Each author has not written a ground-breaker. I think you can summarize 75% of all the books onto 1 page. You could say this post is a cliffs notes version of 158,000 books. Give yourself the lazy education of reading such an impossible number of words.

The 12 lessons are tips from the top self-help books covering topics from women, depression, relationships, and psychology. I have yet to read a popular self-help book that makes no mention of the below lessons. You may be surprised as you realize how frequently you hear the echoed advice.

1. You decide how you feel

People are just as happy as they make up their minds to be.Abraham Lincoln

You are the one who can turn that frown upside down. No one else can do it for you. If you feel like trash right now because your dog bit you, you can make yourself feel great. But if you feel trashy a day after your dog bite, you might want to get checked for rabies…

2. Model the successful

Being a role model is the most powerful form of educating… too often fathers neglect it because they get so caught up in making a living they forget to make a life.John Wooden

Simple and effective. It just makes sense that by modelling a person’s actions you become like them. The self-help lesson became big in the 80s by Tony Robbins when he brought NLP to the common man. NLP breaks down what a successful leader in any field does into traits and steps for a layman to adopt.

3. Like attracts like

Our life is what our thoughts make it.Marcus Aurelius

If you want something, become what you want. Similarly, the law of attraction says we attract what we think about. Visualize your desired reality to bring it to fruition. The popular self-improvement tip has been around for centuries in various forms and books like Think and Grow Rich!.

4. Be present

Breathe. Let go. And remind yourself that this very moment is the only one you know you have for sure.Oprah Winfrey

Move your focus out of the past to stop worry and out of the future to stop anxiety. With presence comes a calm collection of thoughts and feelings. Eckhart Tolle’s The Power of Now is the authority piece on presence.

5. Leave your comfort zone

The superior man thinks always of virtue; the common man thinks of comfort.Confucius

…some lessons we need to hear over and over again.

Any lesson on fear, anxiety, growth, and human evolution teaches you to expand your comfort zone. I like to use my feelings of discomfort as a flag of growth. Do the same. Know that by stepping outside your zone as you become uncomfortable, you will not be who you were. Get good insight into fear by reading the 5 truths of fear.

6. Don’t procrastinate

You may delay, but time will not.Benjamin Franklin

So procrastination is bad. Hmm, really? Bet you never heard that before. Set goals, create a to-do list, skip activities that add no value, then work on what matters to get what you want.

7. Be responsible

If your ship doesn’t come in, swim out to meet it!Jonathan Winters

When you step up in your life by taking responsibility for what you potentially influence, great things happen. You are responsible for sitting at home on your computer wallowing in self-pity. You are the reason for not making that nervous-inducing phone call to get the job.

Some take responsibility too far always seeking to assign blame. A woman can be made to feel responsible, guilty, and ashamed for being raped. Dangerous. Take responsibility for what you can affect.

8. You are unique

Always remember you’re unique, just like everyone else.Alison Boulter

You are special. Sounds corny to me. I prefer to hear about pixies and unicorns. What I teach that you may find more helpful is to create self-to-self comparisons rather than self-to-other comparisons. This means compare who you are now to who you were. As a result you stop feeling worthless from not being that muscle head with millions in his pocket and babes hanging off his arms.

Your beginnings are too different to pit yourself against everyone. An inferiority complex happens when you compare yourself to others.

9. Enjoy yourself

Not what we have but what we enjoy, constitutes our abundance.Epicurus

Take a break, have fun. I don’t know how books can be written on this idea alone. I’ve said enough.

10. Appreciate life

He is richest who is content with the least, for content is the wealth of nature.Socrates

The self-help tip is also taught as being grateful for what you have. In every problem is an opportunity. When there is a crest, nearby is a peak. I doubt you can attribute that quote to me, but you’re welcome to.

11. Use positive self-talk

Self-suggestion makes you master of yourself.W. Clement Stone

Replace negative self-talk with chat that benefits you. Change “I can’t do this” to “I can do this”. Action then good feelings flow from empowering self-talk. I like Theodore Bryant’s take on positive self-talk in his book Self-Discipline in 10 Days. He calls them “Vitaminds” – vitamins for the mind. To benefit from vitaminds you need to take them regularly in conjunction with other useful tips revealed in this article.

12. Visualize what you want

Vision is the art of seeing what is invisible to others.Jonathan Swift

Visualization is a commonly recommended technique with positive self-talk. It is becoming increasingly popular in therapy as psychologists use imagery to not only work through problems, but change behavior. The basic aim is to see in your mind what you want. Advanced visualization incorporates sight with taste, smell, touch, and sound of having achieved your goal.

4 Warnings Before You Read Another Article

You now know what you’d remember from reading 158,000 self-help books. Should you never read one again?

Consider this: “People often say that motivation doesn’t last.” said the late motivational speaker Zig Ziglar. “Well, neither does bathing – that’s why we recommend it daily.”

Not only is motivation temporary, but some lessons we need to hear over and over again. Take for example the lesson “you decide how you feel”. I need to remind myself that often – even when I teach it! If I feel like **** from a bad week, the circumstances can make me forget so hearing the lesson helps.

…this article is a generalization.

Think about this second point when improving yourself: understanding a topic makes you lose respect for it. Now, this is not always the case. Try learn how a CPU works and you will respect the technology. When you summarize something, its mysteries sink away. You may resent something that once seemed grand. Continue to love working on yourself even when you know the summary of top self-help books.

A third point to consider when taking in self-help is common knowledge often gets passed down generations because it has repeatedly benefited earlier generations. Then again, I could be wrong. It is possible we just believe the psychological equivalent of the world is flat.

Consider a fourth point: this article is a generalization. You may be filled with shock and anger at the concept of self-help. You then assume any such book described by these 12 pieces of advice is useless. Don’t get biased. There’s plenty of books I’ve reviewed and written that have changed my life and ToP subscribers.

What do you think of this summary of self-help books? Do they match your experiences?

For an insider look under the blanket of self-help and how it almost killed me, you can learn more about the myths of self-help.

Similarly, we’ve all lied. Your nose doesn’t grow from lies. Lying is often considered acceptable – even sometimes expected practice to handle someone’s feelings. Thank goodness no one is Pinocchio.

Why do men and women lie? What can you do to stop yourself from lying? In this article you’ll be surprised at the real reason you’re lied to.

