taken out of the new does not match the old. And no one puts new wine into old wineskins; or else the new wine will burst the wineskins and be spilled, and the wineskins will be ruined.”

The garment and the wineskins examples are what positive thinking does to our self-image. A new patch over the bad garment improves the garment a little bit, yet it is still its same old self. If new wine (positive thinking) is poured into old wineskins (your poor self-image of feeling inferior), then nothing good will result. It is a battle of willpower and what is known as creative imagination.

Positive thinking can slightly improve the situation, but in the end it usually results in frustration as your willpower becomes exhausted. Willpower results in an oscillation between the problem and an absence of the problem – failing to create a permanent solution. You cannot use self-determination to cure feelings of inferiority. Whenever willpower fights creative imagination, creative imagination is the victor. I repeat for emphasis: Your creative imagination, which consists of images and feelings, will always conquer your willpower.

From personal experience and coaching others, I know first hand that a better self-image where you do not feel inferior cannot be achieved through positive self-talk, affirmations, and the like. Unfortunately, thousands of people have taught, and continue to teach, that using positive self-talk will overcome your problems. Positive self-talk is often nothing more than an attempt to live deliriously from reality, ignoring what really takes place.

When Doing Becomes Being – Why Failure and Criticism Fuel Inferiority

The primary factors of conditioning that determine whether you become inferior or rise above the circumstance is your attitude towards criticism and failure. Do not forget about the creative imagination component – the stronger influence of feeling inferior – yet criticism and failure most powerfully influence the conditioning component.

Criticism and failure will always bang at your door to success – more so as you achieve your goals. I have noticed that as readers of my newsletter (ToP Tips) and articles increase, so does the criticism. I get excited with this because I know the criticism signals achievement. Any criticism and failure has nothing to do with me – in fact, it usually has more to do with the other person.

You and I will always have our critics if we avoid mediocrity. Anyone that has achieved anything notable, sooner or later receives harsh criticism. Find a dark corner where you can hide from the world if you want to avoid criticism (but then again, you will be criticized for hiding). The Greek philosopher Aristotle said, “Criticism is something we can avoid easily by saying nothing, doing nothing, and being nothing.”

People criticize you because they either want to improve your life, desire to release their frustration, or have their own problems. Failure and criticism say nothing about you; rather, let them signal personal growth. You can take criticism as a sign of progressing in life. If I had not experienced feelings of inferiority, I would not have worked on myself and personally grown. No way would I be writing this article today. I am certain I would not teach any communication skills.

You will never eliminate criticism or failure. The conditioning aspect of inferiority will never vanish. Therefore, to overcome the inferiority complex you cannot expect to avoid failure, dodge criticism, and achieve perfection. You must learn, move on, and maintain a goal-focused attitude to overcome an inferiority complex.

Criticism and failure will never stop as long as you pursue goals. Problems arise when you let the two burglars get a foot hold within your life. You come to feel inferior by associating criticism and failure with how you see yourself. The thieves steal valuable mental goods important to your success.

You will always do things in an inferior way to what other people can do – there is no ignoring that – but a secret to overcome your inferiority complex is to stop associating yourself with your actions. Stop letting failure and criticism form your identity. Inferiority arises when doing becomes being. When you associate what you do with yourself, actions of doing become actions of being.

A young guy gets poor results at school. He associates his grades with his intelligence – leading him to believe he is dumb. Is he really dumb because he was too lazy to study? No. A guy that gets poor results at school and does not feel inferior, dissociates himself with the result. He does not let his lack of study and effort over the school year make him feel that he is his outcome.

When you feel criticism is a signal of your unworthiness, only then does it stimulate inferiority, shame, and failure. Do not take criticism personally and think of yourself as a failure. Justly deserved criticism needs to be used as feedback to adjust your course of action back on the path of success.

The Three Factors of Criticism – Don’t Let These Get You Down

We all have been criticized. Some people suffer while others flourish and experience great levels of confidence, success, happiness, and intimate relationships. Why is this? What can you learn from this to overcome your inferiority complex?

The underlying reason some people feel inferior from criticism and failure, while other people flourish under such feedback, is how they react to the three components of criticism: the power of the sender, intensity, and frequency. You cannot control the three components of criticism – as is true for any conditioning aspect of inferiority – but you can control your reaction to them (the imagination component).

