What then is social etiquette and why must you learn these hidden tips your parents never taught you?

I believe society developed social etiquette rules over time to ensure its smooth functioning and pleasure of people. Etiquette matters to you because it is core to get work, make friends, and well, fit in. Children need it for the same reasons. Anyone with poor social etiquette creates awkward moments with people shrieking at each other wishing the rule-breaker to vanish. Even when you gain nothing, good etiquette is virtuous. It makes the world a better place.

Rules of social etiquette stem from two qualities: respect and empathy. Smile at someone you meet (respect). Apologize for knocking into a stranger to show displeasure with yourself (empathy). Introduce unmet friends to one another so they are not left alone (respect and empathy). Check with the public transport passenger beside you if your music is too loud (respect and empathy).

When you find yourself lost at restaurant, meeting someone new, or feeling out of your league in a wealthy environment, do that which entails respect and empathy. You will be sensitive to the feelings of others to charm men and women.

Specific guidance helps so I have a monstrous list of 89 tips for you in a variety of situations from meeting people to etiquette in business and public transport. A lot of the social etiquette rules shared below are in Emily Post’s Etiquette. It is a 900-page authority resource on general etiquette I read and encourage you to get if etiquette interests you.

Onwards to the 89 social etiquette rules and tips you may have never learned from your parents:

When Meeting People

1. Acknowledge people you know. Whether it is a head nod, wave, or “Hello”. The fundamental of good social manners when meeting people is responding to their presence.
2. Hold your drink and other objects in your left-hand to keep your right-hand free for handshakes.
3. Stand when you greet someone. Especially obey this etiquette rule when meeting someone for the first time. Don’t stress if it’s difficult to stand like when a baby is in your lap. When you are unable to stand, leaning forward can be a substitute to show interest.
4. Once you stand to meet someone, smile and offer your hand to the person for a handshake. It’s a simple way to make a good first impression.
5. When meeting close friends and family of the opposite sex, you can kiss them on their right cheek. Move straight-in and kiss on their right-side to stop head bumps. Whether a kiss is acceptable or not may change across cultures.
6. Greet a family member and anyone staying in your home when you see them for the first time in the day. A simply acknowledgment like “Hey” and “Good morning” can make the home a more pleasant place to live.
7. Introduce two people to each other if they have not met. Letting your girlfriend stand awkwardly smiling amongst your friends will have her leave you in no time.
8. If you are introducing two people to each other, look at the person you are introducing someone to. So if you are introducing Jane to Dad, look at Dad when saying, “Dad, I’d like you to meet Jane.”
9. When groups of people are involved in an introduction, share attention. Look equally at those you introduce and talk about each person as much as the other. Ranting on about Jane in her introduction then saying, “Oh, this is Tara” is not cool. This etiquette rule is especially true for couples when you habitually ignore the person you know less about.
10. Start a conversation when introducing people. Add information so the couple can start chatting without your presence. “Dad, Jane loves coffee maybe as much you.” “Tom’s brother actually lives in the area.” “Steve just moved from north of us and started working here.”
11. When you are introduced to others, listen carefully for their names. If you forget, be courteous by saying, “I’m sorry, I forgot your name. What was it again?”
12. For self-introductions, share your name first rather than ask for their name. People will share their name after you say yours. Disclosure in conversations is often reciprocated.
13. Use people’s names how they were shared in the introduction. Don’t call Alexander “Tony”, “bud”, or “honey”.
14. If you do not know how to pronounce someone’s name, ask them or someone who knows before you need to say it. If it’s too late, apologize for your mispronunciation then practice to correct yourself.
15. Do not break eye contact from the group in an introduction. Looking in the distance tells the person you are meeting that you prefer to be with someone else. As the conversation continues, you’re allowed to break more eye contact. Too much broken eye contact at anytime shows disinterest – a common relationship mistake.
16. For every arrival, there is a departure. Make your departure more gracious than a “bye”. Wind down the conversation. You can sum up a key point of the conversation (“I’ll make sure to get the report to you by Monday to prevent further hassle”), reference a private joke from the conversation (“Next time we meet, I hope you’ve figured out how to use the mower!”), or appreciate the person and the conversation (“Well, Andrea, I’ve got to get going but I’ve enjoyed talking with you”). For a complete guide to leave a lasting impression on people, discover the five ways to make a great last impression in Big Talk.

Conversation Etiquette

Do your conversations build relationships and make others enjoy being with you? Or do people want to run when faced by conversation with you? Good conversation etiquette with the following tips will have others happy to be in your presence.

Rules of social etiquette stem from respect and empathy.

17. Adjust your language, stories, jokes, and opinions to who you talk with. You are a cool guy to your friends, but telling your boss, “see ya dude”, will make him feel disrespected. The best socialites understand different people need different conversations. If you can get along with kids, the elderly, the homeless, and the wealthy, you are great with this conversational etiquette rule.
18. Be gracious when someone could feel embarrassed. Graciousness is the art of being kind and gentle. The best way I’ve found to be gracious is placing the burden on myself. Did someone forget your name? “Don’t worry. I’ve forgotten half the people’s names in this room already. My name is Josh.” Did the person trip over a cable? “Uh, hope you’re okay. I should really have covered that up so an accident doesn’t happen.” Graciousness will make you an angel to those in your presence.
19. Do not hold the conversation on yourself or what only matters to you. Talking about the health care system to a doctor is not your chance to seek a 10-minute health consultation for an ailment. Good conversationalists talk about their experiences and share their opinions, but they also ask questions about the person, expand on what others share, and show interest in what people say.
20. Share the speaking spotlight. If you have talked for a couple minutes without comments or input from others, you are hogging attention. Your conversational partner wants you to be quiet for a moment.
21. Let people finish what they want to say. This is the traditional conversation etiquette rule of “do not interrupt”.
22. When in a group, talk to everyone. Do not talk only to the hot girl you want to impress. It also means making the subject of conversation suitable for everyone. Telling a group about your latest Spiderman figurine that only your mate cares about is not socially suave.
23. Learn how to say no to politely decline requests and invitations. Refrain from a courteous no when you want to say no to create false expectations, persistent requests, or even conflict.
24. Do not participate in gossip or criticism. When someone gossips, Emily Post advises you to say, “But, Jim, Amanda says such nice things about you.” If the person ignores your attempt to steer the conversation away from gossip, say, “Let’s get off that subject.” If the rudeness continues, leave.
25. Researchers advise to keep a minimum distance of 60 cm (24 in) from conversational partners to stay out of their personal space. Even a kind word said one-foot away can be offensive.

Want a complete system to talk and make friends with anyone? You need more than etiquette tips when you are shy and have no idea what to say. I suggest you check out my full step-by-step guide called the Big Talk Training Course.

Everyday Circumstances

Whether you walk the streets or browse the shops, there is a right way to behave in everyday circumstances. These social etiquette tips mostly help you blend-in.

26. Prepare to behave differently than normal. Many etiquette articles advise you to be yourself, but I think “just be yourself” is bad advice. The people with the best social etiquette adapt to situations and people by understanding the rules of social etiquette shared in this article. What feels natural may not reflect social etiquette.
27. Keep your voice down. If someone has a loud voice, talk quietly to them – even whisper – and they will clue in then lower their voice.
28. Do not swear. If you must, find a PG-rated alternative on Thesaurus.com for your favorite four-letter word.
29. Arrive to parties and other events on time. Being late regardless of an excuse hints that you care little about those you meet.
30. Hold doors for people behind you. Let go when someone else holds the door. Always say “thanks” when a person holds a door for you. Appreciation takes no time and shows you liked their simple gesture.
31. If a door to a room is closed, knock then wait a few seconds. When no one responds, slowly open the door.
32. Here are my elevator rules. Hold elevator doors open for someone if they try to make it before the doors close. If the elevator is crowded or the door has been held multiple times, respect passengers by not delaying them any further. Should you be on the unlucky end of missing an elevator or it is crowded, stand back to let passengers know you are okay for them to go up or down. Other rules include move to the back, face the door, keep chat to a minimum, and avoid disturbances like phone calls or loud headphone music.
33. Walk on the right-side of sidewalks and shopping isles. Especially move over if you are slow. You can’t expect everyone to do this. An aircraft falling into your backyard right now is more likely than society walking on the right-side so walking etiquette is more about maneuvering yourself. Prepare to dodge and weave like Ali, keep objects like bags close to you, and give a quick apology when you bump someone.
34. Take your hat off at appropriate times. It’s not as simple as you think when considering the type of hat and the situation. Learn the etiquette of wearing a hat.
35. Give service staff and others you talk with your full attention. Get off the phone and take off headphones when paying for goods. It is rude and frustrating for someone like a McDonald’s worker to serve you when you talk to someone else. If you struggle to get off your phone, think of poor North Koreans. When an important politician dies, mobile phone use for a 100-day period is a “war crime” punishable with death.
36. Avoid these 16 email etiquette mistakes.
37. Leave a group or room to answer a phone call then keep the call as short as possible. Answer your phone at the dinner table to see the full effects of breaking this social etiquette rule. The rule is in place because nearby people deserve more attention than those who are distant.
38. When answering the phone, unless you know both of you have each other’s caller ID stored, greet the person followed by your name, “Hey, this is Josh.” If someone fails to introduce their name, it is polite to ask, “May I ask who is calling?”

Social Business Etiquette Principles

…nearby people deserve more attention than those who are distant.

Office gossip, loud employees, or time-wasting coworkers. Business can be filled with bad etiquette. With good business etiquette like most social skills, you create a better work environment and set yourself for a promotion. The same rules of everyday etiquette apply to social business etiquette with a few extra tips specific to what you encounter.

39. Greet coworkers when you see them for the first time in the day. Small talk is unexpected and can be frowned upon, but acknowledgment through a comment like “Good morning Jon” or a smile and a head nod beats out a cold look or avoidance.
40. Stand from your seat when your boss or someone of senior rank comes near your workspace. Also stand when you meet someone you haven’t seen for awhile. It’s a sign of respect. Stay seated if someone comes by daily. Stand when your secretary walks by your desk every 30-minutes will have her scratching her head and you getting no work complete.
41. Before you enter someone’s cubicle or office – even if the door is open or there is no door – knock on a wall or door then ask, “May I come in?”
42. Unless you are an international visitor from a company, the company’s owner, or a key leader to the meeting taking place, do not sit in the middle seats or at the table’s end. Even more so avoid the middle and end seats that face the door. These are for the big kahuna.
43. Sincerely praise a coworker for a project he or she worked hard on. “Diana, you put a lot of effort into this project and got good results. Nice work.” You will make them feel good and come across as a thoughtful person.
44. Focus on the face. Whether you give a presentation or wait on a phone call, avoid looking at devices that detract from your attention and someone’s feeling that you care about them. Look into people’s eyes to at least make them feel you are present.
45. Whenever you make small talk in the office, gauge the person’s attention to you. Leave if they seem occupied. Don’t let chat interfere with business. When you get interrupted, politely respond, “Unfortunately it’s a bad moment for me right now. Can we catch up after this report is complete?”

Etiquette Tips for Men with Women

You can have good etiquette without behaving like a gentleman in the Victorian era when a man took of his hat to greet a lady each time they crossed paths. Women notice a man who is considerate and respectful of others.

46. “Rudeness is the weak man’s imitation of strength,” said Eric Hoffer, a 20th-century American that loved to write about social issues. There is nothing manly about being rude to others. A gentleman disagrees without bitterness or anger. If an agreement cannot be reached, agree to disagree and focus on any neutral ground.
47. Walk in-front of a woman in tough crowds and on slippery surfaces. Hold her hand for safety.
48. Walk on the curb-side of footpaths. It’s a tradition of safety when a wayward buggy or horse would pose a hazard. Be a man by taking a wayward fast car to the face for your woman.
49. Allow women to enter doors and other devices for travel like escalators and cars before you. The exception is when a woman needs help. For a slippery set of stairs you walk down a step in-front of her, look her in the eyes, ask if you can be of help, then offer your arm.
50. Offer your arm the correct way in the right situation. The correct way to offer your arm is at a right-angle from the elbow with a small gap between the body and a straight wrist. The right-arm is traditionally what you offer but it matters little. Be ready to tighten your arm in case the lady slips if you are not already flexing your bicep for her (and your ego). Common situations to offer your arm are to help an elderly woman, walk with your partner to a formal event, or assist a lady cross ground she may trip over.

Etiquette Tips for Women with Men

Corsets and tea-sipping with a raised pinky is old. What follows are powerful etiquette tips women can use to be more appealing to men. It’s what men want in women.

51. When taking a man’s arm, place your hand with fingers together around his bicep then walk close with him.
52. Be positive about everyone. If someone is less fortunate than you, have pity. If your man does something you hate, keep silent and tell him in private. A lady gives her heart and treasures to those around her to make others feel loved and respected.
53. Do not groom in public. This applies to men and women. No make up, flossing, and hair adjustments unless in a private area like a restroom.
54. To be a “Victorian Lady” in the 19th-century, the dressing room was your sanctuary. You admired and beautified yourself so when you left the room, your beauty seemed effortless to the man you aimed to please.
55. Expose yourself to elegant women you admire. Note their habits and simple movements to learn how you can be like them.

Social Etiquette for Children: Tips for Parents and Those Wanting to Help Children

Good etiquette in children helps them make friends and be appreciated by adults. You get to enjoy dinners at restaurants or shop together without onlookers gasping like they saw a horror movie.

Everyday life offers situations to practice consideration.

56. If you think children are ruder now than ever, it is because of adults. “The hardest job kids face today is learning good manners without seeing any,” said Broadway dancer Fred Astaire. Children and teens will be most considerate when adults model good behaviors. If you expect your child to do something, check to see if you do it. A good model, for example, can teach a child listening skills (a core part of social etiquette) by listening.
57. Everyday life offers situations to practice consideration. “Please do not run in the house because of the noise.” “We say ‘hi’ to guests in our home.” “Please take your plate to the sink to share the dinner workload.”
58. Have conversations with the child like you would with an adult. There is nothing awkward about conversing with a child. Through conversations you build a relationship and teach the child how to converse.
59. When the child talks with you, get him or her to look you in the eyes. Eye contact is key for communication and friendship.
60. Reinforce use of the two magical words: “please” and “thank you”. “Please” when asking and “thank you” when receiving.
61. Give little adjustments at the right time when talking with a child you care for. Correct pronunciation of a word or point out an unsocial habit. Regardless of your adjustment, never interrupt or embarrass the child otherwise you display poor social etiquette. Always be a role model.

Table Manners

Society is built around meals. In Eastern and Western cultures, it is a way to develop relationships, share good times, or extend thanks. What you do at the table (your table manners) affect how people nearby perceive you.

62. Order at a restaurant by firstly checking if everyone at your table is ready to order. Decide what you want now to not waste the waiter’s time. Close the menu to signal the waiter you are ready. If you cannot get the waiter’s attention and she is serving no one, it is good etiquette to ask a polite question (“Waiter?”) just loud enough followed by your hand raised to chin level.
63. When you are invited to someone’s home for a meal, offer to help prepare the meal. If they decline your offer, offer to help in other ways, “What other ways can I help?”
64. Take what you will eat. Never more. Edge on the safe-side of leaving more food than necessary for others to serve themselves. It sucks to get to the potato salad only to discover it’s all gone!
65. Observe your host when you are unsure what to do. Eat when your host does and observe what utensils to use.
66. Eat with your mouth closed and do not talk with food in your mouth. Did I really need to share that?
67. Use “please”, “thank you”, and “excuse me”. Such simple words make you a welcome guest at the table.
68. Sit up straight. Why is this a social etiquette rule? It shows you are engaged and makes table guests more likely to converse with you. To eat, move a utensil to your face instead of hunching.
69. Elbows on the table can be fine – even good – when you do not hold utensils. Leaning forward with elbows on the table makes you appear more interested to who you listen. Table guests can also hear you more easily when you speak in noisy restaurants.
70. At the end of a restaurant meal, who pays? On first dates the person who invites should pay. Split the bill whenever you are confused. Splitting does not have to be awkward. One person can pay while the other after dinner buys drinks in a pub or movie tickets. Keep suitable amounts of cash on hand for your share. Offer to cover yourself whenever someone wants to pay. If they decline your offer, thank them and leave it at that. The best piece of advice on “who pays” is to figure it out before the occasion to prevent ruining a nice time.

Transport

Whether you are in a cart pulled by a horse or on the dirty subway, transport etiquette ensures a smooth ride for fellow passengers.

71. Give up your seat to an elderly person, a disabled person, a pregnant women, and even a parent with a young child. Win an extra brownie point with your passengers by donating your seat to a person so he or she can sit near friends. Too bad if you had a rough day and wanted to sit. Most people will dislike taking a seat from you so stand up before making your offer with a smile.
72. Sit in a seat near no one before sitting near someone.
73. Keep your bag and other objects off the seat beside you. Get a car if you want privacy.
74. Carpooling is about consideration of passengers. Ask before opening windows, avoid repetitive habits like tapping, and sought out compensation for fuel.

How to Handle Tough Situations You Have Not Thought Of

Maybe you have thought of the tough situations below, but had no idea what to do. Boost your confidence by knowing how to deal with situations that make people squirm.