Black Truth of White Lies

Take “white lies” or “fibbing” as acceptable forms of lies. Here are examples of these deceptions:

• Lying to get out of trouble; such as why we were slightly late to work or a dentist appointment
• Lying to appear a certain way; such as fibbing about accomplishments on a first date or at a job interview
• Lying to avoid hurting feelings or conflict; like when a man is asked, “Do I look fat in this?”
• Lying to flatter someone
• Lying to garner attention; like exaggerating how sick you are or the dramatic events of a recent occurrence

To a large extent these lies are considered harmless white lies, and most of us tell them without blinking an eye. People often accept white lies because on a subconscious level they believe:

1. the lies really don’t hurt anyone and are of no consequence
2. the lie is told to protect feelings
3. the lies are only told on occasion

In fact, the Science Museum of London conducted a study on truthfulness amongst three thousand people, and discovered that:

…both sexes said there were such things as ‘acceptable’ lies; 75 percent said it was okay if it was done to spare someone’s feelings.

Though it’s necessary to take these studies with a grain of salt – this study is interesting because it indicates the level of pervasiveness and acceptance lying has in our everyday lives.

Lying: A Dangerous Habit

Telling a big whopper of a lie is not ideal. Problems can also occur when someone starts to white lie frequently – you could say they “abuse the system” by pulling out a white lie when necessary.

Lying, especially white lying, can be a dangerous habit because it’s easy to do. As a child when we gain conscience and reasoning, it’s one of the first things we notice – the ability to lie and get out of being in trouble. One day a parent places a lolly on a shelf and it disappears. You don’t have the courage to endure punishment so you lie about eating it.

In social situations, lying about your life can make it easier to get someone to like you. It’s also a way to avoid confrontation and hurting someone’s feelings. It’s simple to stop someone worrying when you lie about what happened or where you have been.

Lying… is a way to avoid confrontation and hurting someone’s feelings.

Cheating men and unfaithful women aren’t the only ones who lie to avoid punishment. It’s natural for humans to avoid trouble by taking the easy way out. (What’s natural isn’t always the best though.)

The famous psychologist and psychoanalyst Sigmund Freud believed humans are intrinsically driven to increase their pleasure and reduce their pain. The “Pleasure/Pain Principle” says we seek gratification through feelings of pleasure and steer away from pain. Often pain is quick to arrive as it takes our focus and steers us to a life of avoidance.

Pain-avoidance in lying means this process gets repeated. Eventually lying becomes habit, sticking in one’s life. This is why many people believe the saying, “once a cheater, always a cheater”.

Why Do Men and Women Lie?

Do men and women lie for different reasons? A study by the psychologist Bella M. DePaulo at the University of Virginia, found somewhat differing reasons for lying between the sexes. The study found women tend to lie to make people feel better and spare their feelings. These findings are consistent with a woman’s tendency to feel responsible for people’s feelings.

According to psychologist Michael Lewis in his book Lying and Deception in Everyday life, men are more likely than women to use a lie to enhance themselves. Dr. Bella found men tend to lie in line with their male ego – whether it be to conceal something embarrassing to themselves and their ego, or to build their self-image. It was also discovered men often lie to avoid conflict.

Some common lies men tell are:

“Of course I like your friends!”
“Honey, you’re the best.”
“I can’t call you. I don’t even know where I’ll be.”
“That dress isn’t too tight. It looks great!”
“They’re downsizing at work. But don’t worry, they won’t get me.”
“Sure, I’ll mow the lawn – as soon as this short ache in my back goes away.”

Some common lies women tell:

“Yes I’m satisfied.”
“It was on sale so relax.”
“Nothing is wrong.”
“You’re doing fine.”
“Stop worrying, he doesn’t hate you.”
“I don’t want anything for my birthday.”

Here’s some more lies in an cool pic Josh made that you can Pin:

The One Universal Reason Everyone Lies

Now that we’ve looked at lying and some of the common lies men and women tell – let’s go deeper to understand why men and women lie. No matter who we are or the situation, EVERYONE lies for one universal reason.

And that reason is: a lack of courage.

I challenge you to look back at any lie you’ve told, or any lies someone has told you. The one thing they have in common is the deceiving person does not have the courage to tell the truth.

Anyone lying to get out of work or to inflate the ego are scared of the repercussions of truth. You can probably see how a lack of courage applies to these types of lies.

What about lies with more noble intentions? Do they really indicate a lack of courage?

Yes. Yes, even if you are lying to spare someone’s feelings, and you think it’s a noble thing, at the end of the day you still lack the courage to deal with the consequences (such as the reaction of the person) of telling it like it is.

I am not advocating you must always tell the truth. I am pointing out the secret, subconscious reason for lying in the first place – a lack of courage to deal with telling the truth and receiving the consequences, be they good or bad.

Telling the truth takes courage. Telling the truth takes ongoing work. It’s easy to lie and natural to avoid pain. It takes effort to commit to telling the truth. It’s difficult to tell the truth about the harder things in life because we are out of practice!

Courage is like a muscle. It needs to be built over time. When you haven’t trained your truth muscles, they hurt to use in practice. The more you practice, the easier it becomes to tell the truth.

Note, I said it becomes easier to speak the truth the more you practice. The CONSEQUENCES of dealing with telling the truth don’t necessarily get easier!

When You Should Lie

Is it okay to deceive if the consequences of telling the truth suck? Is it ever okay to lie?

Before I can answer if it’s okay to lie – you need to be the person who does not use lying as a habit, as the easy way out, as a compulsion, or anything similar.

Many years ago while working in a detention centre with juvenile delinquents, I encountered enormous amounts of lies told by youth there. One pattern I discovered amongst them was the youth who were habitual liars became so accustomed to lying that they had no idea when they lied.

Even scarier than this, I discovered that the juveniles who habitually lied deluded themselves about the crimes they committed and the person they saw themselves to be. I had many a conversation with some offenders who lied point blank about their crimes, to the extent they deluded themselves into believing their own lies.

This is dangerous indeed. And it starts small.

Telling the truth takes courage.

Although it may seem ridiculous, you need an ongoing commitment to the truth! This commitment needs to be honored every day and in every situation. And with as much tact as possible. Just like our health, a commitment to being truthful and genuine needs to be cultivated, maintained, and built everyday.

If you don’t have a commitment to truth then you will find yourself lying or being compelled to deceive in the trickiest and most demanding situations.

So if you have a commitment to the truth and find yourself consciously telling the truth, even when it hurts and you get nervous – congratulations! You are now in the position to discern whether or not it is necessary to lie. There are times in life when a lie is needed and the truth is unnecessary.

If you lie having assessed the situation – and you lie knowing you could just as easily tell the truth – as you already have the courage, then this is when it’s okay to lie. Be careful and remember:

It takes a lifetime to build trust, and only an instant to destroy it.

How do you know when to end a long-term relationship? When you know it’s best to finish it, how do you end a long-term relationship without having the person burn your house down? This article answers these questions.