If you are passionate about boxing and Muhammad Ali said you are a hopeless boxer, his power and status intensifies the criticism. In addition, if his criticism was delivered in an intense outburst, the criticism would have a bigger impact on you feeling inferior as a boxer. If Ali also constantly reminded you how hopeless you are at boxing, this would stimulate further inferiority. The sender, intensity, and frequency of positive and negative messages impact how we feel about ourselves.

What matters, however, is your reaction. Think of a time when the power of the sender, intensity of the criticism, and the frequency of criticism made you feel inferior. If you can – and I suggest you do – make your selected memory one related to your current feelings of inferiority. If you are a shy person, perhaps think of a time when someone told you to stop talking because you have nothing good to say.

Once you have come up with one or several memories, ask yourself these questions:

• What were you thinking when the person made you feel inferior?
• What emotions did you experience?
• What self-talk followed the person’s negative feedback?
• How long did these feelings and thoughts last?
• How intense were these feelings and thoughts?

After answering these questions, if you reacted poorly to the negative feedback given to you in these situations, you should now be aware of how your feelings of inferiority develop. This is big. If you have the inferiority complex or know someone with it, I hope you’re getting excited about this insight.

The powerful lesson we can learn from this is that people’s criticism and other types of negative feedback has no power over you. It is not the events that make you inferior; it is your reaction to the events. It is the thoughts and feelings you experience after the event that determine whether your inferiority grows or dies. The conditioning aspect of inferiority partly manifests through the criticism of others – if you let it – yet your reaction to the event determines how you feel about yourself.

You condition yourself to feel inferior through self-criticism. You become your own worst enemy. The failed events and experiences shape your identity, making you appear a failure.

Harmful feelings trail behind harmful thoughts. You start to feel inferior. You use your creative imagination poorly and begin to evoke images of failure, misery, shame, unworthiness, and low self-esteem. All the negative messages you’ve accepted over time mold your self-image to make you feel inferior. You eventually believe you are inferior. That is essentially how an inferiority complex develops – through your creative imagination.

Other Articles That Might Help You

1. Review of The New Psycho-Cybernetics by Maxwell Maltz
2. How to Not Care What People Are Thinking About You – and Release Your People-Magnetic Self Into the Conversation
3. Setting SMART Achievable Personal Goals
4. On Achieving Goals – Part 2: How to Be Self-Motivated
5. 5 Truths About Fear: What Fear Doesn’t Want You To Know

Most people who do set goals have little to no understanding of goal-setting – and as a result, they fail to become or get what they want. We frequently hear of people’s goals (I should say “targets”) to find a perfect partner, lose weight, or help people in need. Many people have targets and few achieve them. Why is this and what can you do to set yourself apart from the 95 plus percent of people that do not achieve their poorly set personal goals?

Being an expert in setting and achieving personal goals is the greatest skill you can master. It ensures you desire something greater than what you have now and take the necessary steps to attain them. By setting and achieving personal goals you can: communicate effectively, have the partner you want, have the friends and relationship with your family you want, look your best, feel great about yourself, no longer have self-imposed limitations such as poor confidence, and generally become the person you want to be. A personal goal constructs a pathway for self development, but doing it correctly builds a superhighway to success.

Why People Do Not Set Goals

You would think that if goal-setting was the ultimate skill and the secret to success, that everyone would develop their own goals and learn to achieve them. Unfortunately, the world is not perfect.

I know with certainty that everyone will experience a more successful and enjoyable life if they learned to effectively communicate. Anthony Robbins, in my opinion the greatest modern day personal development coach, said, “The way we communicate with others and with ourselves ultimately determines the quality of our lives.” Effective communication determines the quality of your life with others while self development determines the quality of life with yourself. Self development forms your inner communication and progresses you towards building interpersonal relationships. There are several reasons why people do not set goals, which are similar to why people do not learn effective communication.

The first reason people do not set goals is they fail to see its importance. Like people that avoid developing their communication and other aspects of themselves, they do not see the importance of setting goals. I have met people unbelievably resistant to developing their communication. They have actually been insulted to hear they need to improve their communication! Every person can always communicate more effectively to improve their life.

The second reason people do not set goals is they fear criticism. People criticize for many reasons. In the first chapter on criticism in my Communication Secrets of Powerful People, I mention the most common reason for criticism is a desire to improve people. Other reasons include a habitual perception of faults in people, anger, a belief that greatness cannot be achieved, and a hidden agenda to hold people back from reaching their goals. Average people do not want others to go beyond average.