75. Ask for the owner’s permission as courtesy to pat, feed, or talk with their pet animal. Such behaviors with service dogs is dangerous because it distracts them from duties.
76. When translators are used, do not talk to the translator. Look at the person who speaks the foreign language when he or she talks and when you talk.
77. Address people appropriately with the right name and title. You have Doctors, Professors, Bishops, and Ambassadors, and Judges. I thought it was simple until discovering the hundreds of titles in Emily Post’s Etiquette. I cannot remember how to address a Senator so my advice is to prepare for the right way to address someone when you anticipate a meeting. Eventually you will learn how to address a Mayor (“The Honorable Bill Smith”) like you do with a Doctor (“Dr Smith”).
78. You were invited to the White House? Lucky you. Respond within the day. There are few accepted reasons to decline such an invite so be ready to go. Why would you decline anyway, I have no idea. Arrive a few minutes early because it is a cardinal sin to have the President walk in ready to meet you without your presence. Once you arrive and are escorted by guards to an appropriate room, if you are in a small group the President and First Lady greet you. Remain standing. In a large group the guests form a line passing by the President. Address him as “Mr President”. The use of “Sir” in conversation is also appropriate.
79. Flag rules. Only use a flag in good condition replacing it when damaged or discolored. When a flag is handled, keep it off objects. Never hang a flag upside down unless to signal distress. Never use a flag as clothing, but flag-designs of clothing is permissible.
80. Treat people who do work for you, such as a maid, as equals. When you think like this, you do not order them around or take advantage of their services.
81. When someone is about to leave after staying at your place, be a good host by showing the guest to the door then stand outside until the guest is no longer seen. This signals you have enjoyed the guest’s company and are not rushed to return to daily duties (even if you are).
82. Follow the dress code for invitations. Codes confuse. They vary from black tie to white tie and formal to casual. Learn more about dress codes.
83. A bad date is rarely one person’s fault. Never make the other feel uncomfortable because you are dissatisfied. Be realistic about perfection. Treat the person as an individual. No “all men are jerks” comments or thoughts.
84. Bad news like death and divorce is difficult to share. It is okay to gradually spread the news. The person suffering can tell close friends and family. They then can share the bad news with others over time. A person responsible for sharing the news should be given the responsibility only if he or she can keep composure.
85. When someone goes through a tough time, never say, “I know how you feel.” It’s condescending and about you. Nor should you say, “Call me if you need help.” It’s too vague. Instead say, “Please know I am thinking of you.” and “May I cook for you this Sunday night?”
86. When you hear bad news, a simple, “I’m so sorry to hear” or “I wish you the best” is sufficient. Never try to make lemonade out of their lemon with comments like, “Be thankful her suffering is over.”
87. Adoption is none of your business. Do not ask about biological parents, reasons, or anything else to do with adoption. Drop the thought that adoptive parents are saints because it places a burden on them and guilt on the child. Let the parents or child raise the topic when they want.

88. Rudeness happens. It is a complex issue that cannot be fully covered here. My quick tips to deal with rudeness are to consider ignoring the issue, acknowledge your contribution to the problem, and never give the rude person anything to build on like raising your voice or reciprocating rudeness. Know how to deal with difficult people and you will manage their rudeness.
89. You now know more than most about social etiquette so be careful about being a grouch at those who disobey social etiquette. Be tolerant and friendly. Do not be the old crank at the golf club who yells at non-members for wearing a baseball cap inside the clubhouse. Rudeness is bad etiquette no matter the situation. When you respect the flaws of others, you give them the chance to respect you.

How will you use these social etiquette rules? When will you show etiquette to others? Will you treat others with respect when they are respectful to you? Will you take the high road only when you gain something like a promotion at work or admiration from onlookers? Your character is defined by what you do to people who cannot do anything to you.

This is not just an article to help you be assertive – it is a complete guide about the psychology of saying no. Too many people struggle to decline an offer, say they won’t help out, or reject a dangerous substance with confidence. Forces like guilt, peer pressure, and an inability to assert oneself makes people say yes, which puts them in situations they later regret.

Saying no helps with two main categories of situations. Firstly, it helps to avoid what is asked of you because of personal preference or your inability to fulfill the request. This category of situations involves donating to a charity because you have already donated to them, helping a friend when you have a more important task to do, or working overtime when you are going on holidays. You enjoy helping people, but you cannot help due to poor time, financial resources, or mental incapacity.

The second category of situations where assertive skills protect you are made of events that endanger your well-being. This category includes situations with drugs, alcohol, excessive stress, and loss of family-time. You have the time, money, and energy to give, but the situation is more threatening than the first category and ugly implications deter you from engagement. Saying no is difficult because you are coerced into compliance with peer pressure, guilt, intimidation, fear, or worry about being perceived as weak.

Why You Must Draw a Line: The Necessity and Benefits of Asserting No

It is vital for your wellbeing and your relationships to draw a line – and not cross it – in either category. When you fail to say no, you become resentful, bitter, spread thin, and risk your health. Your poor ability to say no has indirect effects difficult to comprehend.

Two serious situations in the second category of scenarios is being pressured into doing drugs or sex. Never accept a life-damaging decision due to intimidation and peer pressure when you can say no. It is a bonus if the other person respects your decision – not a necessity.

Most situations do not have the dangers associated with drugs, alcohol, or sex. You are peppered with requests day-in and day-out. Time is limited to do the necessities and the little extras you want. You must say no to people to get through the day with sanity.

You must gracefully say no if you’re to become a successful, powerful, happy individual. This assertive skill gives you the freedom and control to put your efforts where it matters most. Tony Blair knew he had to lead the United Kingdom by turning down requests and making priorities. “The art of leadership is saying no, not yes,” said the former Prime Minister. “It is very easy to say yes.”

I frequently tell, or ignore, casual website visitors and even subscribers who email me requesting my help with their communication – not because I’m a prick (or maybe I am) – but because I cannot let my time be consumed in ways where greater opportunity costs exist. People pay me five figures to receive one-on-one coaching so it is unfair for them to not receive special treatment.

Freebie seekers take whatever they can from others with no respect for who they take from and no desire to return favors. Be wary of saying yes to these people. They can control your life.

Stop hurting yourself by doing activities that contribute nothing to your values and long-term aspirations (this is the best skill I believe to increase productivity). Accepting more requests than you can handle as your most important tasks get overlooked makes you:

• do less enjoyable activities
• feel agitated towards loved ones from your repressed passions
• feel unfilled and unproductive
• develop a low self-esteem from the “but-I-work-so-hard-and-don’t-succeed” syndrome

Your poor ability to say no has indirect effects difficult to comprehend.

Research proves the guilt that drives human compulsion to say yes, wears down the body through stress, exhaustion, and mental dilapidation, as depression and a lack of passion develops. “Saying yes when you need to say no causes burnout,” says Duke Robinson, author of Too Nice for Your Own Good. “You do yourself and the person making the request a disservice by saying yes all of the time.”

Your leadership with work colleagues, family, or participants of a social group improves when values are clear. Learning to say no will improve your leadership skills as you develop a better team environment where you appropriately delegate tasks. You avoid tasks because you “do them best” and no longer micromanage people – two common problems for entrepreneurs. People can surprise you with their skills if you just let them, leaving you to complete other activities.

When you get good at saying no, others begin to respect your time and make less requests of you. You train people to behave a certain way with you as they avoid petty requests they know will be declined.

Once you become good at assertively saying no, your words will pack power when you comply with the request – something people previously took for granted. The “yes” becomes a clear crest rising from still waters, ascending people’s expectations. Scarcity makes people appreciate rarity over commonality.

Why It’s Difficult to Say No

Your boss asks, “Can you please put in another hour at work?” Do you give in or do you make an assertive stand? You crumble faster than my poor baking by giving in to the demand. Why do you say yes too often? What can you learn from this to be more assertive?

Maybe you do not say no because you think it’s selfish. There is nothing deep and messed up about you. You most likely just lack assertive communication skills.

Saying no like all assertive skills and techniques is not selfish under appropriate circumstances. Assertion generates a win-win result. Assertion is not a problem; it is a solution to one. A lack of assertion causes a win-loss result as you suffer from poor health, regrets, and low quality relationships. Frequent assertion can be inappropriate, but most people are too passive and don’t need to worry about this problem.

If you are a rarer person who aggressively declines a request, you still find it difficult to assertively say no, but situations affect you in a different way compared to passive persons. Pressure, stress, and intensity of a request grows for you as it eventually becomes too much and causes you to shout, “NO!” or degrade the person through remarks like, “I’m not doing what you say” or “You can’t tell me what to do”.

A compulsion to give because of guilt takes away the purist meaning of giving, which is to donate happily and freely.

Aside from communication styles, the most common reason people say yes is their guilt. The moral and social emotion dictates them to follow requests and orders. Charity workers sometimes instill guilt or shame in people so the only way they can alleviate the emotion is by making a donation.

Guilt compels you to give – often a good thing, but harmful when you want to say no. When your decision to give time, financial assistance, or any donation is made to avoid uncomfortable confrontation or guilt, the motive takes away the purist meaning of giving, which is to donate freely for the benefit of others. Giving is best done voluntarily otherwise resentment forms.

How to Eliminate Guilt in Saying No

Guilt is not bad like other emotions such as anger and anxiety. It exists for a reason. Guilt tells a message you need to hear.

People feel guilty when saying no because they lack or have a conflict of values. When you passionately believe an organization such as a racist group does not deserve a donation from you, saying no is simple. You feel no guilt. Your values against racial discrimination make it easy to feel zero guilt in saying no.

If you feel guilty by not donating to a good charity (a gray-colored situation compared to helping a racist group), your values are misaligned. It’s not that you don’t have values about helping people and organizations. One value compels you to give money or time (“Good people help others”, “I want to help the less fortunate”, and “I can give to receive”), while another value tells you otherwise (“You can’t afford it”, “You’ve got others things to do”, and “They don’t need what you have to offer”). Selecting one value or the other makes you feel guilty because the other value is ignored. A conflict of murky values spawns an unclear problem. It’s no wonder guilt can create an internal mess.

You can overcome feelings of guilt when saying no with an awareness of conflicting values, then align yourself with your highest values. If spending time with your children is more important than work, you can eliminate guilt about not working overtime. If doing your most valuable task at the start of the day is more important than a recreational activity, you can decline your friend’s offer to play sport with him and not feel guilty. If good health is more salient in your life than drugs and alcohol, no guilt or peer pressure will compel you to consume either. Identification with your most important value lets you make the decision to fulfill that value and happily stand by it.

To rid lingering guilt, sometimes it helps to revisit important values. Recite what values are important to you and why (“I’m not taking extra work home because my family-life suffers when I feel stressed”). Heavy guilt like any strong emotion communicates a message that needs attention. If further guilt surfaces, the problem is more complex and may need therapy to solve.

Let’s now discover the “how” of saying no.

Body Language – Saying No May Be Unnecessary

Saying no in some cases is enough. Without good body language, however, a simple no may not work.

If your body language is assertive, your words will be more assertive. Body language strengthens or weakens any verbal statement. If you lack good body language, any statement will lack power to be taken seriously. When words and body language conflict, you can bet people accept the message sent through body language as truth.

I was frequently asked to work extra hours at my old workplace, a supermarket where I packed shelves. I often lied to get out of working extra time, “I have university in the early morning.” The truth was I wanted to get home so I could work on EarthlingCommunication.com. I hated packing shelves, hearing I must work faster (it was low employee morale), and being criticized for not meeting productivity expectations. Sometimes I got out of work with minor guilt, but other times I had to work. The reason a lie saved me from prison while other times it sentenced me to additional time behind employer bars was the nonverbal cues.

When words and body language conflict, you can bet people accept the message sent through body language as truth.

When we tell the truth, our bodies naturally communicate the message with confidence. When we tell a lie, our bodies naturally communicate the message with low confidence. For this reason, I recommend you avoid lying by saying no for a true reason.

If you decide to lie or just want to enhance the strength of any assertive message, I have three assertive body language techniques for you to follow.

First is a eye contact technique. When the request is made, look into the person’s eyes for two seconds, look away for two more seconds, and then back into their eyes before making your statement. This provides a “thinking gap” that lets them know you pondered their request.

Do not give them a blank “dumb” stare. Make it a look of thought. Once the four seconds expire, simply say no or a variation of it provided below. This communicates confidence in your decision and that you are unlikely to change. The person will be less likely to repeat the request after you use the technique.

The second important tip in saying no through assertive body language is keeping consistent facial expressions. If you were bored before the request, don’t suddenly be animated otherwise the person will know something is up. Remove smiles or frowns, raised or lowered eyebrows, and anything else that communicates a negative or positive stance on the issue. Generally, a boring face shows you are unaffected by the person’s request.

The third important tip to put your noes on steroids is to maintain nonverbal smoothness. Keep your demeanor consistent with your demeanor prior to the request. Speak at the same volume, tone, and speed you did prior to saying no. Make smooth, minimal, confident movements. Nonverbally communicate subsequent requests with the same response as your first no.

A sign of unease hints at a lie to compel the person to persist in the request. If you suddenly have a nervous twitch when saying no, alarm bells ring for the person who will likely persist until you comply. Switching the topic and using sarcasm are two indicators of unease. The only different movement I recommend you have is shaking your head side-ways to nonverbally communicate your assertive message.

10 Proven Ways to Say No

There are many ways to say no that I’m about to describe below. You can choose a version you think is best for the situation without tying yourself to specific words and phrases that most articles on this topic advise because the following variations to say no are concepts, not word-for-word statements to mirror:

Plain No. Guess what this one involves? All you do is say no and move on. It is the least effective method, but this stock technique can work in simple situations.

Mirroring No. This variation involves sympathy where you communicate an understanding of the person’s situation, then follow it with your declining statement. Understanding people increases persuasive power. Let’s say your child’s sports coach asks you to be the team manager. You could respond with a “mirroring no” by saying, “I understand you’re after a team manager. It must be tough trying to organize the team, but I won’t be the team manager this season.”

If you do not understand someone, the person feels disconnected from you because we value those who understand our situation, feelings, and point of view. A misunderstood requester reasons, “You don’t understand me so you don’t understand the situation. I better keep bugging you until you do.”

Reason-Why No. One Harvard psychologist in a study gave his partner in crime a stack of papers to photocopy. The subject was told to try and jump the photocopying queue through one of two statements. When the subject said, “Excuse me, I’ve got five pages. May I jump in and use the machine?” 60% of people complied. When the subject said, “Excuse me, I’ve got five pages. May I jump in and use the machine because I’m in a rush”, 94% complied. The researchers discovered that providing a reason with a request increases compliance.

Providing a reason with a request increases compliance.

If a charity worker asks for a donation, you can say, “No I won’t donate because I’ve donated to another organization last week” or “No I won’t donate because I don’t want to”. Reread the second example and you will notice something peculiar: the reason provides no new information just like “I’ve got five pages”. Everyone in the photocopying line has pages to print, yet giving a reason makes the request more persuasive because we comply more often when given a reason. (I just used the technique on you!)

The requester may use a similar variation of this technique on you. Be wary of the person who gives a reason for their request to stop yourself getting sucked into a situation you want to avoid.

You can use the reason-why technique in combination with assertive body language and another variation of saying no to really pump-up your assertive power.

General No. The “general no” prevents the requester feeling isolated. Your goal is to come across as if you would decline the request with anyone in that situation. The variation is great for people who request money. A friend asks you for a loan to which you reply, “Sorry, I won’t. I don’t lend money to people.”

Delayed No. Simply say, “I’ll get back to you at a later time.” Meanwhile, the person may find someone else to do the job or the problem may solve itself. You also give yourself time to think of what to say if the person makes the same request later on. The “delayed no” technique is great if you’re a manager, entrepreneur, or team leader when someone drags you from an important task. People may only come to you because you willingly helped them in the past. They often are capable of solving their own problems.

Conditional No. State the conditions that govern you accepting the appeal. Decline if the conditions are not met. Only use this technique if you are willing to accept the request because the person may align their initial request with your listed conditions. As an example of the conditional no, your boss asks you to work overtime to which you reply, “I can work overtime, but only for one hour. If an hour isn’t good enough, I’ll have to say no.”

Painful No. Emphasize the future pain the person would experience if you decline the request at a later time. If your boss asks you to take on an extra assignment, you could say, “For both our sake I’m going to say no. The quality of my work declines when I’m not focused on one assignment. I don’t want to give you bad work, hurt my position here at the company, and as a result, make you get someone else to redo the assignment at a later date.”

Solution No. Decline the request then suggest someone or a work-around the person can use to solve the problem. As an example: “I cannot go out with you tonight because I need to work, but if you need transport, there’s a good bus service near the shops.”

Be careful throwing another person in the hole you occupied when they might hate it. Connect people you believe will help one another and both will benefit.

Repetitive No. The “repetitive no” variation uses an assertive skill known as the “broken record technique”, which repeats a statement. Say the same “no statement” over and over until the person stops their request. People slightly change repeated requests, but keep the statement unchanged. Here is an example scenario:

“Can you help me move house this weekend?”
“I have to work so I can’t help you move out.”
“I really need help. Can you help me move house?”
“I have to work so I can’t help you move out.”
“It’ll only be for a few hours. Can you?”
“I have to work so I can’t help you move out.”

Respectful No. Firstly use one of the other variations to say no. If the person persists with their request, use the “respectful no” variation. Communicate your wishes for the person to respect your decision. “Please don’t make the same request again. I’ve said no. Can you please accept that?” Do this with compassionate body language to avoid coming across as aggressive.

There are many ways to say no without feeling guilty. Pick the ones you like suited to the situation.