The Most Common Mistake When Ending a Relationship – and What to Do Instead

The normal way to determine if you should end a relationship is a pro-con scale. You analyze what’s good and bad then weigh the points against each other. This creates the dilemma and confusion of when to terminate a long-term relationship. “No connection is there, but he’s so nice to me.”

Mira Kirshenbaum, in her book Too Good to Leave, Too Bad to Stay, describes the “ambivalence” we experience in relationships. There’s the good side of a relationship where you’re financially looked after or you’re not beaten. Then there’s the bad side where your needs are ignored, you’re emotionally degraded, or you’re with an addict. Positives exist but so do negatives causing the pro-con scale to not be of help in your final decision.

…use a diagnostic method much like a doctor uses symptoms to diagnose a disease.

The correct approach Mira suggests is to use a diagnostic method much like a psychologist uses criteria to classify mental disorders or a doctor uses symptoms to diagnose a disease. If your relationship exhibits certain symptoms – notably something like abuse – it’s diseased and you are better off ending it.

Advice For the Married Reader

Nearly every book and article I discovered on this topic helps you decide if you should end a relationship from a selfish standpoint. The summary is: if you’re not happy, end it. A healthy marriage is more complex than that.

Marriages around the world end because men and women are unhappy then unwilling to honor their vows working through the inevitable challenges. One man thought he should end his marriage because he no longer loved his wife. “I just don’t love you” is not a sign the relationship should end. Love is a skill. You can learn how to love people to rebuild a relationship.

I believe marriage is another ballpark to the discussion here. What’s revealed is not intended to fully apply to marriage. I don’t want the signs of an ending relationship revealed to be reason for you to get out when things get tough. That’s selfish. The self does not always precede others.

Two become one in marriage – your unhappiness doesn’t justify divorce. No marriage exists without the couple changing and working through problems.

10 Signs of an Ending Relationship

How do you know if your friendship or date is on the brink of finishing? Below are some symptoms of a dying relationship. If you spot several signs of an ending relationship, that alone is not enough reason to terminate it. The signs are just indicators of the current relationship condition:

1. You break their boundaries. Respect is absent.
2. You’re more resentful than usual. This shows up in irritability and fighting over little things.
3. You fight less. Whatever happens, happens because you no longer care.
4. You jump to harsh conclusions. For example, your partner is late to arrive home from work so the thought of an affair crosses your mind.
5. You describe the person to someone in unflattering words. Similarly, if someone else belittles the person, you agree and feel satisfied.
6. You find yourself spending less and less time together.
7. You have chronic boredom. This means you do little together, aren’t having fun, and don’t enjoy each other’s company.
8. Promises aren’t kept.
9. The two of you remain at emotional opposite ends. This signals no rapport, a disconnect, and a lack of love. The relationship is weak when it doesn’t bother you the person is hurting.
10. You’re concerned you’ll find signs here that apply to your relationship.

If you saw one or two signs in your relationship, don’t freak out, call the person up, and say it’s over in a crying mess. Let the signs be red flags for you to address. We all make relationship mistakes that can be solved.

What’s not a sign of an ending relationship is fighting. Conflict is healthy to have so it’s important you resolve conflict when others avoid it.

7 Questions for When to End a Long-Term Relationship

For our diagnosis, ask yourself the following seven questions. These are filters that indicate you should end the relationship:

1. Has there been multiple occasions of physical violence in the relationship? All violence is inexcusable. If you answered yes, get support, be safe, and leave. You deserve better than abuse.
2. Does the person have a behavior like an addiction that makes the relationship difficult to be in and they’re unwilling to change? Most people are addicted to something. The questions to consider are: What? How destructive is it? And are they seeking help?
3. Were times ever good together? The relationship may have been doomed from the start. The question gives you a higher perspective that current problems can be worked through. People change so don’t forever clasp the past trying to recreate it.
4. Do you want to bring up important issues? It’s good if you actually do it, but a desire to address an important issue is enough indication you care for the relationship.
5. Have you chosen a goal like a career move that must exclude the person? There’s no reason to keep a relationship going when you’ve already decided the person being in your life is not viable. Be honest to yourself and them.
6. Aside from positive traits and current problems, do you and the person like each other? Not an easy question to answer because it’s difficult to see through resentment.
7. If I told you it’s okay to leave, would you feel responsible for your decision, say yes, and be relieved?

A less important relationship may not be worth fixing.

Having gone through the seven questions, do you think you should end the relationship? You may want to not cut the relationship and instead correct the problem pulling you two apart. If the person behaves destructively, consider expressing what you expect from the person. If your career has you travel around the world, describe the scenario then let the person decide if he or she wants to be part of it.

A less important relationship may not be worth fixing. These are relationships easy to create with new people and ones you care little about. It is natural and common to end invaluable relationships. You have dying relationships where the investment of time and emotional energy to revive the relationship is better spent elsewhere.

How to End a Long-Term Relationship in 8 Simple Steps

Leslie Baxter from the University of Iowa in her Strategies for Ending Relationships: Two Studies paper analyzed how people end relationships. The communication researcher found that how you end a relationship depends on relationship closeness and your perception of what caused the relationship to rot. Dating for one week and got cheated on? You may dump via an angry text and leave it at.

If you want a plan to end a relationship because you don’t know how, I’ll give you a simple eight-step process. Most difficulty in ending a relationship comes from you not wanting to hurt the person. Here you take responsibility for their feelings – a toxic trait. Release yourself from controlling other’s emotions and instead focus on being responsible for yours.

You can choose from the indirect and direct options. The indirect option is letting nature pull you apart. You stop doing nice things, you skip deep conversation, and time causes you to split. The direct option of splitting up face-to-face is more difficult. Use this process:

1. Think through what the person will say. This isn’t to make you a rigid robot, but aims to put your best foot forward.
2. Share a quiet place between the two of you.
3. Begin by saying, “This isn’t easy for me to bring up because I know it’ll hurt you, but I need to do it.”
4. State your reasons without rambling. If the person wants more detail, they’ll ask for it. When you clearly give reason to why you’re ending the relationship, you help the two of you move on. Not understanding the justification for splitting up is the number one reason someone fails to get over a relationship break up.
5. Be specific where possible. Say, “The other day when you…” instead of “You don’t care for me anymore.”
6. Expect and accept strong feelings from the person. He or she will feel rejected and likely deal with the emotion by making you feel guilt. Don’t let their game alter your stance.
7. Avoid reassurance (“Things will work out for you”). It is a frustrating communication barrier to hear and an attempt to stop the person from feeling hurt. Nothing you say will change their hurt.
8. Learn some techniques of how to say no so you stand your ground.