A person can fear setting goals because each time they have set goals in the past, others have criticized them for dreaming big. Others impose their self-limiting beliefs through criticism instilling fear within the person. Think of receiving criticism as a poisonous needle injected into your body. It slowly controls and destroys what you want. The destructive thought of fear controls the person from achieving anything remarkable.

To overcome the fear of criticism, put bluntly, screw what people think. Do not allow people to destroy your life with their beliefs. You would not tie a one tonne boulder to your leg when swimming so stop tying people’s limiting words to your mind. Society is filled with endless garbage to prevent you from achieving your goals. If you want something, go and get it by setting and achieving personal goals with the directions given in this article.

The third reason people do not set goals is a fear of failure. These people might think success is the absence of failure. The opposite is true. Success comes from failing a lot and failing fast. “I haven’t failed,” said famous inventor Thomas Edison. “I’ve just found 10,000 ways that won’t work.” Being an inventor, Edison knew that failure was the nuts and bolts that constructed his success.

To be powerful beings, we must remove the traditional meaning of failure from our reality by changing its meaning. You do this by breaking down what failure means to you. How do you know that what you feel is failure? You are most probably frustrated with not getting what you want. You mistake frustration for failure.

A failed attempt shows you took action. You overcame stagnation by stepping towards your goal. Knowing this helps you enjoy failure. That’s right! Enjoy failure!

The fourth reason people do not set goals is a fear success. People who fear success believe success is bad. The fear is common in wealth and wanting an attractive partner because the fearful individual is afraid of negative results if one gets what he or she wants. Wealth becomes evil or a certain type of partner is categorized as unfaithful. The fear does not let them achieve what they want.

The fifth reason people do not set goals is they do not know how. This reason relates to a fear of failure where the person has set goals in the past, but has not achieved them. The failure discourages further attempts. These people become disheartened from failure and think failure is imminent. They do not learn from past mistakes and move towards personal growth.

The classic example of this is weight loss as a new year’s resolution. A temporary motivation inspires the person to lose weight in January, but no further progression is made with the goal. They bounce back to their initial state as their behavior follows the path of least resistance. If you do not set and work towards a goal now, what makes you think you will achieve it as a New Year’s resolution? There are techniques such as SMART goal-setting, which I will discuss below, that you can use to set and achieve goals rather than wishing a result based on temporary motivation too common around New Years.

The sixth reason people do not set goals is they lack deep desire to want something greater than their present circumstances. For them, the ordinary or even sub-ordinary is sufficient. These people do not believe they can reach or deserve success because society has conditioned them to think they are ordinary people and therefore must do ordinary things. A lack of desire can also be aroused by failure, criticism, and other reasons that explain why people do not set goals.

Common Goal-Setting Problems

Once you have identified any common reasons you fail to set goals, you need to identify common problems in setting goals. There are four common problems people make in goal-setting. These mistakes are dangerous enough to prevent you from accomplishing what you set out to achieve:

#1 Too vague. A vague goal is general and contains uncertainties. Set a specific goal. The more specific a goal is made, the more likely you will achieve it. What exactly do you want to achieve? Maybe it is an intimate relationship with your partner. Saying, “My goal is to have more intimacy with my partner” is too vague. Convert it to a specific goal such as: “In 30 days, I will able to come home from work then talk and cuddle with my partner for 30 minutes everyday”. This is a great goal as it is specific and measurable. You need to be specific and define exactly what you want. (I’ve written a complete article I recommend you read to truly define what you want.)

#2 Get personal. A great leader knows he must inspire his team to take on an organization’s goals as if the goals were the team’s own. This is easy to achieve if the team has goals congruent with the organization. You are more likely to reach a goal that is personal instead of it being someone else’s desire.

#3 Determining the level of difficulty. It can be hard to set the correct level of a goal’s difficulty. If a goal is too hard, you will not achieve it. If it is too easy, the goal is unchallenging, your journey to success will be slow, and you will lack a significant feeling of accomplishment. The correct level of difficulty is one that is challenging yet achievable. It energizes you because you know it is reachable.

#4 Going public. You can avoid several reasons why people do not set goals by keeping your goals publicly hidden. While it can be good to let others know of your goals, if they could knock you off your pedestal through criticism, keep your goal quiet. Let a coworker know you aim to double your income within one year, and your goal could be shot down with criticism about the company, the lack of opportunity in society, or the impossibility of increasing your income. However, let the right person know of your goal to help you stay motivated. If you aim to build more intimacy with your partner, tell your partner the goal and work towards it together. The right person can redirect you on the path of success.