Once you use the above advice, the last and most important thing you can do is be prepared to walk away. Someone could persist with a request only because you stand there. Some salespersons are ruthless and persist at persuading you to buy until you move to leave. Salespersons rely on your guilt to stay with them until a perfect moment that rarely arrives signals for your departure.

“No” is not a bad word if you know how to say it effectively with your body and words. Stop thinking this assertive skill is bad because such thoughts make you feel guilty. When you want to decline a request, you actually hurt the person and the relationship with resentment by accepting the request. Turning down a request you want to avoid benefits everyone in the long-run. If you don’t achieve that outcome, then you have something to be guilty about.

What is the link between the following scenarios:

1. Your partner leaves the room in anger after another argument
2. A friend lashes out at you despite you having done nothing wrong
3. A child’s constant disobedience makes you frustrated and causes you to yell things you later regret

Thousands of situations like the ones above all have a common thread that play out in your life every year. There is a better way to handle the situation, but you cannot figure it out. Your emotions get the better of you and others as you poorly handle the situation. The answers and the secret human need I will show you how to fulfill is through a method of communication called “nonviolent communication”, also known as NVC.

The Answer to World Peace and Our Greatest Need?

The process I am about to discuss in this article is one created by the Center for Nonviolent Communication. The organization is a nonprofit organization founded by Marshall Rosenberg, author of Nonviolent Communication: A Language of Life. Rosenberg and a couple hundred other NVC trainers, conduct workshops throughout the world where they teach their nonviolent communication model. The NVC process has changed millions of people who learned the techniques directly from trainers or Rosenberg’s book, and people who have been fortunate enough to have those trained in the NVC process use the model on them.

If you are after a process that changes a person’s behavior, NVC is not the best one to use. NVC builds a deep intimate relationship and connection with effective communication by satisfying people’s needs. It achieves a level of connection most people never experience. It can be used to change a person’s behavior, but the primary purpose of the process is to help people face what matters with compassion to connect at a very intimate level.

Once you have gone through the process, then you can use your negotiation skills to persuade the person. If you try to persuade the person upfront before you use NVC, you will often find you are resisted and ignored.

When a person disagrees with you, refuses to comply with a request, or is angry at you, a poor communicator tries to firstly express oneself. The person seeks to be understood before seeking to understand. An NVC user seeks to understand the person, which in turn leads to their own need of being understood. Once you understand others, they often want to understand you.

Once you understand others, they often want to understand you.

The commonality of the situations mentioned earlier, and thousands of situations you experience throughout the year, is people’s desperation to be understood. Your angry partner wants to be understood. Your friend wants to be understood and will have almost zero frustration once you understand. Children want to be understood, which naturally compels them to talk with you about intimate issues. Nonviolent communication helps you understand people and have them understand you.

The need to be understood is possibly the greatest unmet human need. Fulfill this need and you will trigger new experiences, intimate sharing, and connect with people at the heart. Thanks to Dan Kennedy, a great marketer I intently learn from, I came across a quote by Cavett Robert, founder of the National Speakers Association, who said, “Most people are walking around, umbilical cord in hand, looking for a new place to plug it in.” If you can be that “socket” by understanding the person and empathically receiving their needs, you automatically share an electrifying connection with the person. Something about the person will change before your eyes. They will know something deep is going on without knowing what you are doing.

Unfortunately, the majority of people never arrive at this stage of electrifying intimacy. Answer this question truthfully: How many people truly understand you on a frequent basis? Think about the question for some time because it is important to understand understanding.

I ask this not to make you blame others for their failure to understand you, but to show you the scarcity of people who seek to understand. If you are like most people, you will not have one person that frequently and truly understands you in conversations. Few people care about understanding others, which causes themselves to be misunderstood. People who complain that “no one understands me” are constantly misunderstood because they live on a one-way street seeking to receive before they consider giving.

Violence is widespread because one group wants to be understood while another they are in conflict with also wants to be understood. The failure to see the others’ needs means neither gets what they want. The result is emotional and physical destruction. So much pain in the world is caused by misunderstandings.

The need to be understood is possibly the greatest unmet human need.

The anger and frustration present in everyday situations appears to be irrelevant to deeper issues, yet it is our inability to effectively face conflict that contributes to a global scale of war and hatred. Our everyday wallowing in resentment, frustration, and misunderstandings has as much – but probably greater – impact on peace and love than kind actions. If you cannot resolve your minor nuances in relationships that are suppose to be intimate and love-filled, you cannot expect nations who have hated each other for centuries to resolve major conflicts. To understand another person is a secret of world peace. “Peace cannot be achieved through violence,” said Ralph Waldo Emerson, “it can only be attained through understanding.”

The nonviolent communication process is simple once you know the process; though it’s not always a fun slide to ride on because emotional pollution clogs your use of it. With practice, you will become better at NVC and be more successful in your communication and relationships. Over time, provided you continually practice the techniques and polish your skills, you will become excellent at the process.

An Overview of Nonviolent Communication: The Four Steps to Compassionate Communication

The process has four steps: observing, feeling, needing, and requesting. There are really eight steps, however, because you firstly apply the four steps to the other person, then you apply them to yourself. Remember what I said before about seeking to understand before being understood? The first four stages make you understand people so you can be understood when you apply the four steps on yourself. This is the most critical part of the concept to grasp.

Unless the person is a compassionate communicator, go through the four steps first on the other person otherwise he or she will not listen to you. Use the visualization of a vacuum empathically “sucking up” the person’s communication. Until the person feels “cleaned”, you will be unable to clean yourself. Once you have sucked up the person, and hence understood them, you are then ready to use NVC on yourself.

Most people identify a few problems in firstly focusing on the other person. If you have not identified one of these now, you will as you continue to read about the process. The biggest concern I had with NVC is that you forgo your own needs, concerns, and emotions like anger. NVC prevents destructive expressions of anger and frustration via harmful attitudes and behaviors like the sarcastic teenager or the employee who does poor quality work. The process encourages you to express intense emotions – especially anger – in a healthy way that fulfills the underlying need.

At first glance, I understand the model may overwhelm you, but keep at it and reread the pages in this article to refine your ability to understand people and be understood. The NVC process as described in this full article will give you a good idea of what to expect in my Communication Secrets of Powerful People Program should you want to invest in it. It could be one of the greatest investments you make. Once you know how to understand people and help them understand you, you can mold your relationships however you want. It is time to kick into the first stage: observing.

1. Observing

The first step of the process has you observe something specific about the person that impedes their wellbeing. One example is, “When you see your children hitting one another…” You separate the person from the behavior and refer to a specific circumstance. People make predictable mistakes at this step.

The greatest mistake at this stage is giving an evaluation instead of an observation – because of this, I will thoroughly teach you how to avoid evaluations and observe in this section of the article. An evaluation is a judgment of personal opinion that lacks detachment and objective evidence. Judgments prevent observations and the recipient from feeling understood.

Think of a birdwatcher who carefully and calmly admires nearby birds. The birdwatcher does not disturb the birds. He watches to see the behaviors of the birds as he listens to the sounds they make. He may even respond to a bird’s sound in the same manner by whistling.

If people were birdwatchers and they tried to observe a bird (the other person), they would fire gunshots, scream, and throw rocks at the bird. These dangerous actions for the bird is the emotional equivalent to judgments and evaluations for people in the listening process. When we feel judged and evaluated, it drives us insane! We fly away, avoid the person, and do not talk about what really matters as the judgmental person incorrectly blames and wonders what is wrong with us!

When you supposedly “listen” to your partner, a customer, or coworker, your “effective communication” and “excellent listening skills” has you fire a gun with evaluations and judgments. My experience in communication has me estimate 99% of people fail at this stage of NVC because of evaluations and judgments. I am no exception because, even now, I occasionally fail at this stage. Do not get discouraged. The migration from evaluation to observation fights communication habits you have adopted your entire life.

Evaluations can take many forms. It means you do not receive someone’s communication in its real form. You observe the bird, but do things to destroy its natural, beautiful presence. You mostly “shoot a gun,” “scream,” and “throw rocks” with judgments, criticisms, blame, or generalities. Other mistakes include labeling, questioning, deflecting, and other communication barriers I will soon describe.

An evaluation is a judgment of personal opinion that lacks detachment and objective evidence.

Valued customers of my Communication Secrets of Powerful People Program know the common ways we intoxicate our ability to listen to others. I believe your ability to actively listen and be in the present moment without polluting the person’s message with your thoughts and feelings is one of the greatest communication skills you can obtain.

I will give you common examples of how people fail to observe by applying the 12 communication barriers in my program. Never before has it been made in clear detail the common mistakes people make that kill conversations. The first part of the dialog is person one while the second part is person two who uses the communication barriers:

1. Criticism – “I’m trying to improve my skills in that area.” “Good. Because you’ve really sucked at it recently.”
2. Labeling – “I wish you would do house work more often.” “You’re just a nagger.”
3. Diagnosing – “I don’t want to go out right now.” “You’re just saying that because you’re mad about last night.”
4. Praising – “There! Done! Happy I’ve done the work now?” “You’re great for doing that job!”
5. Ordering – “I need a break from working.” “It doesn’t matter. Do what I told you to do now.”
6. Threatening – “I need a break from working.” “It doesn’t matter. Do what I told you to do now or I’ll make you do more.”
7. Questioning – “I’m feeling depressed about what happened today.” “You’re depressed again?”
8. Moralizing – “I don’t want to donate to charity.” “It’ll be good for you to help out.”
9. Advising – “I can’t believe my friendship has ended with Jenny.” “You shouldn’t have talked with her about Bob the other day.”
10. Reasoning – “I’m so angry right now because of my boss at work today!” “You need to focus on getting a new job.”
11. Reassuring – “I’m worried about performing well at the presentation tomorrow.” “You’ve got great skill and will perform fine.”
12. Deflecting – “Argh! I can’t believe Jerry always bugs me.” “Oh, yeah. Speaking of people being bugging, his friend John annoyed me the other day.”

Each time the second person judged and evaluated when he or she had the chance to provide a healthy observation. We hate being judged, evaluated, and told what to do. In response to the barriers, people become defensive, argumentative, frustrated, and resistant to persuasion.

To further demonstrate the barriers and help you grasp the observation stage because it is vital to understand, here are more examples of evaluations and the reasons they are evaluations:

• “You’re very kind by helping out.” – The word “kind” is a moralistic and judgmental word. It is distinguishes the behavior as good or bad. The person gets evaluated as good instead of the person’s behavior as good.
• “I reckon Mary is ugly.” – The adjective “ugly” evaluates and criticizes Mary’s looks. Ugly is dependent on each person. Other people will like Mary’s appearance.
• “All guys are clueless about managing a relationship.” – Too generalized and not specific enough. Nothing productive can come from such statements. Blame, misery, and a lack of change can only develop.
• “She avoids me.” – This is a diagnosis because the person tries to interpret and read into the person’s behavior. The person needs to provide evidence why the woman avoids him or her. Also, the word “avoid” needs to be replaced with something more concrete, like “walked away from”, because it assumes the woman’s behavior when there are many possibilities.
• “Britney, you don’t like my helping you.” – How does the person know Britney dislikes the person’s help? The person tries to mind-read instead of stating something more concrete like Britney’s emotions or physiology that communicate her possible dislike.

It can be overwhelming to hear about the communication barriers because they dissect the most common problems you have in your communication. In these frequent problems rest enormous potential and opportunity to be a powerful communicator. Should you see the barriers in your communication, you help transform yourself into someone who powerfully communicates with people. You may already be feeling the power of the communication barriers.

Some communication barriers in the above examples can be eliminated and evaluations be removed when you be specific. You can be specific by referring to a past situation. An effective observation typically begins with, “When you hear…” or “When you see…” The goal of this stage is to reflect your observation to the person. It cannot be repeated enough that it must be specific and free of evaluations.

One saleswoman knew the NVC process well. An angry manager approached her about a poor recent presentation she did. If most “good communicators” were in the lady’s shoes, they would respond along the lines of, “You’re angry at me about a bad presentation” or “You think I do not give good presentations”. At first glance, the examples may seem okay responses, but they are general evaluations. The manager may not be angry about a bad presentation. He may also think she is a good presenter.

The woman listened to the manager’s concerns and gave a good response: “When you hear me give a presentation that fails to persuade a potential buyer who could have given our company half a million dollars…” A couple of other good responses the saleswoman could use in different situations include: “It sounds to me as though you are gravely worried about the project not being accepted…” and “I see my exclusion of [so-and-so] facts made you frustrated…” All these examples are observations without evaluations. They are specific and show understanding and empathy.

Additional examples of the observation stage, which I will build on throughout the article to explain NVC, follow:

• “When you hear me tell you to do work around the house…”
• “I see that you’re unhappy with the changes in the office?”
• “It sounds to me as though you’re worried about losing a friend.”
• “I see that you’re excited about winning tonight!”

The four lines are free from judgments and other evaluations. They show understanding and empathy. They build a connection with people as they feel someone at last understands them! A lot of times your observation may be incorrect, but this does not matter when you observe without evaluation because the person will happily correct you.

Observations… build a connection with people as they feel someone at last understands them!

Now you know how to apply the observation stage on other people (the first step of the NVC), let’s learn how to apply the observation stage on yourself (think of it as the fifth step). When you use the observation stage on yourself, it is also necessary to remove evaluations. This will clarify what you require to fulfill that need.

Common evaluative statements and possible corrected observations (which I will build on throughout the article to explain NVC) include:

• “When I hear you become angry…” – Assumes the person is angry. You need to avoid judgments and say what lets you know the person is angry. Correct statements include, “When I hear you raise your voice…” or “When I feel intimidated around you…”
• “When I see you avoid me…” – Assumes the person avoids you. You need to say what it is that makes you think the person avoids you. Correct statements include, “When I see you walk away from me…” or “When I cannot make eye contact with you…”
• “When I come home from work and see you annoy me…” – This starts off well, but quickly deteriorates. The person will become defensive when you say he or she annoys you. What is it that annoys you? A correct statement could be, “When I come home from work and see you lying on the couch…”
• “When you don’t like my cooking…” – Contains a judgment because the person is evaluated to determine if they dislike your cooking. It misses the true emotional content of the conversation. A correct statement could be, “When I don’t hear appreciation of my cooking…”

As you can probably see, observation statements of yourself typically start off with: “When I hear…” or “When I see…” Such statements initiate concrete evidence that lead you to a pure observation without judgment. You cannot judge or evaluate when you express what you hear or see.

A pure observation instantly reduces interpersonal violence, makes people feel understood, and increases your power with people. People open themselves to intimate communication and persuasion from your healthy expression that you understand them. Your understanding of people gives you the power to mold your relationships into the shape you want.

(There is a lot more to the 12 barriers I cannot explain in this article. Of the hundreds of communication books and programs I have been through, no other program has explained and made it easy for you to know what prevents you from connecting with people. I highly recommend you read the program by clicking here and grab your copy to learn more about the 12 communication barriers that kill conversations.)

2. Feeling

Once you observe the person, the second step of NVC is the feeling stage. The feeling stage has you identify the person’s feelings (the second step) and express your feelings (the sixth step).

Too often we get caught in the “what really happened” argument. Back and forth the argument goes to create destructive conflict. No one wins when logic gets the spotlight in conversations where people have an unmet emotional need. Feelings matter and deserve more attention than they get.

To continue from the example situations in the observation stage, the feeling stage of NVC follows:

• “When you hear me tell you to do work around the house, you feel overwhelmed…”
• “I see that you’re unhappy with the changes in the office? This makes you feel restless…”
• “It sounds to me as though you’re worried about losing a friend. This makes you feel brokenhearted…”
• “I see that you’re excited about winning tonight! You feel energetic…”

Also, to continue from the provided examples in the observation stage for yourself:

• “When I hear you speak loudly, I feel scared…”
• “When I see you walk away from me, I feel detached…”
• “When I come home from work, I feel exhausted…”
• “When I don’t hear your appreciation of my cooking, I feel depressed…”

Like the first step, people make common mistakes at the feeling stage that destroys effective communication. One of the greatest mistakes made at this stage is the inaccurate selection of feeling. I am an emotionally aware guy with regards to my own emotions and others’ emotions, yet I still express inaccurate feelings.

It is more important you accurately state your feelings than someone’s feelings because the person will likely correct their feelings you state. Unless the person has good communication skills and a good ability to interpret emotions, you are the only person who will accurately express your feelings. Choose an accurate feeling when you apply this stage of nonviolent communication on yourself otherwise the person will never understand how you truly feel.

To use the example “When I see you walk away from me, I feel detached…”, if the person instead said, “When I see you walk away from me, I feel angry…” a misunderstanding occurs (assuming the person feels detached). It is easy to confuse detachment with anger. The person may be angry, but anger is not the real concern because detachment drives that anger.

Be responsible for how you feel and do not be responsible for how people feel.

A good emotional vocabulary is essential to nonviolent communication. The Nonviolent Communication book has a large list of feelings when our needs are being met and when our needs are not being met. I encourage you to read the list a few times to expand your emotional vocabulary. Alternatively, you can view a list of feelings online. When you expand your emotional vocabulary, you more accurately state what someone feels and what you feel.

The second largest mistake people make at the feeling stage of NVC is the wrong level of responsibility for emotions. We blame people for how we feel and blame ourselves for how they feel – we get mixed up. Be responsible for how you feel and do not be responsible for how people feel.