Stop driving yourself crazy. You know the signs of when to end a long-term relationship and how to do it so get off the fence and pick a side. If you choose to leave, you’ll look back in 1 year and be happy you made the decision.

If times are tough and you decide to try make the relationship work, keep learning and developing your relationship skills and eliminating the 12 communication barriers. Relationships are hard. That’s why they’re so satisfying.

I’m going to teach you how to win an argument everytime. You’ll win an argument so easily that you feel like an ancient Greek philosopher combined with a moody modern teenager. Sticks and stones may break your bones, but words will never hurt you with this street-wise 15-tip guide to shield yourself from verbal brutality:

1. Use mental rehearsal. Psychologists for years have known the power of rehearsing an event in one’s mind before the real thing takes place. By visualizing a conversation before it occurs, you become strong, stubborn, and unmoving to the faults of another person’s illogical logic.

If you suspect your spouse will accuse you of thinking about yourself, shout back a time your partner was selfish. If you know your laziness will be sniped, think of a time you were busy and overworked. Visualize exactly how you’ll start the conversation then counter-attack their moves to corner the person and guarantee yourself victory.

2. The best defense is the best offense. Keep this in mind at all times. When you’re cornered, vulnerable, and prone to damage, enter rampage mode. The mindset here is to steal the ball from the person’s hands and go hard, doing as much damage as you can to make your initial actions look good.

Did your partner spot you sneaking a peak at that young waiter? Tell your woman you wouldn’t oogle at hot women if she wasn’t so boring. The guilt you’ve established in her will make you the victor.

Did your friend accuse you of stealing his beer? Tell him he shouldn’t be a jerk all the time.

Did your boss catch you snooping around on his laptop? You better put your boss in a defensive position before he can fire you. Tell him to let you go free otherwise you’ll report him for the stash of drugs you placed found in his drawer.

3. Dodge like a butterfly… then sting like a bee. You cannot win an argument everytime through brute force. Be defensive when vulnerable. Get ready to dodge.

Change topics if you feel you’re losing the fight. Default phrases to help you slide in another topic for discussion include, “That reminds me… “Speaking of…” “Funny you should say that because…” Laughter is another good tool that releases your tension and shows you don’t care even though you’re collapsing inside.

Politicians are your idols at dodging bullets. Model your favorite evasive politician by slipping in random comments that shift the conversational subject to something you desire to speak more of.

4. Build allies. Not all relationships are bad. Relationships are useful when ally parties join to fight for your cause. Establish an ally of coworkers to single out the problematic coworker. Reinforce your point to a stranger by teaming with friends. Martial arguments can be easily won when the children are on your side. With people comes protection and strength.

Relationships are useful when ally parties join to fight for your cause.

5. Generalize, distort, and delete what you hear. Good listening is poison to good relationships. Should you accurately hear what someone says, you might discover the truth and start connecting with the person. Yuck.

It’s best you minimize good listening by manipulating information intake with three tactics:

1. Generalize. Turn one statement into an overarching belief with exaggerations that disorient your victim. They ask, “Can you do the dishes?” You say: “You always make me do the dishes”, “You never do the dishes”, or “All-the-time you control me”.
2. Distort. Alter what they say so they’re the villain and you’re the victim. They say, “I need you to be home on the weekend.” You say: “You don’t want me to have fun”, “You’re trying hard to make me avoid friends”, or “Man, you hate me”.
3. Delete. Simply skip important information. Ignorance is key here. “To succeed in life,” said Mark Twain, “you need two things: confidence and ignorance.”

6. Be extraneously attentive. Just because you should generalize, distort, and delete information when listening, doesn’t mean you fully ignore someone. Adhere to what teacher of conscious living Richard Moss said: “The greatest gift you can give another is the purity of your attention.” Give people your well-developed attention if you want to win a fight. Your motto here is to “Know more about the enemy than he knows about himself”.

One way to do this is to pick on intricate details that display the person’s imperfection. If you know a girl is insecure about her front teeth, tell her she’s an ugly Bugs Bunny. If a guy mispronounces a word, point it out. If your spouse stumbles over the carpet during an argument, call your uncoordinated other “clumsy”. Be attentive to drill out flaws.

7. Always be right. You’re a perfect human being. Everyone else is a jerk. The moment others learn this, your life will be easy. Until then, you must criticize and complain about other people’s (incorrect) opinions.

…your job is to contend why one plus one equals a window.

Ignore the principle of consistency. You’re not weighed down by past decisions because you’re a clear, rational human being. If other people fail to see how you’re right, it’s because they’re dumb.

If you explain what one plus one equals – and you get it wrong – your job is to contend why one plus one equals a window or how it equals three because of synergistic principles.

8. Never fix a problem you made. I know you haven’t forgotten this: you’re always right. Whatever you do is destiny. Anyone that makes you think otherwise must be verbally stoned. Since there’s no modern day option of a public stoning, publicly humiliate them by drawing attention to their faults.

If a family member mentions a stain on your shirt, shift focus quick. Say his room at home is filthy enough to breed a new life form. Did your friend accuse you of stealing his girlfriend? It was hardly his girlfriend if she cheated on him. Don’t apologize or amend a mistake because that concedes defeat and makes you look weak. Apologizing has no benefits. It’s in your best interest to leave forgiveness to religious followers.

9. Be your own person never dependent on others. Weak people depend on others, but not you. You’re strong and independent. When you know people are untrustworthy and it’s a dog-eat-dog world out there, the only person you can trust is yourself.

If you want something to get done, it’s up to you. Getting other people to do things is slow anyway. Successful, happy individuals like Bill Gates do everything themselves to ensure things get done the right way.

10. Block emotion. You’re an unemotional being because emotions have thwarted your survival in the past. Darwin would be proud of your unique evolution.

Crazed females, asylum attendees, and the weak are the ones controlled by emotion. Smart people are the best communicators because they communicate with logic. If another person gets emotional, it’s best you feign ignorance at their attempt to derail you from supremacy. The only time you want to be emotional is when you repeat words at a louder volume.

11. Use superior vocabulary. No one can win an argument against you when you pick apart their delusional misconstructions of rationale at present. Slotting large words within your vocabulary gives you the added benefit of talking longer, making you more likely to convince another person against his will. Prolong speech is an effective method to win an argument everytime.

12. Be respectful only when you’re respected. When you’re verbally punched, break the rules of good relationships. Throw in a low jab then bite the persons ear because their actions justify your retaliation. Only treat people well when they treat you well. Relationships are an Enron investment to be avoided. Minimize your costs in relationships when possible.

Use degrading terms, but give them a righteous foundation with clear logic.