SMART Goal-Setting

“The reason most people never reach their goals is that they don’t define them, learn about them, or even seriously consider them as believable or achievable,” said motivational speaker and productivity expert Denis Waitley. “Winners can tell you where they are going, what they plan to do along the way, and who will be sharing the adventure with them.”

There are several techniques to set and achieve goals that complement each other so you can use multiple techniques to increase the likelihood of achieving your goal, but one goal-setting technique that has been effective for me is SMART goals. SMART is an acronym with minor variations:

Specific. As discussed earlier, a good goal is specific. Make a goal as specific as possible so expectations are developed, clarity is formed, and the path towards success is evident. A specific goal gives you excellent awareness and understanding of the requirements to achieve it. Develop an exact long-term goal, then break it down into goals for one year, one month, one week, and day-to-day activities.

Measurable. Another common problem discussed earlier is people do not set measurable goals. How can your progress be tracked so you achieve the goal in a set time period? Do your best to quantify your goal. Let’s say your goal is to overcome shyness. Set a measurable goal where you aim to meet and briefly converse with 10 new people next week. The number “10” within 1 week makes this goal measurable and specific. This makes it easy for you to track your progress in becoming a socially confident person.

Attainable. An attainable goal is one that you have or can develop the necessary skills to achieve. You have no doubt heard the saying: “You can achieve anything you want if you set your mind to it.” In other words, if you align your attitude, ability, thoughts, and emotions towards your goal, then it is attainable. An attainable goal is within your potential.

Realistic. A realistic goal is one you believe is reachable. It is related to “Attainable”. An example of a realistic goal is one reached by someone. It is realistic if you have the time and chances to gather the resources to achieve it. (Do not underestimate your ability to gather required resources.) Realism will lead to belief, motivation, and action.

Tangible. Too often goals float around in our minds. Create as many tangible forms of your goal then witness this amazing affect as your goal manifests itself. Write your goals on paper to create tangibility. Hear, see, feel, taste, or smell your goal. Use your five senses to stir a powerful, inner desire to hunt down your goals. Your emotions will intensify with tangible goals. Also, track your progress not based on an uncertain feeling of development, but on tangible changes. Look for solid evidence that you are progressing towards your goals.

When you set a SMART goal, you create a map for success. You give yourself a challenging yet achievable goal. Master SMART goal-setting and you will have the ultimate skill to get what you want.

Other Articles That Might Help You

1. On Achieving Goals – Part 1: Defining What You Truly Want
2. On Achieving Goals – Part 2: How to Be Self-Motivated
3. Why Smart People Have Poor Communication Skills – and What to Do About It
4. Inferiority Complex and the Self-Image
5. 10 Almost Guaranteed Ways to Fail in Life

The original version of this book was written in 1937 with 5,000 copies available. Word then quickly began to spread the globe about the value contained within the book with over 16 million copies now in print. Business owners, salespersons, and generally people who are interested in better relating to their fellow human being, have constantly referred to How to Win Friends and Influence People over the years as the best book you can read on the subject.

Classic Literature

In every subject there are usually one or two books people categorize as “must-read” if you are to succeed in the subject. In the wealth world there is Napoleon Hill’s Think and Grow Rich and Wallace Wattles’ The Science of Getting Rich. In the advertising world there is Claude Hopkins’ Scientific Advertising. In the self-help world there is Maxwell Maltz’s Psycho-Cybernetics or The New Psycho-Cybernetics. While in the human relationships and communication skills world, the number one book to read is How to Win Friends and Influence People. There are people of course who disagree with this, but there are substantial numbers of experts in their respective industries that refer to these books as the best ones you can read. (I strongly encourage you to read these classic books as they are original sources of most self-help information taught today.)

Most of these classical books mentioned date back to 1920. They are the pioneers in their respective industry. Books that discuss the psychology of financial success to this day use the exact same principles mentioned in Napoleon Hill’s Think and Grow Rich. The same goes for other self-help classics like James Allen’s As A Man Thinketh. How to Win Friends and Influence People is no exception. Nearly any communication skills book today mentions a principle originating from the book, whether it be to show interest in people or to avoid criticism. It is the authority book in human relations.

If you are not familiar with self-help classics, you may wonder how the heck these books written in the early-to-mid 1900s be useful today? Surely humanity has made many superior discoveries that exceed this “old school” material?

I use to think books today were superior to self-help classics. I heard hundreds of people praise How to Win Friends and Influence People. I thought the book was most people’s introduction to communication skills. I thought, “Sure, the book is great because it’s your first experience in learning the amazing effect of good communication.”