When you fail to be responsible for how you feel, you blame, condemn, and criticize people. You feel a victim of this world. You believe people are the source of your pain. You believe other people need to change. We all need to be continually reminded to take responsibility for how we feel because it is too easy to see ourselves as victims of people’s actions.

The other lesson to keep in mind is to not be responsible for how people feel. When relationships advance in importance, it is common to feel responsible for your partner’s emotions. If your partner is grumpy, you may feel responsible to make your partner happy. If your partner is sad, you may feel responsible to lift your partner out of his or her depressed mood. Statements such as, “What did I do to make you feel…” and “Have I caused you to feel…” are signals you feel responsible for someone’s feelings. Feeling responsible for someone’s feelings is dangerous to a happy and successful relationship because the person you feel responsible for becomes a liability. You feel they weigh you down.

I do not advise you to ignore the person’s emotions. In replacement of feeling responsible, you need to empathize. The first two stages do just that. Observe without evaluation and express the person’s feelings; do not judge the person or try to mind-read. This is far more helpful for you, your partner, and the relationship than manifestations of thinking you are responsible for people’s feelings.

The last point I want to make about the feeling of stage of NVC is taken from my Communication Secrets of Powerful People program: avoid the logical argument and shift your focus on emotions.

Your partner storms into the room where you peacefully sit in your chair. “What the hell were you thinking when you did…!” Most people ignore the feeling and engage in a logical argument. In this example, logical statements could include, “I didn’t do that”, “That isn’t what happened”, and “You’re missing the point”.

Do not get entangled in a logical battle that cannot be won.

Do not talk about the content of your partner’s concerns. Do not get entangled in a logical battle that cannot be won. Focus on feelings through empathy. An effective statement would be, “You feel angry because you need…” This instantly shifts the conversation to what really matters: feelings.

One or two empathizing statements will not be enough when emotions are intense. Just keep going through the process and you will be amazed at the communication changes that take place. Follow the feeling stage of nonviolent communication, and you will understand people – and have them understand you.

3. Needing

The definition of a “need” says it is a requirement. For our use, it is also something you or the other person wants like personal space, silence, or attention. When you verbalize a person’s needs and your needs, two separated persons understand what it takes to resolve the problem and establish harmony.

Needs is a layer of communication that frequently gets submerged beneath the icy-cold waters of conflict. Rarely does someone express what they want. People prefer to destructively vent anger, complain about what they do not want, or whine about the problems that annoy them. Inside, they are frustrated individuals desperately wanting to be understood. When you look beneath the surface of someone’s behavior, you realize their feelings about unfilled needs is ignored.

Your first goal of the needing stage is to express the other person’s needs so both of you know what he or she wants. Your next goal is to express your needs to let the other person know what you want. These are the third and seventh respective stages of NVC. Once the two goals get ticked off, the couple understand one another, they become satisfied, and the relationship is more fulfilling.

To continue from the provided examples in the observing and feeling stages for the other person:

• “When you hear me tell you to do work around the house, you feel overwhelmed because you need rest…”
• “I see that you’re unhappy with the changes in the office? This makes you feel restless because you need consideration…”
• “It sounds to me as though you’re worried about losing a friend. This makes you feel brokenhearted. You need someone very close to you…”
• “I see that you’re excited about winning tonight! You feel energetic because you have a need to win this important game.”

There is one more stage to NVC, but you can already see the power in the process. The above incomplete examples have already shifted two frustrated individuals on different wavelengths to get in sync as they at last discover the needs of their conversational partner. Defined needs can be fulfilled (which is the purpose of the next step, requesting).

When you look beneath the surface of someone’s behavior, you realize their feelings about unfilled needs is ignored.

As with feelings, precision is not required when you express the person’s needs. People will correct you when you observe without judgment or evaluation. Listen to what they say. Empathically receive their hidden plea. If you do the observing and feeling stage then get confused at the feeling stage, ask them, “What is it you need?” Most times, if you say an incorrect need, your observation and feeling steps help them correct you.

Drawing back to the common mistakes people have when they try to express their needs, the lessons of responsibility in the feeling stage relate to the needing stage. It is common to blame and criticize others when you try state your needs.

A manager needs the daily quota completed, but he blames and criticizes employees in ways like, “You’re not working fast enough. I can’t afford for you to be working at this pace.” While the criticism and vague statements is an entire communication problem by itself, the manager has not said what he wants. The manager may want to achieve the daily quota and have good intention to help employees, but this is not the message received. The employees feel attacked and remain bewildered about their manager’s wants. I doubt this manager has a happy and productive workforce.

As another example of someone poorly saying their needs, a husband comes home from work and needs personal space. His wife needs intimacy and communication. The husband needs personal space, but instead says, “Not now”. The wife needs intimacy, but she uses the communication barrier of diagnosing by saying, “You never want to talk to me”. Not only has the couple failed to express personal needs, each partner also failed to provide a pure observation of their partner’s needs.

If you cannot express your needs, it is difficult for someone to fulfill them. That is obvious now, but the heat of conflict can burn your positive intent to follow the NVC process. You now know to express your needs – and follow other stages of NVC – but it is easy to blame, criticize, and avoid the techniques when anger gets the better of you.

In conflict, you feel attacked and mirror someone’s anger. This is not peaceful communication. You probably reason to yourself that if people change, then you would not become angry – that is reactive, blame-filled living.

There is an amazing thought that has worked for me to overcome this problem. It is something I use everyday to separate myself from people’s below-average behavior. The technique keeps my head above the water in difficult conversations as it prevents me from being dragged into the depths of someone’s anger, rudeness, and poor communication.

No one can control how you feel without your permission.

When I feel an urge of anger towards someone, I think, “They aren’t making me angry. It’s my response. The way I’m reacting is making me angry.” I allow my anger to surface (because anger is healthy) while reframing my thoughts. Possible reframes include, “They aren’t making me angry. It’s my response.” “I know she cares about me because of what she did for me last night.” and “He’s probably angry because he had a tiring day.” No one can control how you feel without your permission. As Marshall Rosenberg said, “I never have to worry about another person’s response, only how I react to what they say.”

This is gold. No one can make you angry; it is how you react that makes you angry. The messages you channel in your mind makes you angry. You “reason with yourself” the meaning of their shouting, swearing, and anger. You probably interpret such messages as signals of disrespect or their lack of care for you. It is this rationalization that makes you angry.

If you react instead of respond, you will be angry because your response is dependent on the person. The example reframes I gave you control your interpretation of the person’s behavior to help you be calm and maintain poise regardless of someone’s reaction. You become a powerful person when you are a rock of emotional stability. People cannot undermine your strong foundations. (Learn how to maintain your power and control in any tough situation by reading the Communication Secrets of Powerful People Program.)

When someone is angry, they have a need. It is hard to realize a need when you are fearful or angry, but an angry person poorly attempts to fulfill an unmet need by indirectly trying to make you aware of it. Knowing that a person’s anger originates from an unmet need prevents you from taking it personally. The needing stage of NVC helps you identify what they need.

It is crazy how out-of-tune you are with your needs. If you cannot express your need in a constructive and direct way – let alone have an awareness of your needs – it will always be a fight to effectively communicate. Be aware of your needs, then it becomes much easier to manage conflict, control your responses, and be nonviolent.

To continue from the provided examples in the observing and feeling stages for yourself:

• “When I hear you speak loudly, I feel scared because I need emotional safety…”
• “When I see you walk away from me, I feel detached. I need physical closeness…”
• “When I come home from work, I feel exhausted. I need to relax…”
• “When I don’t hear your appreciation of my cooking, I feel depressed because I need to be appreciated…”

Think at a level of needs to see the deeper, more powerful, reasons behind a person’s actions.

You may catch yourself saying an incorrect want or what you do not want. You want to be accepted, yet say, “I need to not be ignored”. You want to be touched, yet say, “I need you to not be distant”. You want to be understood, yet say, “I need to not feel misinterpreted”.

Do not expect someone to magically fulfill your needs when you fail to state what you want. Figure out your problems instead of traveling the easy path of blame.

If you have problems seeing someone’s needs, it may help to identify your needs throughout the day. Tune-in to your needs and it becomes easier to tune-in to someone else’s needs. I think this is because you begin to think at a level of needs. You become aware of what drives humanity. You see a deeper reason behind each word, gesture, attitude, and behavior. Think at a level of needs to see the deeper, more powerful, reasons behind a person’s actions.

4. Requesting

You have discovered the first three stages of nonviolent communication: observing, feeling, and needing. The final stage of NVC is the simplest. It is the most powerful step to change a person’s behavior. Once you use the previous steps of NVC, you supercharge your power to get the request fulfilled because you have dealt with the emotional layer.

The requesting stage has you offer a solution that fulfills the need. The solution should prevent similar problems from reoccurring.

The most important technique to keep in mind when you make a request is to be specific (“Would you be willing to talk with me for 10 or so minutes after dinner just to chat?”); do not be general or vague (“I want you to be nicer to me.”) A request cannot be completed if it provides too much room for error.

Specificity does not mean you control everything. You can be specific in your desired outcome without being a frustrated control freak. I recommend you study my model of accountability, the decision tree of leadership, to learn more about responsibility and getting things done, which at the same time empowers people to be their own person.

To continue on from the provided examples in the observing, feeling, and needing stages for the other person:

• “When you hear me tell you to do work around the house, you feel overwhelmed because you need rest. Would you be willing to workout a weekly plan regarding the household chores?”
• “I see that you’re unhappy with the changes in the office? This makes you feel restless because you need consideration. Would you be willing to accept the changes this time and in the future we’ll ask you for your thoughts regarding the issue?”
• “It sounds to me as though you’re worried about losing a friend. This makes you feel brokenhearted. You need someone very close to you. Would you be willing to solve the issue with your friend?”
• “I see that you’re excited about winning tonight! You feel energetic because you have a need to win this important game.” (This example does not really have a requesting stage because it is an unusual application of the NVC process. You could say, “I would like to come watch you.”)

Once you apply the four steps of NVC on someone, you are ready to use NVC on yourself. To continue from the provided examples for yourself:

• “When I hear you speak loudly, I feel scared because I need emotional safety. Would you be able to keep a low voice the next time we argue?”
• “When I see you walk away from me, I feel detached. I need physical closeness. Would you like to cuddle when we’re alone and together?”
• “When I come home from work, I feel exhausted. I need to relax. Would you allow me to sit down for 15 or so minutes after work?”
• “When I don’t hear your appreciation of my cooking, I feel depressed because I need to be appreciated. Would you say ‘thank you’ or give another form of appreciation around once a week?”

“Would you like…” is the typical way to make a good request because it does not order, threaten, or blatantly advise the person. You can come up with and test peaceful ways to make a request.

If the person does not want to follow the request, you need to jump back through the stages to keep building empathy. “You do not like my solution of lowering your voice. You feel something else should be done.” You want compassion first, persuasion second.

Give people time and space to process what you observed, feel, need, and requested. When someone tries to connect with you by reflecting what you said, the worst thing you can do is condemn him for not understanding you. I know someone who gets frustrated when you do not hear or understand what he says. The people talking with him are afraid to seek clarification. They pretend to hear him to avoid his anger.

Somebody says that you are sad, but you are actually depressed. Do not say, “You don’t listen.” Thank them for their effort to understand then clarify your message.

Another helpful point from the needing stage is to say what you do want instead of what you do not want. Be clear, be specific, and make it actionable. As an example, do not say, “You need to work harder.” Say something along the lines of, “Would you be willing to complete the daily report by 5pm each day?” Nonviolent communication creates change when you are compassionate and specific.

A Complete Application and Case Study of the NVC Process

You learned a lot about empathy, listening, and the entire nonviolent communication process. It is time to give you a full example of the entire process. The main points I want to show you is the application and how it is not as sequential as the short examples you read.

Rarely do you say all four stages at once because it lacks empathy. Your partner says, “When I come home from work, I feel exhausted. I need to relax. Would you allow me to sit down for 15 or so minutes after work?” “Woah! Slow down tiger. You’re feeling what?” You need time to absorb what was said, why it was said, and what will be done about what was said. It is difficult to experience the depth of all NVC stages in one blow.

The first, second, and third stages often occur many times. You can observe, feel, observe, feel, need, feel, need, and then request. It all depends on what is appropriate for the situation. Think back to the analogy I mentioned about the vacuum. “Suck up” the person’s communication before moving on. You will always “miss a few spots” and need to return to stages. This is not backtracking or signs of failure – it is reality. Marshall Rosenberg says you will know when you adequately empathize when the tension reduces or the person has nothing else to say.

Onto the complete case study. The italicized text creates and describes the scenario. The non-italicized text in brackets is my discussion of what is going on to help you understand the communication dynamics taking place and the reasoning behind the person trying to use NVC. You can stuff up the process and still have it work out.

You will know when you adequately empathize when the tension reduces or the person has nothing else to say.

Ryan and Jessica are married. Recently, Ryan has been watching a lot of television, playing computer games, going out with friends, and working. He has not given Jessica the intimacy she wants. She has pointed out the problem and tried to provide a solution, but like everybody, she has repeatedly used the communication barriers, which block open communication and powerful change.

Ryan arrives home late one night after going out with friends. Jessica has no clue where he went. He enters the house where the couple make eye contact. Jessica is keen to use what she recently learned about nonviolent communication, but her newness to the model means she is likely to make mistakes.

Jessica: (Jessica has been anxious about Ryan for hours and greets him inside their house with a very unhappy face.) “Where have you been? I’ve been worried sick about you.”

Ryan: (Ryan has a smile on his face after arriving home from a good night out.) “Chill out. I’ve been out having a good time with my mates.”

Jessica: (Jessica’s emotions get intense causing her to become angry and forget the effective communication skills she learned.) “You want me to chill out while you’re out partying? Are you kidding me? You didn’t even tell me you were going out. You’ve been out having fun all the while I’ve been stuck here at home!” (Jessica has been caught in a logical battle with Ryan. She is talking about facts and trying to logically argue with him. The issue here is an emotional one, which means her focus needs to be on emotions.)

Ryan: “That’s why I don’t tell you because all you’re gonna do is annoy me. You’re a nagger. It’s not like I have to tell you everything.” (Ryan has become angry and joins Jessica in the conflict by using three communication barriers. He has diagnosed, criticized, and labeled.)

Jessica: “Ha! You’re like a little child. You don’t take responsibility for anything. I do all the work in this relationship.” (Jessica has criticized, labeled, and used universal quantifiers – all things that will make Ryan defensive. She has taken Ryan’s criticism as a personal attack and becomes angrier because she has failed to recognize that Ryan tried, though poorly, to met his needs.)

Ryan: “Oh! And you’re little miss perfect? You’re just a big pain in the a**!”

Jessica: (Jessica realizes she has forgotten nonviolent communication and sets herself back on the right path. She takes a moment of silence and breathes deeply to clear her head.) “You feel annoyed and this makes you angry.” (Jessica has turned her focus towards Ryan and first seeks to empathically receive what he has to say. NVC begins!)

Ryan: “You do more than annoy me! All you do is tell me what to do! You’re a stupid control freak and a b****!”

Jessica: (Most people say one good empathy statement and expect to receive an accolade. Few people notice it, but they will feel your empathy over time. Jessica keeps focused on the process.) “When you hear me tell you what to do, you feel controlled.” (Jessica has reflected back another one of his statements by using the observation and feeling stage. She begins to see he has an unmet need of freedom, which prevents her from feeling attacked.)

Ryan: “Yes! I hate it when you constantly nag me! I just want to have fun without you being a damn pest!”

Jessica: “So I can understand what is annoying to you, is what I said tonight an example of the nagging?” (Jessica is unsure of what he means by “nag” and so she asked a good question to clarify what he means. She needs to be careful about taking responsibility for the way Ryan feels.)

Ryan: “That’s just one small example of you being a damn pain.”

Jessica: “When you hear me ask you what you did, you feel irritated because you need freedom.” (Jessica has observed, felt, and identified a need.)

Ryan: (Ryan begins to calm down though he is still agitated.) “No! I… I just don’t like having to run everything through you like your some boss.” (Jessica wrongly identified one of Ryan’s needs, though it did not matter because he clarified himself.)

Jessica: “When you hear me ask you what you did, you feel irritated because you need independence.” (Jessica has rephrased her previous statement with a different need. She is attempting to identify Ryan’s unmet needs, which will lead to a solution.)

Ryan: “I do need independence and you’re not giving it to me. You control me. You’re not fun at all. You’re just a pain.”

Jessica: “You feel detached from me when you hear me tell you what to do.” (Jessica jumps back to the beginning of the NVC process by shifting her focus onto another feeling. Notice her empathy instead of reciprocating the attack.)

Ryan: (The tension is reducing.) “I guess that’s right. You’re no fun anymore. All you do now is annoy.”

(There is silence.)

Jessica: “When you hear me tell you what to do, you feel annoyed because you need more joy with me.”

Ryan: “That’s right.”

Jessica: “Would you be willing to help me become more fun?” (Jessica sensed the tension in the air dissipate and felt Ryan has said what he wants. Therefore, she made a request.)

Ryan: “I’d love to.”

(There is silence.)

(Jessica has used all four stages of the NVC process on Ryan. She is now able to use the process to express her observation, feelings, and needs, and make a request for Ryan to change his behavior.)

Jessica: “When you constantly go out without me, I feel detached.” (Jessica made a poor observation by evaluating with the word “constantly”.)

Ryan: “I don’t constantly go out!”