13. Advanced name-calling. Children call others names like “Stupid-head” and “Big ears”. Not you though. You’re mature. Use degrading terms, but give them a righteous foundation with clear logic.

Your brother has not put the garbage bins out for one month. What a perfect source of credible information. Next time he fails to do something, win the argument by saying, “Your ass is fatter than the garbage pile if you had to take it out.” Think through an insult to leave your opponent prone to follow-up attacks.

14. Start a meta argument. You may run dry on ammunition leaving you with little to attack someone. In these desperate times, shift the argument to a meta state by arguing about how they’re arguing.

If they’re slow to respond to a point, use a Major Payne line, “Ta, ta, ta, today junior!” If they don’t change their mind, call them “thick”. If they misunderstand you, tell them their “ignorance is laughable”. With this infinite supply of ammo, you guarantee to shoot down your enemy.

15. Walk away. If all the mentioned techniques fail to win you the argument, give up in disgust and walk away. The person is stubborn, not you.

This article was a fun jab at our bad habits amidst conflict. If you read just one tip nodding your head in agreement, thinking you discovered how to win an argument everytime, and planning your next conquest, your people skills are in need of serious surgery. Please for your own sake, get my Communication Secrets of Powerful People program.

Why Stress Makes Communication Difficult

You find it hard to communicate in stressful moments. So do I. There’s a reason why it is hard to listen and not yell in tough situations that all relationships face. Science proves it is near impossible for you to communicate well when under stress.

The body experiences a primal response that agitates people in conflict. A stressed guy will tense his face, breathe shallowly, raise his voice, respond faster, and not think clearly. If you controlled these body responses, you would not be stressed. Not only does tension hurt your communication, it creates a viral effect. Your stress infects those around you.

Conflict is probably synonymous for you with stress. To be in conflict with someone is to be stressed. For me, I must have my mental and physical tension under control so I can communicate effectively to improve my relationships. If I do not manage my stress, it inevitably gets the better of me, as it will to you.

Stress makes us mentally ill. A psychiatrist could diagnose you with depression, mania, psychosis, bipolar disorder, or another mental illness when you are stressed. The difference between you and someone diagnosed with one of these mental health problems is the time you and they spend in those states. A person diagnosed with depression feels down for most of the day while you may temporarily be depressed only when you are under loads of stress. No wonder it’s difficult to communicate well when stressed.

Fight, Flight, or Freeze Responses in Conversation

Stress in conflict evokes the fight, flight, or freeze responses. An argument, disagreement, or confrontation elevates tension as you yell, withdraw, stand confused. You do things you later regret.

Aggressive behavior towards another person temporarily feels okay, but then reality kicks in as you feel even more stressed from hurting the person. When you try your best to hide tension, your suppressed emotions eat at you to later hurt your relationships.

A psychiatrist could diagnose you with a series of mental illness when stressed. No wonder it’s difficult to communicate well when stressed.

When under stress, your communication style will change in response to the situation. You can go from a cool, collected person one moment, yet when a stressful situation impinges your tolerable threshold your calm style can quickly shift to aggressive or submissive behaviors. The behavior you fall back on in stressful situations is the one you found comfortable in the past that offered momentary protection.

When someone surpasses their tolerable degree of tension, telling them to get their act together or to communicate better, does not work. It won’t work for you either. It’s human extinct to block external factors, such as other people’s feelings, and listen to internal ones as your interpersonal communication skills decline. Better communication in intense conflict is a matter of managing stress otherwise it is next to impossible to deal with conflict.

“What Did I Say?” – Memory Loss and Other Dangers of Stress

Stress motivates us to take action, but it too often works against us. We yell, withdraw, or shut-down in tense communication. Our bodies produce cortisol, known as the “stress hormone”, to compel us into action. Without this double-edged hormone, we would accomplish little. If you are completely relaxed in conflict and untrained in good communication skills, you could overlook the problematic issue or give an unsympathetic response.

Research has shown cortisol to improve cognitive functioning. Too much cortisol, however, causes impairment. If you have ever forgotten what you said in a verbal fight, cortisol has literally shut off short-term memory. Cortisol obtrudes neurotransmitters that are chemicals responsible for communication between neurons and other cells. That is why you can memorize a speech 50 times and forget it when you present it. A stressful crisis temporarily results in a blank mind.

Stanford neuroscience professor Robert Sapolsky found that cortisol also causes long-term memory loss. When the receptors for cortisol located in the hippocampus (the part of the brain responsible for long-term memory) gets flooded overtime, it melts like microwaved Swiss cheese.

The affects of stress are too numerous to list here. From rapid aging of the body and heart disease, to poor sleep and skin conditions, the effects are real. You need techniques to manage your stress; not just for your communication, but also for your health.

Stress Reduction Tips: 9 Key Lessons for Intelligent Stress Management

We need to attack stress deep within our neurology where it originates. Thinking positively or talking yourself through stress isn’t going to reduce tension. I have developed nine effective ways and techniques to manage stress you can use to keep calm in stressful moments so you can communicate better and live a happier life:

1. Prevention is the best cure. The best technique to deal with stress is to stop it before it begins. Create the appropriate measures, boundaries, and strategies to interrupt rising tensions. If the tension between two people rises beyond a safe level, one strategy is to pause, walk away, punch a pillow, and take slow deep breathes before commencing the conversation. You can incorporate other stress management techniques listed below into your plan to be more calm in conflict.

2. Accept your feelings. Never tell yourself you shouldn’t feel what you do. Do not say, “I shouldn’t be feeling stressed right now.” You must accept your feelings otherwise they will persist or repress into forms that severely affect your mental health and ability to effectively communicate. When you accept your stress, you move forward to taking personal responsibility.

3. Accept responsibility for how you feel. It is tempting and easy to release stress on other people. Do not treat people inappropriately. If you treat people in a way they don’t want to be treated, you make them tense, which they will be happy to put back on you.

Blame makes you more stressed because anxiety is related to events within your control. What is beyond your reach makes you anxious. If you blame your shouting spouse for making you angry, your anxiety and stress will remain because you have little influence over your spouse’s voice.

When you accept responsibility, you eliminate blame. You live in truth. You do not become a victim of others. You take control of your feelings. Your new levels of responsibility cause you to do something about how you feel.

If someone causes you stress, address the person about the problem. Explain to them how you feel, why you feel that way, and what can be done to fix the problem. Be problem-oriented; not person-oriented.

4. Breathe. When tension in your body rises, you automatically take shallow breathes. This is one of the first stages prior to full fight, flight, or freeze responses that hurt effective communication. When your stress levels rise, take several deep, slow breathes and you will instantly reduce your stress levels.