There is something to do with learning about a subject from its original pioneers, however, that makes the information powerful.

What I later found, which is what many people experience, is that by reading the book one time every year you encounter new realizations. Life-changing insights are also frequently experienced by many people upon re-reading Napoleon Hill’s Think and Grow Rich. I believe this is because your awareness and experience in the present is not enough to completely grasp the principles in these classic books.

Fundamental People Skills

After reading the 2007 edition of this book, I realized the book’s four parts, which deal with techniques to handle people, ways to make people like you, winning people to your way of thinking, and being a successful leader, are fundamental skills of all human relations. I consistently refer to these principles in my articles and other teachings. The important point I want to distinguish is that fundamentals are not basic skills. Fundamentals in any area form a solid framework for further skill development.

An athlete cannot become good at his or her sport by failing to develop its fundamentals. Sport coaches will tell you that an athlete who does not have the right fundamentals is tough to coach because every skill builds from the foundations laid by fundamental skills. Professional athletes always fine tune their fundamental skills because they know the profound affect such skills have on their professional abilities. Advanced techniques are only useful when the person knows the fundamentals. Also, having good fundamentals produces an exponential effect that puts you ahead of 95% of people, while advanced techniques in any area produces a slight improvement that gives you an edge of the 5% who also have sound fundamentals.

Tiger Woods still improves his fundamentals, but he can work on perfecting his 2 iron stinger where he hits the ball with a very low trajectory, while the average golfer is better off focusing on fundamentals like a better grip, stance, and pre-shot routine. The skills taught in How to Win Friends and Influence People constantly need to be revisited and worked on regardless of how good you think you are in communication.

More Specifics of the Book

At the start of each chapter, Carnegie discusses the chapter’s principle. He then provides an example of how someone, mostly students from his speaking course, have applied the principle in their business or family life. The stories themselves can be a revelation at times as you become aware of how and in what situations the principles can be applied.

The majority of the book discusses concepts instead of word-for-word techniques. One principle is making the other person feel important. Carnegie doesn’t tell you to say exactly this and that. He provides the “what”, which is the concept, with a little bit of the “how”.

The table of contents is below:

The principles of each part are nicely summarized at its end so you can easily review and memorize them. Each principle may seem simple at times, but don’t let simple deceive you from its power. These are powerful principles still changing the lives of those who read the book five or more times.

If you don’t already have a copy of Dale Carnegie’s How to Win Friends and Influence People, you need to go grab your copy now from Amazon by clicking here.

Other Articles That Might Help You

1. Review of The Quick and Easy Way to Effective Speaking by Dale Carnegie
2. Review of Influence by Robert Cialdini
3. How to Not Care What People Are Thinking About You – and Release Your People-Magnetic Self Into the Conversation
4. Review of Winning with People by John Maxwell
5. Review of The 7 Habits of Highly Effective People by Stephen Covey

The book’s title describes the book fairly well. Everything in it has been tested (though I’m not sure about the “new” part.) Conversationally Speaking contains the meat of what communication trainers have advised to people for decades. That is, understanding types of questions, listening, handling compliments, and other basic communication skills.

If you think you have a lot of knowledge about the dynamics of conversations, you will unlikely find anything new in this book. But then again, if you understand conversations well, you wouldn’t need to read many books on how to increase your personal and social effectiveness.

Garner’s book begins with a basic discussion on close-ended and open-ended questions. In later chapters on delivering compliments and listening, however, it seems Garner kicks the book up a gear. I was surprised by the advice to talk about yourself, handle criticism, deal with rejected praise, and reduce social anxiety.

A few criticism’s I’ve seen about the book on Amazon must have been adjusted in later versions of the book because some examples used in the book that people have put-down as “stupid” are non-existent in my version Conversationally Speaking does contain many relevant examples. The examples get to the author’s point as they are used to nicely illustrate a conversation skill.

The book contains very little fluff. Sometimes I felt a discussion was cut short as I turned the page to discover a new chapter. Small amounts of the book explain the skills as you will find yourself flying through it.

Overall, Alan Garner’s Conversationally Speaking is about proven conversational methods that promote conversations in personal and social situations. You won’t see the wheel reinvented in this book because the author has stuck with what has worked for him and hundreds of thousands of his readers. The conversational skills in this book are simple and effective. If you feel your conversational skills need fine-tuning, grab your copy of the book now from Amazon by clicking here.

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