Jessica: “You feel frustrated because you don’t go out much.” (Jessica realizes Ryan may have another need then switches her focus back on him.)

Ryan: “Yeah.”

Jessica: (Jessica senses the number of times he goes out is not an issue and so she switches her focus back on herself.) “When you do not go out with me like tonight, I feel alienated from you. I need to be close to you a few nights per week.” (Jessica has made an accurate observation without evaluation and has given Ryan a specific example of the behavior she dislikes. She has also been able to identify her need of intimacy with Ryan.)

Ryan: “I see. You need to be with me whenever I go out?”

Jessica: “Thanks for telling me your understanding of what I need. To clarify what I meant, I don’t mind if you go out by yourself, but for example, like tonight I wanted to go out with you because I need physical closeness with you.” (Jessica thanks Ryan for trying to understand her even though he misunderstood. Most people would have felt frustrated, and started an argument, from Ryan’s excessive statement.)

Ryan: “Okay.”

Jessica: “Would you be willing to tell me what you’re doing so that we can go out more often?” (After completing all seven stages, Jessica finally makes her request to change Ryan’s behavior. This is usually the first thing people do; not the last.)

Ryan: “Sure – provided that you become more fun like we said earlier.”

Jessica: (Jessica hugs and kisses Ryan in huge relief. They have solved a problem ruining the relationship for months.) “Agreed.”

There are many possibilities that could have taken place in the above scenario and changed the communication, but the scenario beautifully demonstrates how nonviolent communication is applied to real life.

When you use this powerful type of communication for the first time, you may cry or have your conversation partner break into tears. Crying is good. When nonviolent communication opens the relationship, mental and emotional dams erected over years from misunderstanding smash down as intimacy gushes into the relationship. New emotional structures get built to form peaceful relationships when you use NVC overtime. “Peace is a daily, a weekly, a monthly process,” said John F. Kennedy, 35th American President, “gradually changing opinions, slowly eroding old barriers, quietly building new structures.”

(Read my review of Nonviolent Communication by Marshall Rosenberg and visit the provided link where you can order a copy of the book today. Secondly, if you felt this article touched you, the “Communication Secrets of Powerful People Program” will bring more magic in your life because the skills and advice in the program strongly interconnect with nonviolent communication. Learn about the program here.)

As I drove, the open car park gave me an invitation to have a little fun with my car. If landscapes could talk, this one was whispering into my ear that I should spin the wheels. “Besides, it’s late at night. No one is around. It’s an open car park with no danger. Do it!” Like a vulnerable teenager succumbing to peer pressure, I accepted the invitation.

My foot pressed the accelerator as I spun the wheel left to get quick around the first corner. The rear tires lost their stability as the car slide side-ways. The car became an extension of my body as it mimicked my ecstatic mood. I entered the next turn and spun the wheel right. The sound of screeching tires was water fertilizing my increasing smile. Smoke filled the rims of my tires and a shot of adrenaline filled my body.

Following the two consecutive drifts, I straightened the car and approached a set of traffic lights on the main road that would take me home. Had this been during the daytime, about seven cars would be in front of me before the upcoming traffic lights.

My friend who had left before me had passed through the traffic lights three seconds ago so the lights were still green. Keeping in the mood, I put my foot down to catch the green light. I would safely make it. I turned around the corner with a soft screech of the tires. 20 meters in front of me on the side of the road were two police officers beside their vehicle. Lucky me.

The police pulled me over. Opposite to what you might be thinking, I was not concerned. I was still in my elevated state. I smiled. I wound down my window and an angry officer came charging at me, yelling, “What the hell are you thinking? What the hell is going through your mind?” I paused momentarily, unaffected by his aggressive state. I said smilingly, “I’m just happy, I guess.” Not a smart response. Not a smart response at all.

My happy mood seemed to pour fuel on his already raging fire. “Bloody hell mate! I could just give you a ticket right now!”

As I thought how to approach this difficult situation, I was still happy then it hit me. I knew I should have said something else. I gulped. My mind rushed to think of some communication techniques I could use as a life boat to save me from drowning in the conversation. All that came to mind were some techniques on getting out of a speeding-ticket. I annoyed the officer enough so surely it couldn’t get worse.

My smile began to lower. I no longer made eye contact with the officer. The officer’s raging mood began to infect me. He was making me feel angry. It was as if my body was overcome by an emotional virus from the officer who was the virus’ host.

I thought of the techniques to get out of a speeding-ticket and realized I was already beginning to use them. It was too late to make the officer feel safe as he approached the car, but I needed to no longer act oblivious to my mistake. I needed to show respect as officers are in a clear position of authority and often experience disrespect throughout their day that only makes them more determined to convict guilty citizens. “You’re right,” I replied. “I was stupid and careless.”

The officer was still enraged and continued to threaten me with a ticket. I knew he could easily write me a ticket, but he was not writing one. I kept myself aligned with the officer’s reality by remaining in a “Yes I’m wrong, stupid, and shouldn’t have done that” mood. I continued to play psychological judo, and match my mood with his own, until two minutes later he said to drive away. And oh, no ticket!

I drove off – though feeling pleased I had beaten a reckless driving ticket – in an irritated state. The officer had destroyed my happy mood. It took two minutes of talking with the officer to completely transform my happy state into a joyless, gloomy mood, which I remained in for another two hours until I went to bed.

The Science of Emotional Contagion – How Two Minds Infect One Another

People will forget what you said, people will forget what you did, but people will never forget how you made them feel.Maya Angelou, poet and actress

Any emotion, if it is sincere, is involuntary.Mark Twain, highly quoted writer

You can close your eyes to the things you do not want to see, but you cannot close your heart to the things you do not want to feel.Anonymous

I am involved in all of mankind.John Donne, 16th century poet

My story depicts your reality with emotions. Everyday you interact with people in different moods. Sometimes you are happier than people; other times they are happier than you. Emotions transfer between people. This is a fascinating peculiarity with emotions. Have you ever noticed how we feel in our interactions is not only dependent on our internal state?

• How did you feel when someone really annoyed began talking to you? You became more annoyed.
• How did you feel when someone unhappy began talking to you? You become unhappy.
• How did you feel when a depressed person shared their misery with you? You felt depressed and miserable.
• How did you feel when a charismatic person talked to you? You felt his energy and you began to feel happier.

You can catch an emotional cold.

Psychologists call this phenomena “emotional contagion”. It is a psychological and physiological process – a transference of emotion that can occur from mimicking body language. Elaine Hatfield, a professor at the University of Hawaii, in a study with John Carlson and Christopher Hsee, had college students watch a videotape of a man describe two very emotional experiences: his life’s happiest and saddest events. While the college students watched the tape, they were taped so the researchers could record the students’ emotional responses. The students were also asked what feelings they experienced for each story at the end of the video.

Researchers found that students showed and expressed the recorded person’s emotions. The student’s felt happy when they watched the man describe his happiest event. The students felt sad when they watched the man describe his saddest event.

Hatfield and her two colleagues, John Cacioppo and Richard Rapson, in their co-authored book Emotional Contagion, say the psychophysiological phenomena occurs from automatically matching facial expressions, vocalics, postures, and movements. Hatfield says, “People tend to experience emotions consistent with the facial, vocal, and postural expressions they adopt.”

When you really listen to a friend, empathy puts you in their shoes to experience what they talk about. The friend describes an argument with an ex-partner, the yelling, the misunderstandings. You vividly see what your friend talks about. The experience lets you feel the pain your friend feels. Well-known psychologist Albert Bandura says the shared experience results in a shared feeling. That is the price of listening: not only can you catch a cold, but you can catch an emotional cold.

Mirror Neurons – The Mind’s Mirror

There is a scientific explanation behind how our emotions – an experience of mind and body – transfer to somebody else. In 1980s, three Italian researchers made what is said to be one of the greatest neuroscience breakthroughs in recent times: discovering the mirror neuron. Three researchers in an experiment attached electrodes to a macaque monkey’s brain. This enabled the researchers to determine what movements caused what neurons to activate. As the monkey reached for food, the researchers took note of single neurons being fired.

One time when the electrodes were still attached to the monkey, the researchers grabbed a piece of food themselves, then handed it to the monkey. To their surprise, the researchers saw the monkey’s neurons fire! By accident, the researchers had discovered that when they grabbed a piece of food, the monkey had the same neurons light up as if it picked up the food. The researchers came to name these neurons “mirror neurons” because they were like the mind’s mirror. The mirror neurons reflected what the person or monkey saw.

The finding may appear insignificant, yet the breakthrough discovery has lead to researchers to better understand autism, empathy, altruism, and general learning. Mirror neurons are responsible for tuning-in to another person’s behavior. The neurons are responsible for an awareness and shared-feeling between two people. This one type of neuron is responsible for the significant role of learning, understanding, and feeling.

How to Make Others Feel Great

An amazing, almost mystical link takes place to connect the brains thanks to the mirror neuron. A signal sent from either individual in the psychological connection travels via the link to similarly affect the recipient. Hatfield says, “We reflect what they feel.”

Smile at a baby, or almost anyone for that matter, and the baby’s mirror neurons fire to trigger an automatic smile. That is why the age-old saying, “smiling causes the whole world to smile with you”, is true. Not only is emotional contagion a replication of another’s emotions, but it is a biological dance. It is an interlinking of mind and body.

The biological dance is an important part in group dynamics. Janice Kelly, a professor of psychological sciences at Purdue University, says emotional contagion causes people to converge into an affective homogeneous group. In other words, group members experience the same emotions overtime as their fellow members. Kelly says that people with highly expressive body language are more able to impose their emotions on others. The distinctive nonverbal signs allows individuals to pick up on the person’s emotions and become infected by their emotional state. Here we see another age-old saying, “monkey see, monkey do” proven.

How to Be Great

Another age-old theory of staying away from toxic people because they pull you down is now a physiological and psychological fact. Being around suppressing or uplifting people affects your body and mind. We were born for interaction and connection with one another. We are a social animal.

If you study self-help, you know the benefits of making friends with wealthy people if you want to be wealthy. If you want to be happy, you make friends with happy people. If you want to be confident, you make friends with confident people. If you want to be funny, you make friends with funny people. Observance creates transference.

Observance creates transference.

Athletes often play their sport better after watching superior athletes excel in the same sport through the magic of transference. You come to pick the characteristics you see in others because they infect you with their style, knowledge, and emotions. Being around people you want to be like is a secret of self-transformation to stimulate that emotional desire needed for growth.

Whether you intend to be infected by someone or not is irrelevant to mirror neurons because they are responsible for imitating other people. You do not decide to take in the exposure – the adaption from mirror neurons is an automatic process. Our parents told us to avoid hanging out with the wrong people for a reason. “People are like dirt,” said the classical Greek philosopher Plato. “They can either nourish you and help you grow as a person or they can stunt your growth and make you wilt and die.” It is reality that you absorb the characteristics of people you observe.

Put yourself in a group where the individuals are depressed and you will become depressed. Put yourself in a group where the individuals blame others and you will blame others. Put yourself in a group where the individuals are prejudice against blacks and you will become prejudice against blacks. Or in my case: do something stupid on the road in front of a police officer to make him angry so you become angry.

Really great people make you feel that you, too, can become great.

Mirror neurons are not all bad news. In fact, they can be wonderful! Mirror neurons do not have to be the only source of influence on your mood or way of thinking. You can still be with depressed, blame-filled, or prejudiced individuals without taking on their characteristics. Therapists, social workers, and doctors are a few categories of professionals who need to work with people in the “don’t infect me with your emotional disease” category. Even so, people in such professions have a harder time making themselves immune from emotional diseases because mirror neurons are a part of the brain every moment of life.

Though you and I will always be around less-than-optimal people, we need to put ourselves around people who have the characteristics and emotions we want. We naturally gravitate towards these people. They have a set of likable characteristics that draw us to them to bring out the best in ourselves. As Mark Twain said, “Really great people make you feel that you, too, can become great.”

The Brain’s Low Road and High Road: Brain Secrets to Smart Living

While emotional contagion is an important variable of the formula to become who you want, it is also important you do not rely on other people to make you feel good. Letting the emotional parts of your brain (mostly the almond-shaped amygdala located deeply beneath both sides of your temples) roam like a child on the street is dangerous. Neuroscientists say you can control emotional responses to a certain extent.

When our ancestors faced a dangerous predator, they had to make a quick decision, an emotional response void of time-consuming rationalization that puts the person’s life at risk. Their eyes would widen and pupils dilate to visually take in more information. They received a shot of adrenaline to increase the supply of oxygen and glucose to muscles for strength and speed. Unnecessary bodily functions like digestion became suppressed. In terms of brain functions, neurological signals detour the slow responding “high road” and take the “low road” to produce a quick response. (I recommend you grab Daniel Goleman’s Social Intelligence to better understand the neuroscience behind emotions).

In a low road response, the sensory signals bypass the cortex and go straight to the amygdala to produce a reflexive response. Going straight to the more primitive amygdala produces reflexive, unconscious decisions. Neuroscientists say these primitive parts of the brain are difficult to change.

One low road response could be your reaction to a loud bang. The ear-busting sound causes an adrenaline response like widened eyes, dilated pupils, and increased supply of oxygen all in the first few milliseconds you hear the sound. You quickly look towards the bang to rapidly calculate whether it signals danger. If you cannot see the source of the sound, you unconsciously resort to social proof by looking at people’s faces to see their reactions and how you should respond. These decisions take less than a second.

Babies are frightened by loud noises because they have yet to discover that loud noises can be safe. You would scream, cry, and sprint away from loud noises if your brain overtly emphasized the low road in everyday living. This is where the high road, a more analytical neurological path in your brain, comes in to better control your emotional responses.

The high road is a slower response path that uses the logical parts of the brain like the frontal cortex and the hippocampus (your memory) to respond appropriately to stimulus. These brain parts are vulnerable to neuroplasticity that describes physical change. The brain gradually shapes itself by learning that all loud bangs are not dangerous.

After the first seconds following a loud bang, your brain transitions over to the high road by analyzing the situation. While the low road is responsible for reflexive decisions beyond your control, the high road can jam a cognitive wedge in the low road to help you better adapt and survive. A cooking saucepan dropping on the hard kitchen floor does not trigger you to bash on a neighbor’s door for help.

The Scientific Method to Be Happy and Likable

Some neuroscientists say it is impossible to control all emotional responses due to the brain’s low road producing a quick response for survival. Researchers agree you can put your brain’s high road to better use. When you think about an emotional response, you use the logical prefrontal cortex to override the signals received by the emotional amygdala. This is where neuroscience meets personal development.

One of my favorite techniques that uses my high road to take me to happiness, stability, and understanding is reframing. In reframing, you manipulate your initial interpretation, often a quick-response, in a situation to produce a response that benefits you and your relationships.

A powerful reframe described in my Communication Secrets of Powerful People program is positive intention framing. In positive intention framing, you identify the positive intention relevant to the limiting situation. Let’s say you are in a serious argument with your spouse. Most people in such an argument let: 1) the low road control the argument as they react impulsively and later regret what they said during the heated disagreement and 2) emotional contagion infect themselves with a negative mood for hours following the argument. You can have a degree of control over impulsiveness and emotional infections by reframing.

A positive intention reframe could identify your spouse’s yelling as their need to be heard, understood, and received; instead of a personal attack. Alternatively, you could positively reframe your spouse’s yelling as a welcomed release of frustration so you can listen to what concerns him or her.

The purpose of positive intention reframing is to stop you from thinking your story is right and that hidden information exists. It does not directly manipulate your emotions, rather it opens your mind to empowering options, which alters your emotional state. Reframes use your prefrontal cortex to take the high road and interpret the situation in a way that lets you act resourcefully. Reframing is proven by research to be one of the most effective anger management techniques. (I give you six other specific, easy-to-use reframes for any situation in my program, which you can read about by clicking here.)

The Shocking Truth About Happy People

Happy people are experts at reframing initial interpretation (“He is a ****head for cutting me off in traffic!”) into empowerment (“He mustn’t have seen me”). They use their prefrontal cortex to take the brain’s high road. What happens outside does not matter because their mental attitude is what matters. “Happiness doesn’t depend on any external conditions,” said Dale Carnegie, “it is governed by our mental attitude.”

Contrary to what you may think when someone is angry, happy effective communicators do not think positively to stop themselves becoming angry. Let’s say an aggressive person talks to someone with effective communication skills. The effective communicator is able to defuse the aggression through their communication style even though the emotional aggression is still received. A good communicator feels the aggression, but they reframe their response, which enables them to control emotional contagion and a destructive low road reaction. They see it in frames such as, “He’s trying to get me to understand him.” or “I enjoy the problem coming to surface instead of it remaining hidden where it eats away the relationship.” These frames let the effective communicator efficiently respond.

The happy effective communicator does not avoid anger. The happiest people get angry, cry, and accept emotions. Happy effective communicators are so because they embrace all emotions and open their minds to other interpretations.

Happy effective communicators embrace all emotions.

Happy people express anger by owning it (“I am angry!”). The problem of emotional contagion in bad communication, therefore, is not the current emotion, but how it is expressed. Blaming someone for your anger (“You’re a ****en idiot!”) makes them angry. When you harmfully express anger, the emotional infection escalates. Alternatively, suppression of anger avoids reality as resentment builds and the relationship withers away to its death.