Accept stress. Never tell yourself you shouldn’t feel what you do.

5. Take time out. A walk away is guaranteed to refresh your mind. Don’t call for the travel agent to book a Caribbean cruise though, because a temporary break is all you need. Go for a walk or workout at the gym. Be active to release hormones that counter stress. Exercise is the body’s emotional reset button.

Absence from the situation that created the tension takes your mind off the problem. It gives you clearer thoughts to attack the problem. Be sure to address the problem after your time out otherwise you will only temporarily avoid the real issue.

6. Be flexible. Stress is like the sunrise and sunset. It is inevitable. It is a part of your human body. Therefore, the best way to deal with it is to change your behavior and communication.

Be soft; not brittle. Recognize signals of stress by reading people’s verbal and nonverbal language, then adjust yourself accordingly. Be flexible by going a bit out of your way for them to assist their temporary needs and wants. Don’t run around the world for them, but do be more aware and respondent of them. This can lead you to less stress.

7. Discuss the problem afterwards. Combine this tip with the prior tip of remaining flexible and you have two keys to manage tense people. You need to address the problem following the stressful moment otherwise destructive, repetitious behavior occurs. Also, if there is someone you know that finds it difficult to manage their stress in communication, you can refer them to this article by clicking the “ShareThis” link at the bottom of this article.

8. Ask others about your responses in stressful moments. You are to do this because you cannot provide an accurate self-assessment when stressed. Your short-term memory loss makes it impossible to recall information.

Awareness of your behavior can trigger a pattern interrupt. If the person says you consistently yell when stressed, raising your voice can trigger self-awareness that your stress needs to reduce before the conversation continues.

9. Listen to binaural beats. Discovered by Heinrich Wilhelm Dove in 1839, binaural beats describes the low-frequency pulsations in the brain created by different frequencies played into each ear. The brain integrates the two sounds to form a third sound that relaxes the mind.

In terms of stress, binaural beats is a miracle. A correctly made binaural beat will scientifically make your brain produce alpha waves, which is the same brain wave you have when resting. That wonderful feeling you have when lying in bed almost asleep can be replicated by binaural beats. Imagine how better your life would be by simply putting on a headphone the next time you feel stressed as you enter a relaxed state at will!

If you are after binaural beats, Paul Kleinmeulman has a good program that includes a series of binaural beats for different purposes. You can check out his program here, where you will learn more about the proven science behind binaural beats, which can make you motivated, sleep better, intensify your focus, learn efficiently, and keep relaxed.

Conflict does not need to be synonymous with stress. Neither has to make you miserable. Stress can be a good thing when managed with the above tips.

Your body experiences stress because it is threatened in conflict. Do something about it. You don’t want to feel the same way in a fight as you do when watching the Simpsons. Harness this primal response and you will be communicating more effectively in your next confrontation.

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

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

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

4 Common Methods that Do Not Work

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

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

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

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

10 Principles and Tips to Deal with a Difficult Person

The following principles and tips are not short-term tricks to transform an annoying person. Endless articles shared on the Internet provide frivolous advice on this topic. When the core problem is addressed, however, colds get skipped and the cancer is cut out. Advice shared here gets to the core of what really matters when dealing with a difficult person.

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

Problems transmute from your perception, then your reaction.

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

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

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

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

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

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

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

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

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

4. Want difficult people. It’s scary, but wanting a bothersome person helps you. Difficult people create conflict – and this creates change. An organism with no challenge has no reason to evolve. Difficulties challenge you, compelling you to evolve into a superior being.

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

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

The diversity of human nature brings with it differences that catapult humanity through difficulties.

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

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

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

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

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

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

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

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

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

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

Use other people to help solves problems. It sounds simple because it is. Talk to a parent, manager, or human resource department. People bring knowledge, skills, and persuasive power to handle a difficult person. Be beware of risks associated with making a private problem public. It’s your responsibility to respect a person’s privacy concerns and at the same time request another’s help when necessary.

10. Be detached from an outcome.

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

When you attach to an outcome, your rigidity causes resistance.

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

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

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

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

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

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.)

This article is beyond business to help you empower anybody to make decisions on their own while not subjecting anyone to the pain of a control freak. You learn how to avoid turning yourself into a cantankerous, controlling individual while still getting things done.

Delegation is defined as assigning responsibility of a decision or action to someone. It allows you to get more done in less time than if you tried to do the activity yourself. You must learn this skill because time disallows you to do what you want done.

Too frequently we fail to say “no” to the flood of requests which overwhelm. Effective decision-making skills given to you in the decision tree of leadership allows you to establish responsibility in people without you controlling them.

The ability to create self-reliance in people is one of the most empowering skills you can develop. You bring out the best in people, they feel powerful, and they do not feel burdened by control. Whenever you transfer responsibility and other duties under safe circumstances that lead to feelings of importance in people, you increase your personal magnetism and make people like you. With that said, let’s move onto describing the decision tree of leadership.

4 Parts of The Decision Tree of Leadership – A Model Used by Great Leaders

Objectives are not fate; they are direction. They are not commands; they are commitments. They do not determine the future; they are means to mobilize the resources and energies of the business for the making of the future.Peter Drucker

Our chief want is someone who will inspire us to be what we know we could be.Ralph Waldo Emerson

Since reading Dr. Maxwell Maltz’s The New Psycho-cybernetics and Michael Hall’s Mind-lines, I realize how powerful metaphors are to learn and implement a skill. To overcome the feeling of being overwhelmed, Maxwell Maltz provides a powerful metaphor and visualization of an hourglass. No matter how much sand is in the timer, the sand only pours through the funnel grain by grain. One by one gets things done.

When we create a metaphor that is similar to a problem, we draw associations and learn something new from old information.

When we create a metaphor that is similar to a problem, we draw associations and learn something new from old information. It is abductive thinking, a creative process whereby “what could be” generates new ideas. Symbols are used to indirectly mean something else. What this means for you in layman’s terms is your knowledge about a tree has the potential to help you better empower people, free up your time, and get them to like you!

Think of a simple tree. Each day decisions are made to keep it green and healthy. For the purpose of this metaphor, we categorize a tree into four parts: 1) roots, 2) trunk, 3) branches, and 4) leafs. From the ground upwards, we have:

Roots: Root decisions have the most potential to hurt an individual, group, or organization. They are made from a lot of input and consultation with others. Once an outcome is determined to be the best, the person responsible makes the root decision. Each person is kept up-to-date with the results of the decision because the outcome affects all.