In terms of depression, emotional contagion and reframing is no different. Depressed individuals seek isolation to feel better about themselves. The isolation compounds their depression – an ironic effect. The solution to depression is too complex for discussion in this article, yet sufferers are better off interacting with happier people to beat depression than being in isolation. They need destructive interpretations (“I’m a loser”) reframed into ownership and empowerment (“I’m feeling down today”). Similarly, they should make mirror neurons benefit themselves by smiling – even if it feels artificial – as it forces the body to be happy.

Emotional contagion can work for you or against you. Its affect is decided by how you use the high road of your brain.

The Best Technique to Change People’s Emotions: Emotional-Leveling

We now see how reframing controls your responses to situations. What about other people’s responses? Should you let other people react in whatever way they happen to react? Can you use a technique to uplift other people and have emotional contagion help your relationships?

In general, do not worry about people’s responses because your response is what matters. Worrying over people’s responses is a powerless concern for the future. Trouble results the moment you try to directly manipulate a person’s emotions just like your own emotions.

Do not worry about people’s responses because your response is what matters.

Forcing your happiness on someone unhappy, negative, or angry is counter-productive. When I was happy and smiling, the angry police officer became more infuriated.

The next time someone around you is angry, look them in the eye, smile, and tell them, “What a beautiful day!” The person will become more angry and say something like, “It’s a disgusting day.” At times your happy attitude may change someone’s unhappy perspective, but the technique is unreliable because it suppresses present emotions. What is an effective communicator to do when emotional contagion creates an ineffective, unproductive environment?

On one level you need to prevent yourself from being a carrier. When you talk to a friend in need, you are faced with the challenge of empathizing with your friend’s pain. You draw yourself into your friend’s struggle and feel the same pain. (True empathy does not make you a carrier.) At another level you need to prevent other people from being carriers. Sometimes people go nowhere productive and you need to put them into an emotionally empowering state. These mood challenges exist when you want to bring the best out of people.

The technique of reframing minimizes the likelihood of you carrying a dangerous emotional virus, while a technique I call “emotional-leveling” helps you prevent people from remaining in states that do them and others harm. Doing these two things controls emotional contagion to build happiness, power, and healthy relationships.

The emotional-leveling technique firstly adjusts your emotions to reflect the other person’s emotional state. You then slowly raise your emotions and simultaneously theirs with emotional contagion and mirror neurons until the person enters the desired state. The technique does not try to manipulate the person’s emotions; it encourages them to feel one’s emotions and then move forward in healing. (I cannot emphasize enough that you must allow others to accept and express their emotions. Do not use the emotional-leveling technique to avoid emotions.)

Again, you firstly connect at their level. Do not fight anger with happiness nor should you reciprocate verbal aggression. If the person is aggressive or depressed, take on a similar emotional level to build empathy and understanding. If an aggressive person walks around, walk around with him or her. If someone talks fast, you should also talk fast. For a depressed person, show you are also feeling depressed without developing depression. Be slower in your movements, speak softer, and have similar facial expressions as the person. Your goal is to enter their state without escalating the problem.

Once you connect at the person’s level and let him or her process present emotions, you then raise your emotional state. Make a joke or use a reframe on the situation. How does the mindset of this technique differ to being an annoying happy person smiling at everyone? Instead of reaching down to pull the person out of their emotional hole only to have them reject your assistance, you jump in the hole and let them stand on your shoulders to climb out.

Your reframes get accepted because you are in the person’s emotional state! If you were happy and told an unhappy mate who recently broke up that he should lighten up, he will reject your reframe and dislike you. On the other hand – and this is where the power of emotional-leveling comes in – if you are also unhappy after communicating with him, such that he knows you share the same emotional state, he will accept a reframe like, “Break ups are painful, yet they allow you and I to meet future partners we will love.”

If you combine the reframing technique with the emotional-leveling technique, you control your emotions and thoughts and help other people control their emotions and thoughts. These two skills help you and others express, share, and manage emotions that otherwise harm relationships. You transform what would normally be a destructive emotional outbreak into a positive outbreak.

Emotional contagion is a fascinating topic. You can make the psychological and physiological phenomena work for you instead of feeling you are its victim. Interact with people you want to be like. Reframe situations to travel along the high road to happiness. Make people’s mirror neurons mimic your rising state and their biology will become like yours. It seems like magic, but it is science.

Basic Rules to Make Someone Love You

The phone changes a few rules used in normal face-to-face communication, but not much else differs. The psychology of the two individuals at either end of the phone remain the same. Tips can be adapted to help you build your relationship.

Human psychology is about fulfilling needs and wants. You go to the grocery store to buy food to fulfill your need to eat. You buy an expensive shirt because you want to look good. You talk with others to fulfill your social and identity needs. Attraction, intimacy, and friendship work on human psychological wants and needs. Because of this, you will see how these phone skills I am about to share with you can be adapted to your everyday conversations. Learning how to make someone fall in love with you is therefore neither manipulative nor deceptive as it is a matter of you fulfilling the person’s needs and wants through communication.

The phone changes a few rules used in normal face-to-face communication, but not much else differs.

If you want others to literally fall in love with you and not just like you more, you must understand attraction. The tips shared here build likability over the phone and do not substitute for attraction. The tips when applied with techniques to build attraction in women and men makes someone fall in love with you over the phone.

Learning these phone skills is a sure-fire way to build a strong relationship fast and have your new client wanting a business relationship, a friend staying connected with you, or a cute chick liking you. A stupid word of warning: do not avoid people face-to-face once you realize the power of these phone skills!

How to Grab Attention Over the Phone

The first rule you must obey is checking the person you are talking to over the phone is receptive to you. Regardless of anything wonderful you say, nothing will matter if the person does not pay attention.

If the person has a young child howling louder than a wolf, you will be ignored. The person will hear but not listen. What you say will go no further than the phone line as they are preoccupied with distraction. When we lack the time to talk, a distraction arises, or we need to do something else, the only thoughts running through our mind are similar to: “How long will it be until this damn person shuts up? I’ve got something to do!”

The first rule of receptivity over the the phone is to make it a habit of checking if the person can talk with you. Ask upfront if the person has time to talk. After the greetings, simply say, “Do you have a couple of minutes to talk?” This makes you courteous and unobtrusive on the person’s space.

When you grab attention over the phone, you ensure the person is receptive at the start of the call. The second rule will make sure the person loves to hear you during the call.

While talking on the phone, interruptions arise. Some can be undetectable, yet others can be heard over the phone. When you hear a baby howling, a door bell ring, or a loud bang, do not ignore it! Say what sound you heard then ask if the person needs to attend it. The empathy you communicate by acknowledging potential interruptions will increase your likability and ensure the person is tuned in to what you say.

A Simple Trick to Make the Person Be Like an Old Friend

You go through a routine day while walking down the street. The world is boring, people are getting through their day, and everything appears it would be the same without you. What do you do if at the other end of the street you see a best friend you have not met for five years?

You see your best friend and your energy amplifies a gazillion times! Memories and feelings gush to you in an intense emotional rush. You run up to the person. “It’s you! I can’t believe it!” You are ecstatic to stumble upon your friend!

The lesson you can learn from this is what I call the “It’s You!” technique. When you call a person or answer the phone, say your normal greeting in an average mood. Once the person introduces himself, you become surprised, or rather energized, to talk with the person. Wait for the person’s introduction then amp up your energy as if you were talking to that old friend you saw on the street. This makes the person pleasantly thrilled to talk to you.

If you always talk energetically over the phone, your energy with the “It’s You!” technique will not have the sincerity and pleasant thrill. The high energy is normal for you. Only when you authentically convey happiness to be talking to the person more than you would with normal people does this technique work. The feelings of importance the person receives makes it a great technique to help them fall in love with you over the phone.

(In an article on how to be interesting without saying a word, I applied this escalating technique on smiling by gradually increasing your smile when you meet someone; instead of walking around smiling or instantly giving off a big smile. These two “escalation techniques” bring sincerity and warmth to your personality.)

An Age-Old Technique to Be Liked More

The fourth tip I recommend you whack into your new bag of tricks over the phone is mentioning the person’s name more often. As Dale Carnegie in How to Win Friends and Influence People writes, “Remember that a person’s name is to that person the sweetest and most important sound in any language.” Our names are a sweet tune of music to our ears. It is a fast way to build any relationship.

You need to know one warning about this technique. If you mention someone’s name too often, you come off as a try hard, needy, and desperate person – much like a poor salesman.

If you are like most people, you can comfortably increase the frequency you say the person’s name. You can get away with mentioning their name more often than in a face-to-face conversation because the phone is a different medium. The phone inhibits intimacy.

If the person begins to mentally drift away from you, hearing their name will reinvigorate their interest. The person can subliminally fall in love with you.

How to Make Up for No Body Language With Your Voice

Another difference you can take advantage of over the phone to enhance your relationships and make the person fall in love with you is countering the inability to communicate with body language. Our nonverbal communication is a large tower from where we broadcast strong signals. A simple message like “you’re funny” can be strengthened many times through body language. Some attraction experts even claim body language alone is enough to make someone fall in love with you.

Your voice is the only form of nonverbal communication over the phone making it a booster or destroyer to friendship.

Your nonverbal communication helps others understand you. Without the visual option to see one another over the phone, yours and their inability to read body language can hurt understanding, connection, likability, and attraction. Your voice is the only form of nonverbal communication over the phone making it a booster or destroyer to friendship.

Improve your phone skills despite the lack of connection built through body language by communicating extra energy with your voice. I estimate varying your vocal tonality and energy an extra 30%. If you are happy the person did something well, put an extra 30% of energy in your voice when saying, “That is awesome! Congratulations!” If you are sad, lose 30% of energy in your voice by saying, “I’m… I’m sorry to hear that…” The change of energy communicated through your voice establishes empathy to build a connection with your partner and enhance your relationship fast. The person will have a feeling of being next to you.

The Only Way to Build Rapport Over the Phone

Rapport is being in sync with the person. It is the hidden key to make people feel connected to you. Establishing rapport ties in with mentioning the person’s name more often and compensating for a lack of body language via your voice because the two techniques build a connection that help the two of you get in sync.

Learning to build rapport over the phone is necessary if you want to build a strong relationship fast. Unfortunately, a complete guide to building rapport is far too complex to discuss in this article, yet the premise of it involves being like the person in as many ways as possible.

One particular characteristic of the person I highly advise you to match is their mood. Mood-matching helps you rapidly build a strong relationship and make someone fall in love with you.

To understand mood-matching, think back to a time you were feeling unhappy and someone bounding with joy tried to cheer you up with their happiness. How did you feel afterward? Most likely more annoyed! Their happiness did not relate to you because the two of you were at polarized emotional levels. The person was happy and you were sad.

You can better relate to people and build this “connection” when you communicate a mood similar to the person. If someone greets you with an energetic “Hi Josh!” meet them at their energy level or higher, “Hi Sue!” If the person tells you a funny story, let them hear your mood, “That’s crazy!” then laugh.

Compensate for the lack of body language over the phone with a 30% extra variance of energy in your voice. Mood is one of many communication factors you can match when talking to someone over the phone to build rapport.

When you combine all these tips to build a strong relationship over the phone with the ways to build attraction, you have the phone skills to make someone fall in love with you! Even better, these phone techniques are not limited to love. Apply these skills to potential clients, family members, and those annoying customers. The phone breaks geographic boundaries, but now you can break emotional boundaries.

At the end of the round, he failed to qualify for the national tournament by two shots. In the clubhouse we had a drink then talked about what he did well and what he could have done better. “I was surprised by the quality of your chip shots and game around the greens,” I remarked. “Everything went within 2 meters of the pin.” Not to concerned about the disappointed day, Nathan replied, “Yeah, you’re right. My wedge game was strong today. Just…” to which I interrupted and said, “The eleventh 2-iron.” He echoed my words, “Spot on, the eleventh 2-iron.”

I let him continue to talk as his words almost perfectly described the words in my mind. Something happened between our minds. It was like a magic trick taking place. A mystical cable connected our minds, leading to strange psychological phenomena.

The distance between two brains was removed as two minds overcame physical boundaries to connect with one another.

It seemed we almost had psychic powers. He was not just reading my mind, I was also reading his. There was a shared connection, a relaying of thoughts exchanged between minds. The distance between two brains was removed as two minds overcame physical boundaries to connect with one another.

There was no two persons trying to talk to one another – frustrated in their misunderstandings. There was no interpretation, judgments, or confusion about what each other meant. We were attuned to one another that we did not have to say a word and we would understand what was in the other person’s mind.

What happened here? Was it a fluke, a lucky break? Were psychic powers at work? How does psychology explain this? How can you use this information to read someone’s mind and improve your communication skills?

We Were Born to Connect: The Roots of Empathy Gave Us Innate Psychological and Physiological Connections

In 328 BC, Aristotle said humans are social animals. Nowadays, evidence is showing that humans are born to connect with one another. Much fascinating research on psychology, sociology, neuroscience, and child development is revealing how we connect in our relationships.

From birth, a baby prefers his or her mother’s voice, sight, and smell than that of a stranger’s. The mother is more connected to the baby than an outsider. As the baby grows, other attachments form. Should a babysitter come over to look after the toddler as the mother leaves the house, the toddler experiences separation anxiety and clings to the mother’s leg. (The anxiety is important for survival and avoiding dangerous situations.) The child can be joyous 10 seconds prior to seeing the babysitter, but the sight of the stranger creates distress.

As the mother leaves the house, she feels her child’s anxiety. The child may say no words or cry no tears, yet the mother mind-reads her child’s emotional state. She is able to feel exactly what the child feels. There is a mind-to-mind and mind-to-body connection.

Interpersonal communication is not just about the direct channels of verbal and nonverbal communication obvious to people. Though we can be aware of people’s words and body language, reading someone’s mind goes to the next level. When you know someone well enough, you pick-up on indirect channels that give you hunches about the other person. Nothing needs to be said or expressed nonverbally; it is your intuition – almost a sixth sense – that tells you what is on the person’s mind.

People connect not just through a topic of conversation they enjoy, but at a biological level. Our bodies adjust to match the body of someone else. When you deeply connect to someone in a conversation, your posture, movements, and heart rate match. (Do not confuse this with mirroring taught in NLP.)

This power gives you the ability to control a person’s mood. A mother can relieve her distressed baby only with her soothing voice. You literally change people’s bodies with your thoughts.

Social and emotional intelligence expert Daniel Goleman is a leader in the mind-to-mind and mind-to-body connections we share with each other. In a New York Times article, Goleman discusses the powerful connection we share with people. He refers to one study that measured a female’s anxiety. Researchers had a group of females hold someone’s hand prior to receiving an electric shock. When a female held hands with a stranger, she remained distressed. When a woman held her husband’s hand, brain scans confirmed little activity in the emotional parts of her brain. She kept calm. The husband’s hand was a biological source of emotional rescue. Our psychological and physiological states affect ourselves and other people at astonishing levels.

You Have Superpowers

Think twice before you speak, because your words and influence will plant the seed of either success or failure in the mind of another.Napoleon Hill (1883-1970), author of the classic Think and Grow Rich!

The greatest reward is to know that one can speak and emit articulate sounds and utter words that describe things, events and emotions.Camilo Jose Cela, Spanish writer and recipent of the 1989 Nobel Prize in Literature

The great gift of human beings is that we have the power of empathy.Meryl Streep (1949-present), American actress

Each of us has innate abilities to connect with others. Believe it or not, everyday we read each other’s minds. Whether a friend asks for your opinion on their clothes, a boss wants your input on a coworker’s performance, or a child asks for a gift, you receive what feels like a sixth sense that signals you how to respond. When a friend asks for your opinion on their clothes, you can guess what they think. You have memories, empathy, and gut-feelings about the person’s thoughts that tell you how to respond.

You already have “superpowers”, an ability to determine another’s state. If you did not have such abilities, you would fail miserably in your relationships; you would fail to intimately connect with your partner; you would struggle to persuade others as your negotiation skills would be insufficient to determine what the other person really wants; you would be unable to sense when someone manipulates you. Without this “superpower” to read someone’s mind, you would struggle to cooperate and connect with people.

Unfortunately, the less time you spend with someone and the more distanced you are with them, you become less able to read a person’s mind. We have imperfect abilities to cue in on another person’s thoughts. If it were perfect, there would be little reason to communicate. We would know exactly what everyone thought.

Does this mean a couple intimately connected to one another should know what their partner thinks because time in a close relationship helps build the individual’s mind-to-mind connection? Married people might be laughing at that. Too many married couples can recall endless occasions when their partner had no clue what they thought – yet alone, what they were thinking when they tried to explain themselves.

You come to act as the person acts, feel as the person feels, and think as the person thinks.

William Ickes, a psychologist at the University of Texas at Arlington, is the leading expert in empathic accuracy. Ickes says misunderstandings in marriages occurs from a lack of insight into the partner’s way of thinking. Insight happens through observing and listening. While you may be motivated to understand your partner early on in a relationship, says Ickes, people’s empathy for their partner during the first few years of marriage decreases because they become overly confident in understanding their partner.

Assumptions destroy your human powers to read someone’s mind, build understanding, and establish empathy. Reading someone’s mind is not about guessing or contriving information to arrive at a conclusion – it is about being immersed in the present as you allow yourself to be absorbed by the person’s reality. You come to act as the person acts, feel as the person feels, and think as the person thinks.