Trunk: Follows the root of the tree’s trunk. Trunk decisions have the potential to hurt an individual, group, or organization like root decisions, though to a lesser extent. A trunk decision can take into account other people’s input, but the ultimate decision is made by the person in charge. Who is in charge depends on who can initiate or omit the action. A parent can be in charge, but a trunk decision for the teen in deciding to find a job is made by their teenager. The outcome of trunk decisions should be reported immediately.

Branches:The main difference between branch decisions have with trunk decisions is the timeliness of the decision. A branch decision does not have to be reported immediately once the decision is made. The person making the decision can take action immediately without other people’s suggestions. A teen deciding to get a job is a trunk decision, not a branch decision, because the teen is the one who acts on the decision while his or her parents are influenced by the decision.

Leafs: Leaf decisions are clear and simple. Sometimes the person has faced and solved similar problems in the past. A leaf decision is the outer-most and highest level of decision-making a person can achieve. It involves making a decision and acting on it without consulting anyone. Unlike other parts of the tree that require the input of others, leaf decisions are pure independence. The person who makes the leaf decision does not notify someone what has been done.

What Happens When the Roots Die?

The foundation of a tree is its roots. Without its roots a tree quickly dies. After roots is the tree’s trunk. Tree trunks are important in maintaining the tree’s strength. Next, the trunk leads to branches. The branches of a tree shape how it looks. They need to be maintained. Lastly, leafs grow from branches. Should a leaf or branch die, the whole tree does not suffer. If the roots or trunk of the tree sustain serious injury, the livelihood of the tree is jeopardized.

In decision-making terms, a leaf decision does not mean it is less important than a trunk decision. Rather, it explains the ramifications of the decision. Leafs can die while the whole tree lives. A tree dies when its roots die. This is the most important metaphor to understand in the model. Your family should not suffer because you made a leaf decision that is actually a root decision, like buying your next house, on behalf of your family.

Leafs can die while the whole tree lives. If roots die so does the tree.

The decision tree of leadership does not takeaway a person’s ability to impact his or her family, marriage, friends, or organization. It encourages leadership while maintaining a finger tip of control. We hate being controlled and having to report everything we do to a superior. The decision tree of leadership creates freedom and empowers people to become responsible and influential. The outcome of a leaf decision can still be life-changing.

Any teenager or employee at some time experiences a shift in self-reliance where their dependence on people change. Teens desperately want freedom from their parents while employees wish their overbearing bosses would release them from their controlling grasp. A male teen wants to become his own person, but you and I know that giving someone pure independence is not a safe choice. Mistakes get made and people get hurt. The decision tree of leadership provides you with a lovely conceptual understanding of empowering another person so you grant a person their desired level of independence – while at the same time, you avoid being seen as a grumpy controlling onlooker.

Child-Parent Phenomena

In intimate adult relationships, I often see something called “child-parent dependency”. Child-parent dependent relationships have one individual termed the “child” who complies with the other individual termed the “parent”. The parent dictates who does what and who goes where. When an important decision needs to be made by the child, the person consults the parent on the problem or shifts all responsibility back to the parent.

The child of the relationship can hate being told what to do and will find an excuse to avoid the task whether through silence, avoidance, or forgetfulness. The child lacks assertive skills to solve the control issue. Child-parent dependency can be helped through the establishment of self-reliance with the decision tree of leadership. This is one of the many benefits of the decision tree.

The Six Strengths of the Decision Tree

A group, namely an organization, that follows the decision tree of leadership benefits in several ways. Firstly, employees frequently voice their pain about not having the power to implement actions they are responsible for. To change, grow, or conduct a simple daily activity, an employee monitored from their boss’ hawk-eye requires their superior’s approval. If you want employees or members of a group to enjoy what they do and feel pride, ownership, and responsibility, empower them with the decision tree of leadership.

The second strength of the decision tree of leadership is the clarity it establishes. Defining the level of authority establishes clear boundaries and expectations. If you lack expectations and clarity, you are more likely to blame someone else for a problematic result upon making a decision. When expectations are clear that empower an individual, the individual knows what is expected of him or her and works to achieve those expectations. We want to make an impact and we need to know where it is we can make our mark.

We want to make an impact and we need to know where it is we can make our mark.

The third strength is the personal and professional development the model builds in an individual. Communicate the decision tree of leadership to an appropriate person in your group and they will develop self-reliance and confidence. They become motivated to grow and work towards more leaf decisions.

The fourth strength is it increases the likelihood of good decisions. Mistakes often originate from inexperience or a lack of knowledge. A primary reason we make decisions for others is our lack of faith in the person’s decision-making skills. Parents who control their teenager’s life act from fear over their teenager’s supposed inability to make correct life decisions. A lot of unnecessary conflict can be reduced. The decision tree of leadership teaches people to swim in shallow water before venturing into the deep end. Once they get out to the deep end, they know no one is holding their hand making it all the more satisfying.

The fifth strength is the resources it frees up. People higher in the hierarchy are not bothered by problems people lower in the hierarchy can solve. The model gets people making more leaf decisions. Managers and executives are left with time to make other decisions.

The sixth strength, and one of the most powerful reasons for using the decision tree of leadership, is the large amount of personal accountability created by the model. A lack of personal accountability causes the blame-game and the involved group to not move forward as they fail to learn from past mistakes. The decision tree clearly empowers people to make decisions and leads to accountability. “The driving force behind any and all successful programs, initiatives and companies is accountability,” writes Gary Horsfall in a paper titled Accountability: The Force Behind Empowerment. “It is not possible in an environment where people feel that they have little or no control over their own destiny.”

Your Action Plan

Now you are aware of the decision tree of leadership and the power it has to transform an organization or similar group, I am going to share with you a quick step-by-step process for implementing the method. Next, I will provide some real-life examples of what decisions fit into which category of the model. Lastly, I will finish the article with an exercise to help you use the method as I want to help you go from intellectualizing the information to behavioral change and results.

To start using the method, firstly mention a new method you learned that will improve the family, organization, or team. They may not care what you discovered so you need to tune them into their favorite radio station, WIIFM (what’s in it for me). Describe specifically how they can develop more freedom, independence, and personal power if they give the method a shot.

If there is any resistance in implementing the decision tree, describe it as 30-day trial. Give it a shot for 30 days and if you do not like it, you just return to your normal ways.

Next, explain the decision tree to the person (or just email them the link to this page). Once you have done that, ask the person what categories their most common decisions fall under. Are they leaf, branch, trunk, or root decisions? Mutually work out a solution here is the secret to its ongoing implementation. When we make a choice on our own, instead of being forced into a choice, we stand by it stronger and longer.