Become a Better Superhero: Mind-Reading Tricks (Empathy Techniques)

The man who never looks into a newspaper is better informed than he who reads them, inasmuch as he who knows nothing is nearer the truth than he whose mind is filled with falsehoods and errors.Thomas Jefferson (1743-1826), third President of the United States

In nature we never see anything isolated, but everything in connection with something else which is before it, beside it, under it and over it.Johann Wolfgang von Goethe (1749-1832), famed German writer

Every reader, if he has a strong mind, reads himself into the book, and amalgamates his thoughts with those of the author.Johann Wolfgang von Goethe

You can smile and the whole world smiles with you. That is the magic of “emotional contagion”, a term created by psychologists to describe the infectious nature of emotions. If you frown at work, you infect coworkers with your sour mood. This connection we have with one another is there for a reason: it connects us! Emotional contagion plays an important role in connecting people together.

We would be separate from each other without emotional contagion; we would have little concern for how people feel; we would be unable to read another’s mind. Intelligently taking on a person’s reality by allowing yourself to become infected with their emotions, lets you infer their thoughts. Some psychologists allow emotions to transfer from their client to themselves, which gives them the ability to peer into their client’s inner world. A psychologist can then discover a thought or feeling their client is not aware of.

Emotional contagion connects us.

Goleman in Social Intelligence discusses the amazing mind-to-mind connection, a connection that transcends physical boundaries. He says the intimacy of our communication controls the degree we can connect with others. When a couple are highly engaged with one another, Goleman says, “Such mental intimacy bespeaks an emotional closeness; the more satisfied and communicative a couple, the more accurate their mutual mind-reading.”

The intimacy of our communication that creates a psychic connection has a neurological justification explains Goleman. It is not some unexplained magical power, but neurological adjustment. As we communicate with someone and experience what other people experience, our neurons form pathways. These neural pathways unconsciously direct messages to form our sixth sense that gives us gut-feelings about what people think. “Our trains of association run on set tracks, circuits of learning and memory,” says Goleman. “Once any of these trains has been primed, even by a simple mention, that track stirs in the unconscious, beyond the reach of our active attention.”

Intimate communication that shapes the brain can only be achieved by intimately sharing another person’s reality. Quietening your inner dialog makes you more able to detect another’s emotions. Without inner silence, empathy becomes a difficult task because there is no two-way communication.

Think back to a time when you were angry with someone you talked to. Your anger was illogical as it caused you to do things you later regretted. You did not care what the other person felt, you were just concerned with releasing your anger. (The 10th chapter on emotions and logic in my communication secrets program can solve this problem for you.)

Better emotional management helps your mind-reading skills to improve your relationships. Four researchers in a study titled Physiologic Correlates of Perceived Therapist Empathy and Social-Emotional Process During Psychotherapy found that therapists and patients who felt the same had a more positive relationship. Similar feelings between people help their relationship.

The researchers from the study say that talking uses a different part of the brain than emotional responses. Being a blabber-mouth kills your ability to emotionally connect with people and read their mind. Listening plays a huge role in connecting minds. By talking too much, you block your biological ability to feel what another person feels – and fail to build a connection akin to mind-reading.

As you quieten your inner dialog to tune into a person’s emotions, be aware that their thoughts and desires will be different to your thoughts and desires. Psychologists call this a “theory of mind. The theory of mind describes the ability to determine another’s mental state and at the same time acknowledge its differences to our own.

How to Read Body Language

Body language and other nonverbal cues help us achieve seemingly psychic powers. Annie Murphy Paul, in a Psychology Today article titled “Mind Reading”, says that body language cues such as facial expressions are a good way to tap into people’s thoughts. Focus on little facial expressions to see what someone feels. “We tend to focus on others’ eyes, and that helps us,” says Paul. “The many surrounding muscles make eyes a richer source of clues than other parts of the face: downcast in sadness, wide open in fright, dreamily unfocused, staring hard with jealousy, or glancing around with bored impatience.”

While the eyes play an important role in determining someone’s thoughts, as does other nonverbal signals like voice, “it’s the content of speech that contributes most to our success at mind reading” says Paul. Meaning is not always directly expressed through words, but words give us insight into people’s way of thinking. It is next to impossible to mind-read someone speaking another language.

Another trick you can use to read a person’s mind is to keep learning about communication, personal development, and human psychology. As you learn more about yourself, you learn more about other people. You come to understand what people feel, how we act, and what we think in certain situations. It is crazy how good I am now at digging into someone’s mind and knowing what is going through their mind in a conversation. I know how people react to many statements, the feelings one has during certain moments, and how to shift all this around to make it work for me.

Responsibility Comes with Power – Be Weary of the Dangers of Empathy

There needs to be a word of warning about your mind-reading superpowers. Before you go out and use the magic tricks of mind-reading, a series of techniques that use our innate ability to connect with one another, use your powers wisely. Empathy expert Ickes, with his academic partner Jeffry Simpson, advise people against the surprising dangers of empathy. “Empathic accuracy and understanding can be bad for relationships,” writes Ickes and Simpson in their study Managing Empathic Accuracy in Close Relationships. “While accurate understanding should be good for relationships as a general rule, too much understanding in certain contexts may have deleterious consequences.”

Diagnosing is one such example of a poor application of mind-reading skills, which is discussed in my communication secrets program. We diagnose others when we express people’s intentions. We try to act above others. You can try to mind-read your partner by diagnosing them (“You’re just jealous”, “Why do you always try to argue with me?”, or “Liar, I know what you really mean”) and hurt the relationship as a result of your diagnosis.

As you learn more about communication, you may be tempted to use the communication barrier of diagnosing because you understand the human mind. Just as someone in marriage gets into relationship-trouble by assuming an understanding of his or her partner, the same happens when you are overly confident about understanding how our minds work.

The sad thing about diagnosing is its accuracy is irrelevant. Merely assuming or revealing someone’s intentions makes them defensive. Your superpowers and all the tricks you have been given to read someone’s mind that are suppose to connect people together, can separate you from people.

Use your mind powers wisely young Jedi. Know when to get into someone’s head and when to stay out. It is not your ability to read a person’s mind that gives you great power with people – that is a skill we all have. Rather, having the skill to keep on understanding people gives you power. Understanding is after all the purpose of peering into someone’s mind.

(To discover cool mind-tricks used by popular magicians to “wow!” their audiences, check out this cool guide.)

Carl Rogers, a pioneering psychologist in the 1950s on human relations, said love, genuineness, and empathy are three essential pieces to constructive communication. Many studies since then support Rogers’ theory. When we fail to love people, we fail to communicate in a way that supports ourselves and people. Love is the core of powerful communication. Think about it for a moment and I’m sure your experiences confirm love is the heart of effective communication.

It is unfortunate we are not taught how to love people. Instead of learning how to love, we learn to fight. Instead of learning how to love, we learn to defend ourselves. Instead of learning how to love, we learn to get our point across in a debate. It is no wonder society is deprived of the core energy that drives humanity.

This article will help you love people more. It is not about falling romantically in love with someone, though the advice can help you in that sense. You will learn how to love people to empower your communication. I will give you a logical nine-lesson plan you can easily follow. Loving others will bring an abundance of love into your life.

What is Love? It is Not What You Think

One word frees us of all the weight and pain of life: That word is love.Sophocles, 496-406 B.C.

What most people need to learn in life is how to love people and use things, instead of using people and loving things.Author Unknown

Love suffers long and is kind; love does not envy; love does not parade itself, is not puffed up; does not behave rudely, does not seek its own, is not provoked, thinks no evil; does not rejoice in iniquity, but rejoices in the truth; bears all things believes all things, hopes all things, endures all things. Love never fails.Bible, New King James Version, 1 Corinthians 13:4-8

Love is a tough subject for anyone to address. Not many people agree with a common description of love. As Haddaway’s classic hit is titled, “What is Love?” Some say it is a willingness of sacrifice, some say it is blindness to flaws, while others say it is unexplainable. Some say it is an intense devotion or affection, but that can be neediness.

Just hearing the subject of “love” makes me cringe. Love is twisted by society – not only by younger generations who are often picked on in this area – into a form that destroys its pure meaning. People think they are in “love” because they feel attraction or have been in a relationship for many years, but this does not comprehend pure love.

I’m not particularly fond of most material on love because the subject tends to categorize as romance. “Do nice things like give gifts and the person will love you.” Romance does not describe love – not even an act of love because romance by itself can be superficial and manipulative.

Love is beyond actions. Love is beyond reactions. You don’t wait for love to be created. Something deep works in pure love.

Love is beyond actions. Love is beyond reactions. You don’t wait for love to be created.

Psychologist Robert Sternberg attempted to explain love in his triangular theory of love. The theory is applicable for interpersonal relationships. It categorizes love using three scales: 1) intimacy, 2) passion, and 3) commitment. Variances in the three scales produces types of love. It is only when all three are present that a pure form of love, known as “consummate love”, can develop. Consummate love is the ultimate form of love an individual can desire.

A more applicable description of love to the style we want in this article is explained by Susan Hendrick and Clyde Hendrick in their love attitudes scale:

1. Eros love is based on physical appearance. It describes superficial love.
2. Ludus love is a game based on conquest. Pick-up artists (PUAs) often experience this type of love. PUAs love to conquer women. When one succeeds at getting a woman into the bedroom, he quickly loses interest in her.
3. Storge love is gradually built from similarities and friendship. The transition from friendship to love is often unclear.
4. Pragma love is more rational than other types of love as it is based on practicality. An extreme form of Pragma love is prostitution where financial gains rationalize attachment.
5. Mania love is very possessive and unstable. Strong feelings of insecurity, neediness, and jealously drive attachment.
6. Agape love is selfless, unconditional, and often spiritual.

Agape love most accurately describes the type of love we wish to have towards family and friends. We want to unconditionally love those with whom we desire to effectively communicate; not just when these people do something nice for us or when we are in a good mood. Agape love does not change when the mood or circumstances change. Agape love remains when the person you feel agape love for does something mean to you. It is unconditional and withstanding – almost divine. It is our goal here to develop an agape form of love.

The Power of Self-Love

The selflessness in agape love we wish to develop is one beyond sacrifice. It is beyond confining boundaries and a lack of concern in fulfilling one’s needs. Selflessness is about focus, attitude, and action towards others while retaining self-love. It is not about sacrificing your needs.

There is nobody more unloving than one void of self-love.

Selflessness in an area you lack resources can lead to unhealthy selfishness, which worsens by its supposed solution of selflessness. Neediness comes from poor self-love. There is nobody more unloving than one void of self-love. Being desperate for love diminishes the love you give and receive.

Rarely are selfless actions self-less. Selfish actions misinterpreted as “self-less” fail to remove the self from the action. Unselfish actions that undermine the needs of the giver builds resentment that destroy selflessness in the action. The self-less person may be a people-pleaser quietly harboring resentment from ignoring his needs and desires that have potential to kill a relationship. This makes him feel invaded and discounted.

Be selfish in the healthy sense before you are selfless. All selfishness is not wrong. If you need to be alone while your partner wants your presence, you might need to be selfish. Greed is different to healthy selfishness. In mathematics and life, you cannot give what you do not have.

To give love you must firstly have love. You can only be truly selfless when you love yourself. It is in selfishness and the selflessness of agape love that we get our first lesson on how to love someone:

1. Love yourself to love others

If you are Christian, Jesus is your unending source of love. If you are not into religion, the most reliable source for love is yourself. You do not need to approve of everything about yourself, but you do need to accept yourself. You will always have flaws you dislike. Accept it. Only by loving yourself can you love others.

The Give-Take Relationship of Love

As babies, we were dependent on our guardians. We would cry to be feed, cry to be warmed, and cry to be loved (some adults have hardly changed). We wanted to receive without giving. The only thing we gave was emotional warmth and love, yet that was out of our control accidentally created from people’s perceptions towards us. Perhaps the only true thing we gave as a baby was regurgitated food.

As we began to age, we became more “independent”. We were able to feed ourselves, make ourselves warm, and put a shelter over our heads. Rarely does our growth extend beyond this independence or dependence. We are still that crying baby who wants everything without giving.

On the rare occasions we give, we hope to receive something of higher value in exchange. We give because of reciprocation. A part of this problem comes from our teachers and parents advising us to avoid people who take advantage of us. We get conditioned to not be conned by someone who fails to return a favor.

The principle of reciprocation is a double-edged sword that can empower you. It states that humans have an inherent desire to return favors. When something is seen as a favor, not an obligation or expectation, we react by reciprocating something to the person of equal or greater value. By giving we usually receive more than what we gave. Give love to others to receive things you cannot comprehend.

Give love to others to receive things you cannot comprehend.

Unfortunately, when we do give and do not instantly receive, our giving stops. The expectations we create are the demise of our giving. Our expectations, which exceeds results, makes us dissatisfied. If you think you need to receive love from others in order to give love, you live reactively. The more you get, the more you want. Neediness disables you from loving people.

Stephen Covey in The 7 Habits of Highly Effective People says most people interpret love as a feeling, a reaction from events. Hollywood drives us to think love is a product of circumstance – a feeling out of our control. People who live reactively to their environment blame others and situations for a lack of love.

Covey says “proactive people make love a verb”. They create the life they want. The greatest lovers in the world are people who live by their value of giving love instead of reacting to the moment. It is through loving that love is created. This is our second principle:

2. Simply start loving to love

We live in an interdependent society reliant on people, as they are on us, so we need to give. When we love others, they often in turn love us. It is easier to love someone who first loved us. The purpose of loving yourself is to create love in your life so you can love. An active creator of his reality does not wait for the right circumstances – he does what he wants complete.

Agape love is not dependent on firstly receiving love. Agape love is free from limiting conditions. It gives without receiving. Mildred Norman Ryder, also known as the “Peace Pilgrim”, nicely said, “Pure love is a willingness to give without a thought of receiving anything in return”. This gives us our third lesson of loving someone:

3. Give love without expectation of receiving love

You may fear giving love and receiving none in return. Rejection is scary, but protecting yourself blocks the flow of love into your life. The need to receive love in exchange for love is needy, approval-seeking, and destructive. Reduce your need for someone’s approval to empower yourself to love the person. Agape love is unconditional. Loving someone without the expectation of being loved in return, takes you one-step toward radical personal responsibility and unconditional love.

Daniel Goleman in his revolutionizing book Social Intelligence looks at the science of human relationships. He emphasizes the need to go beyond ourselves. When we overcome self-absorption, we can connect with people and love them. “When we focus on others, our world expands,” says Goleman. “Our own problems drift to the periphery of the mind and so seem smaller, and we increase our capacity for connection – or compassionate action.”

How to Create Love Everywhere in Your Life

The worry of giving without receiving is scarcity. We fear being conned, taken advantaged of, and receiving unfair treatment. Scarcity assumes love is a limited resource. It means there is a finite amount of love in the world so you better keep what you need to yourself. Your perception of love makes your survival dependent on hogging the resource.

When we focus on others, our world expands.

What you think is rare can be everywhere. Extend your self-love to others. Self-love empowers your giving of love compared to the limitations of giving it from guilt, ego, and scarcity. “Love wasn’t put in your heart to stay,” said the singer Michael Smith. “Love isn’t love until you give it away.”

Though scarcity can work against us when loving others, it can also work for us. The principle of scarcity states that we value a resource more when it is rare. Knowing love is scarce in the sense it can be lost, makes you value it more. This gives the fourth lesson to love someone:

4. There is no better time to love than now

If you lose a loved one, you know the value of love in that moment. Some people are too late to express their love. They regret failing to communicate their love to someone no longer with them. Do not be someone who devalues what is in your life until it disappears. A love-filled person knows their love in a person’s life counts. Tell someone important to you right now, “I love you.”

How to Transform Pain Into Pleasure

You may use experiences to justify the lack of love in your life. It is your choice to overcome feelings of blame, resentment, and hatred towards others. Yes, it is literally a choice.

I’m not saying to ignore historical emotions like pain and anger, but rather to do what you need to recover. When you experience such feelings, you fight an uphill battle that discourages you from loving who “caused” these feelings. Take anger, for example. It is not bad. Anger signals a problem you need to work through, a conversation you need to have, or a cry you need to share.

A loving person knows their love in a person’s life counts.

When you feel anger at someone for a bad event in your life, you lack radical personal responsibility. It is a sign you are reactive rather than proactive. Men who complain women are “bitches” and women who complain men are “jerks”, are examples of two types of people who lack personal responsibility. Once you accept radical responsibility, you release anger. You allow love to enter your life.

Treat the pain to experience the gain. The elimination of emotional pain through radical responsibility gives you the fifth lesson to love someone:

5. Heal blame and resentment to make love possible

Will the acceptance of radical personal responsibility remove all your bitterness towards others? No. It is not about the removal of anger, but altering your victim mindset that people cause your pain. Every second you decide how to respond to the world. Use the part of you that has you behave beyond everyday annoyances to accept radical responsibility.

Resentment comes from blame. Iit needs a mention by itself because of its destructive capabilities. Resentment is a powerful emotion that builds in size when you fail to forgive someone and take responsibility. Learn the art of forgiveness to erase resentment. We think we hurt others with an attachment of resentment, but we only hurt ourselves.

What If You Really Dislike Someone?

When I teach people to love others to improve their communication, they often complain they cannot love, forgive, or even like someone in their life. The underlying story of their argument is something unique in their history excludes them from being able to love.

While this hints that the person is yet to forgive, they mistake love for liking. You can dislike someone you love. Jewish philosopher Martin Buber saw that love is a choice while liking is more reactive. We do not always choose who to like, but we choose who to love. Your sixth lesson to love people is to remind yourself:

6. Loving is not liking

It is possible to love someone you dislike. Love is not a group of feelings even though feelings accompany love. What you feel is a result of what you did. Hit movies trick you to believe love is luck.

Love is a choice. You choose to love yourself because it is best for you. Decide to love people because you want the best for them. There is your seventh lesson:

7. Want the best for people

My Secret to Love People and Communicate Better

You may be held back from wanting the best for people because you are hurt. What helps me to always want the best for people, overcome pain, and see love in everything, is to think about the meaning of “appreciate”. To appreciate is to increase in value. Therefore, to be grateful for everything in your past, increase your feelings of value toward your experiences. To be grateful for your present, value the world around you.

Here is a useful exercise to help love people you resent. It will make you grateful for everything in your past and present, and create an abundance of love in your life. This exercise will create our eighth lesson:

8. Be grateful for your past and present

Think of significant positive and negative events in your past. Make the events things that changed your life. Summarize them on a piece of paper in separate rows. If you have a painful memory of how your parents raised you, you could write, “I hate the way my parents abused me.”

Beside each significant event, write what you are thankful for about the event. It can be tough to spot a lesson in a problem – you may need to think about it for sometime. A benefit exists – it always exists. I suggest you read Mind-Lines to conquer the challenge of seeing empowering qualities in challenges.

If you disliked how you were raised by your parents, you could be thankful for:

• The independence they created in you
• Your new knowledge on how not to raise children
• The desire they gave you to lovingly raise your children

People who value lessons and opportunities, instead of being absorbed in pain and problems, are sometimes accused of delusion. Negativity and pain is no more real than positiveness and pleasure. Hate is no more real than love. You decide to be grateful for everything in your past and present. You decide to be loving. You decide to communicate well.

Being grateful for everything in your past and present removes pain. It makes you aware of the abundance of love in life you ignored. We now have our ninth and last lesson on how to love someone:

9. See abundance and you will be exposed to an abundance of love

Love is everywhere. It is in our past and present. It will reside in our future – more so if you follow the advice in this article. “Although humans inherit a biological bias that permits them to feel anger, jealousy, selfishness and envy, and to be rude, aggressive or violent,” says Harvard psychologist Jerome Kagan, “they inherit an even stronger biological bias for kindness, compassion, cooperation, love and nurture.”

It is your choice to see the abundance of love because it is real. It is also your choice to use your biological gift of compassion and love to bring an abundance of this precious energy into your life. “Only when we give joyfully, without hesitation or thought of gain,” said love expert Leo Buscaglia, “can we truly know what love means.”

Part three of this course provides you with many tips, techniques, and pieces of advice to help you correctly apologize. The advice I’m about to share with you will help you in ways beyond an apology. The tips can be applied to many areas of your life and communication as you will soon see.

What It Means to Correctly Apologize: To Be Forgiven and Forgotten?

Some people think apologizing correctly is as simple as saying “sorry” for a mistake. This is a shallow understanding of what you need to achieve in an apology. The goal of apologizing – and what I define as “apologizing correctly” – is when the person you hurt accepts your apology and forgives you. The person neither rejects your apology by saying something like “no need to apologize” nor holds the mistake against you. Things do not necessarily return to how they were before.

It is beyond the purpose of an apology to make your relationship stronger or indifferent before your mistake. The severity of the mistake affects the relationship, not so much the apology. If you keep screwing up with mistake after mistake, you can have successfully apologized when the person forgives you, but your relationship can still be different.

There is a lot of confusion about the old phrase “We must not forget; but we must forgive”. We know forgiveness is a must. Without it, the person unwilling to forgive emotionally suffers, often leaving the person who did the damage unscathed. But where does forgetting sit in a successful apology? Should we aim to have our mistakes forgotten by those we hurt?

If another person holds the bitter memories and resentment of your mistake against you, the person has not forgiven. It is impossible, however, to forget the mistake of another. Forgiveness heals the past releasing ill will against the person. Not forgetting provides a memory of the pain that guides future actions. Forgiveness and forgetting are closely knit together yet define different things.

An apology is successful when it is accepted and the mistake is no longer held against you. The person may not forget your mistake, but he or she forgives you, no longer resents you for the mistake, and does not use the mistake to manipulate you. Resentment, frustration, anger, gossip, bitterness, ill will, and other outward manifestations of hatred are erased upon a successful apology. Someone with these emotions signals the person has yet to forgive.

The person forgives you for your mistake. Resentment, frustration, anger, gossip, bitterness, ill will, and other outward manifestations of hatred are erased.

Now that a successful apology is defined, note that a correct apology can do so much. There is no iron-clad, fool-proof, guaranteed technique to successfully apologize. Sometimes you need to suffer through your mistakes and bear the punishment. Apologizing can sometimes be a bandage on a wound to help heal the pain. If the wound is repeatedly reopened, it is not the bandage’s fault, but the person who inflicted the pain. Most people can forgive you so many times before they lose trust in you. A reoccurring problem needs to be handled instead of expecting an apology to make amends.

Though apologizing correctly can be difficult, use the following tips. You will fix your mistakes, repair your relationships, and initiate emotional healing and freedom. Master these tips and you will be equipped with the tools to repair emotional damage from your mistakes.

Create a Simple Plan

Plan what you’re about to say by thinking through your apology beforehand. Prepare yourself to give a sincere apology. Write down your apology to clarify your thoughts so you increase the chances of it being a success.

When intense emotions fly everywhere in a situation like in a heated argument, it’s hard to think of what you want to express yet alone say it in a constructive manner. Intense emotions blind you to constructively express your thoughts. Plan your thoughts before going “live” with your apology to increase the likelihood of a successful apology. A plan guides you helping you not deviate with relationship damaging statements too common in emotionally intense situations.

The same lesson in planning carries over to help you set then achieve life goals. Success stems from seeds planted from planning. Planning nurtures golden relationships.

Take Responsibility

Admit you hurt the person. Your innate social intelligence will give you an intuition or feeling when you hurt someone. If you hurt the person by saying something offensive, admit your mistake. Don’t say, “You shouldn’t be offended by what I said.” Avoid a non-apology (from part two on barriers and mistakes made in apologizing), which involves blaming the other person while simultaneously giving a poor apology. Here are non-apology examples:

• “I apologize to those I hurt because of their loss.”
• “I’m deeply sorry for those who I may have offended.”
• “Please take my apology if you were offended by what I said.”

These examples appear to be apologies, but are attempts to avoid responsibility. Own up to the mistake and take responsibility regardless of your intentions and whether it truly hurt the person. The little voice that deters you from responsibility and apologizing is your ego. Egos are filled with deceitful lies and pride.

How to Time Your Apology

Apologize straight away for a little problem to prevent it growing into a big one. If you accidentally step on someone’s foot, say “sorry” straight away instead of apologizing at a later time. (I’m sure the person will think you’ve got some serious problems if you write an apology for stepping on their foot.)

For a more serious problem, take the time to get in a good environment where you can honestly apologize and the person can safely respond. Keep out of the “boiling room” by trying to apologize when the two of you have red-hot emotions.

It may help to give the person time after your apology. You can have all the right ingredients for a meal, but time is needed to cook the ingredients. Provide the person with extra space to let the person come to terms with what happened. Letting your apology seep in could be what makes your apology successful.

Explain What Happened

Why did you make the mistake? You are not justifying what you did (this would only make your apology worse). Let the person know of your faults. Become vulnerable. Explain to the person that you didn’t see them there, you let your anger get the better of you, you were ignorant, you should have understood them better – whatever the mistake maybe.

Explain why you did what you did without blaming the mistake on external circumstances. It is tempting when explaining your mistake to shift the explanation onto the other person. You start off by saying, “I’m sorry for not taking out the garbage…” then your selfishness can kick in as you say “…but I always take out the rubbish and you don’t ever do it!” Explain the problem, but don’t convert it into someone else’s problem through a non-apology.

Use the who, what, why, when, and how to get you started in explaining your mistake. A full explanation can be unnecessary. Just say what you think will help clarify the situation between you two.

One last point about explaining is to avoid going overboard with your apologies and make a big issue over something small. It’s annoying to have someone constantly say “sorry” or use other forms of apologizing when you have forgiven the person and moved on. When the person forgives you, move on.

Sympathy – Display Your Social Emotions

Sympathy is a powerful “social emotion”. It is an expression of pain felt by the person you hurt. Social emotions create cooperation and understanding. We do not learn in school how to feel another person’s pain. We have innate social emotions that make us feel, behave, and act in a way that complies with social codes.

Remorse, embarrassment, and guilt are important emotions to display in your verbal and nonverbal communication when giving an apology.

Remorse, embarrassment, and guilt are important emotions to display in your verbal and nonverbal communication when giving an apology. A guilty individual showing remorse is more likely to give a successful apology than someone who hides social emotions.

Display sorrow for your actions. Communicate sympathy to show you understand the person’s pain and your mistakes. If you want, you can go one step further than sympathy by showing empathy. Try hard to experience what the person feels. (See here for a more detailed discussion on sympathy versus empathy.) The pain connects the two of you to build understanding and harmony.

Share the person’s pain by reflecting your feelings about the mistake with something as simple as:

• “I’m sorry I lied to you. I feel guilty that I’ve let you down.”
• “Having scratched the car, I feel ashamed that something so careless will hurt our finances.”
• “I feel I have let you down and hurt our relationship by yelling at you.”

A common misunderstanding with sympathy is you focus on yourself, diverting attention from the hurt person. Sympathy shows the person you also suffer from your blunder. The person will be more understanding and willing to discuss their feelings because you expressed yours. The person may even be happy to receive this bit of secret revenge. If someone hurts us, we get a little kick of happiness seeing them also suffer from their actions.

Review What Happened

If an apology failed, do not take it personally. Failure is a result, not a person. If your apology failed and you are certain you successfully applied all these tips, try alternative forms of apologizing, such as writing an apology or getting someone else to apologize for you. Do not forget that letting time pass could make your apology a success.

On the other hand, if your apology was successful, congratulations! Be grateful for the person’s forgiveness and a second chance. Learn from your mistake and move on.

Do not dwell on the past. You have a great future ahead of you. Make use of it by putting your attention on what you can do this very moment to improve the relationship. You are now ready to complete emotional healing and freedom with forgiveness.

Links to all four parts of this course, “Freeing Yourself From Mistakes and Pain: A Four Part Course On Apologizing and Emotional Freedom”:

1. The Power of Apologizing
2. Barriers and Mistakes in Apologizing
3. How to Correctly Apologize
4. How to Forgive and Be Forgiven – The Art of Forgiveness

Goleman in his groundbreaking book reveals that human minds and bodies communicate with one another. The invisible bridges give us the ability to change people’s moods, emotions, and health – as people can do to us.

Recent discoveries in neuroscience state that humans are wired to connect. This connection of influence instantaneously occurs upon human contact – sometimes without any contact at all. Relationships shape emotional states, general psychological experience, and another person’s physiology. Your interactions with people influence, for example, your immune system, circulation, hormones, and breathing.

Unlike emotional intelligence, social intelligence focuses on the intimate connection between two human minds. Goleman’s Emotional Intelligence focuses on skills and capabilities within the individual – it deals with self-motivation, self-awareness, anxiety, and detecting social cues.

Social Intelligence goes beyond the one-person psychology to a two-person psychology that looks at the connection shared between individuals. Goleman defines social intelligence as: 1) social awareness, which comprises of primal empathy, attunement, empathic accuracy, and social cognition, and 2) social facility, which includes synchrony, self-presentation, influence, and concern.

Social intelligence is beyond the intelligence quotient (I.Q.) and emotional intelligence.

Theories of social intelligence confine it to a cognitive context. Social intelligence tests ask participants what they would do in specific situations – a process that uses the brain’s “high road”, a slow neurological path used when we analyze and think. His model of social intelligence seeks to include the brain’s low-road, the neural circuitry hidden from consciousness that functions at incredible speeds, because an awareness of what people think or feel does not make you socially intelligent. As the book’s titles states: social intelligence is beyond the intelligence quotient (I.Q.) and emotional intelligence.

Social Intelligence draws on hundreds of studies covering altruism, primal empathy, attachment, rapport, and compassion to name a few topics emerging from this new field of study. From the amygdala and prefrontal cortex to spindle cells and mirror neurons, like Emotional Intelligence, Goleman once again digs deep into neuroscience and vast studies. He provides many interesting anecdotes to demonstrate his principles in action, which to me gives the book more power for its application.

A standout for the book is chapter one. It reveals the emotional economy, a term that describes the give-take process of emotions. It discusses how a smile makes you happy and a worried face makes you unsure – the biological process of how emotions transmit through people like a virus.

The fourth chapter looks at human instinct for altruism. While it touches on worldly altruistic behaviors seen through people like Mother Teresa, it focuses on empathy in small-scale relationships. We have instinctive compassion to help people we value like animals who assist a fellow member of its species in trouble. It is attention and empathy that bring forth this innate desire to love.

The last chapter I’ll mention in hope of motivating you to buy the book is chapter fifteen. It looks at the male and female brain and the connection they share. The research in this chapter, like all chapters, is amazing and provides insight into attraction, sexual desire, libido, narcissism, and more intimate – or not so intimate – topics. You’re sure to gain a lot of advice about the opposite sex as well as your own gender.

Without the jargon all too common in a professor’s books within emerging fields of study, Social Intelligence is a free-flowing read in layman’s terms made easy by Goleman’s enjoyable writing style. The emerging field of social intelligence has fascinating dynamics worth learning more about from Goleman. Just like my review of Emotional Intelligence, I recommend you read Social Intelligence if you’re after a book that provides interesting research and insights into human interactions; not if you’re after vast skills to use in your interactions. You can grab your copy of Daniel Goleman’s Social Intelligence from Amazon by clicking here today.

Videos

Goleman discusses his book, the foundations of social intelligence, and a few discoveries social neuroscientists have made that reveal our neural connections with one another.

I’ve stumbled on few books that I refer to as a must-read for everybody. Nonviolent Communication is one of those rare books you need to read because it will help you build understanding and compassion – two keys that if you only had, you would be a great communicator in good relationships.

Author Marshall Rosenberg founded the Center for Nonviolent Communication in 1984. It is a non-profit organization that teaches “Nonviolent Communication” otherwise known as “NVC”. Rosenberg with a few hundred trainers run workshops around the world, coaching people on the NVC method summarized in Nonviolent Communication.

The primary concept in Nonviolent Communication is a four stage model: 1) observing, 2) feeling, 3) needing, and 4) requesting. (I’ve written about this model in-depth for your benefit here.) The observing part of this model is invaluable. By learning to observe without intoxicating the observation with evaluation, your communication and relationships improve to high levels of intimacy and connectedness. Successfully “taking in” a person’s communication is powerful.

An important concept in the book worth focusing on is that our actions, whether poorly expressed in an argument through yelling or swearing, comes from a need. When someone is stubborn, calls you names, or shouts hatred at you, they have a need. Identifying people’s needs helps you effectively communicate in a nonviolent manner.

Nonviolent Communication is one of those rare books you need to read.

The book is the best source I’ve come across to learn empathy. Because men are objective-based in their communication while women tend to communicate for intimacy, the difference often means a man fails to empathize with a woman and does not meet her needs. Women are not necessarily better communicators than men, but men tend to benefit more than women in learning how to empathize. Women still need to improve their empathy because the relationship skill builds an intimate connection – something we all need.

The methods in Nonviolent Communication teach you how to connect in your relationships throughout everyday conversations and intense conflict. In conflict we want to be understood more than ever. Nonviolent Communication shows you how to make this connection in the midst of a heated argument or fight so the conflict turns around to build the relationship.

Once you have read Nonviolent Communication, I believe you will quickly pass on your copy to your partner and family members and maybe even encourage coworkers to buy their copy. The book contains methods you will want others to try as it feels amazing to have NVC used on you. There are actually a couple chapters in Nonviolent Communication dedicated to using the NVC techniques on yourself so that you can better manage anger and communicate. NVC increases compassion and giving from the heart through a better flow of communication in ourselves and with others.

NVC increases compassion and giving from the heart through a better flow of communication in ourselves and with others.

Marshall Rosenberg has used NVC in diverse situations that extend beyond personal relationships. He has advised country leaders on overcoming intense political conflict, helped gangs that have killed each other to live in peace, and assisted school bullies to become refocused on getting along with their peers. NVC improves communication in all relationships. Nonviolent Communication is a rare book I wish everyone read as it is widely applicable and greatly beneficial.

The one minor problem I have with Nonviolent Communication is its methods require you to care about your conversational partner (then again, this may not be a problem). You need to focus on people’s needs otherwise the NVC model is rendered useless. I think the majority of people who read the book use the techniques in their most important relationships instead of everyday conversations. The effort required to be empathic is worth it for your important relationships even if empathy can be draining when your needs are not met.

In 200 well-written pages, it is an easy read. I finished the book in two days. It had me hooked. The methods are few, which make it easy to understand and implement in your life. The book has interesting stories with dialog that shows the techniques in real-life situations. There is also a mixture of poems and large quotes throughout the book to nicely accentuate points.

Overall, I can’t recommend Nonviolent Communication enough. You will find the book extremely helpful even if you consider yourself to be a nonviolent person. Read about nonviolent communication and grab your copy of Nonviolent Communication from Amazon by clicking here today.

Videos

Marshall Rosenberg discusses how NVC developed and how the method of communication compares with dominance and other forms of superiority.