The Decision Tree of Leadership in Action

Okay, now to provide a few examples of the decision categories. I will use a teenager and a parent to demonstrate the decision tree because the majority of people should relate to and understand the example. As you read the examples, the decisions made by one family or an organization will be differently categorized to others. Individuals have different personality characteristics and situations vary.

In this example, Julie is a parent to her teenager Sam. A leaf decision for Sam could be what he decides to do in his spare time. He has shown in the past that he does not need to be “babied around” in his free time. Though, you can probably see that this leaf decision could also be a branch decision. For example, Sam may need his mother’s permission for her to drive him to the local sports field.

A branch decision for Sam could be deciding what University to attend. While some parents control their child’s education more so than others because of price and other variables that differ between countries, the university Sam decides must fit in with what he wants. Once he has made the decision, it would be helpful for his family and parents to know his decision as soon as possible, though he is not required to tell them immediately. Sam can ask for other’s opinions as to what they think about the issue, but the decision is for Sam to make.

One possible trunk decision for Sam is housework. Julie gives Sam a moderate amount of freedom to choose what chores he wants to do. Sam is influenced, not controlled, by his mother’s input into the decision. Whether Sam does or avoids the chores, his final decision affects his family to a minor extent.

A root decision for Sam could be borrowing his parent’s car. The implications of taking his parent’s car without permission greatly affects Sam’s family. One possible affect is them being stuck at home with no means of transport to get somewhere important. Safety is also an issue because Sam’s parents would be concerned for his whereabouts.

It can be tough to decide whether a decision is a leaf or branch, branch or trunk, trunk or root, but it does not matter. Not every decision needs to fit perfectly in the model. You can be imprecise. It is a model to help you – not one you must live by. Close enough is good enough if you have mutual agreement.

How to Be a Great Leader Right Now

To implement the decision tree of leadership in your family, organization, or other group, here is a simple exercise to do. Over the next week, write down your most common branch, trunk, and root decisions. Ignore leaf decisions if you want because there may be too many to list. Once you write your common decisions in the categories, you will see what areas you, or other people, are independent in and how your many decisions affects other group members. The exercise will help categorize and track what is going on.

The grand purpose of the decision tree is to establish freedom and personal growth. We hate being controlled and made to feel like a caged animal at the zoo. The decision tree of leadership empowers people to make decisions they would like to make or once could not make. Follow the decision tree of leadership to nurture growing relationships free from thorns of controlling people.

Covey’s book has sold over 15 million copies for a reason: It ignores trends and popular psychology, and sticks with enduring principles of lasting change. His seven principles build a lasting foundation for truth, openness, and integrity. The principles are timeless – unchanging to events – that make the book the personal development favorite of many self-help experts.

The first three principles are: 1) be proactive, 2) begin with the end in mind, and 3) put first things first. These first three principles deal with dependence as the author moves you through new paradigms.

The first principle moves you from blame and victimization to responsibility. The second principle moves you from destructive centeredness and obsessions to a healthy focus and clear values. While the third principles deals with the “fourth generation” of time management where you learn to do what matters most instead of following to-do lists and doing frivolous tasks that contribute little to your life and other’s lives.

The second lot of three principles (four to six) deal with interdependency. The second triplet of principles are self-explanatory: 4) think win/win, 5) seek first to understand, then to be understood, and 6) synergize. These three principles are more like communication skills as the first three principles provide you the foundation to use them.

It is sad to see many people ignore these principles. As a result, their relationships suffer and people resent them. Any success they get is short-term, unsatisfactory, and often lonely.

Covey emphasizes that effective people are interdependent on others. While they are independent and strong in their own right, when they use the three principles for interdependence, the sum of people’s work is more than the individual parts.

Many personal development public speakers, authors, life coaches, and organizational trainers say the book is the best they ever read.

The last principle is called “sharpen the saw”. It deals with renewal in the physical, mental, social/emotional, and spiritual dimensions. Just as a blunt saw becomes tiresome for a woodcutter, a failure to renew in these four dimensions result in unproductive and sometimes destructive living for the exasperated individual. When the four dimensions are renewed, the seventh principle of “sharpen the saw” is followed to encapsulate the other six principles. It is in such ways that all the principles feed from one another.

The last point I want to emphasize to encourage you to invest in The 7 Habits of Highly Effective People if you have not already done so is the character ethic Covey focuses on. Most books today focus on the personality ethic. A personality ethic deals with attitudes, behaviors, skills, and the techniques for human interaction. While the personality ethic is important, without the character ethic that offers courage, patience, and integrity, long-term success is inhibited. The establishment of a strong character ethic creates change from the inside-out.

You must get the book. Many personal development public speakers, authors, life coaches, and organizational trainers say the book is the best they ever read. I highly encourage you to grab your copy of Stephen Covey’s The 7 Habits of Highly Effective People now from Amazon right now by clicking here today.

No longer do you have to try a mumbo-jumbo technique, a psychological trick, or the latest dietary secret to “remove” your fears. According to Jeffers, just do the thing you fear. If reading that statement scares you, you are normal!

There’s no wonder this book has sold over 2 million copies. With fear being so common in society, Jeffers has a solution that gets you to act in the face of fear.

Your fear disappears, or at least greatly diminishes, once you “just do it”. When you feel fear, yet take action, anxiety vanishes as you see the irrational nature of the fear. Then you become what people call “a confident person“. You save yourself time and worry in failed attempts to deal with your fear.

Jeffers’ best-selling book is named after a class she taught on fear. The class quickly became a hit. Her students were able to act in the face of their fears and build confidence from their action.

As was common in her classes, the students thought their fears were weird, unique problems. Her students felt different from the rest of society. As students gradually began to share their stories, each class always warmed and filled with a sense of excitement – a sense of hope their “weird problems” could at last be cured.

We think fear is a psychological problem. You may perceive yourself to have some mental or emotional problem, but it isn’t some weird problem. The fear you experience is more an educational problem than a psychological problem made clear to you in Feel the Fear and Do It Anyway.

The book’s main message is that fear comes from an uncertainty in capability to handle the situation. Our fears come from a disbelief in our ability to handle whatever life gives us. Jeffers says, “All you have to do to diminish your fear is to develop more trust in your ability to handle whatever comes your way.”

All fear comes from an uncertainty in capability to handle the situation.

Though this may seem contradictory to the book’s main message, the book is not focused on removing fear – as the title goes: Feel the Fear and Do It Anyway. Many of your fears can go away, and the book helps you to remove fears, but as Jeffers shares with her first truth about fear, “The fear will never go away as long as I continue to grow.” The 5 truths about fear are real eye-openers.

Everybody fears doing, or being, something new because of the uncertainty within unfamiliar situations. If you don’t fear, you don’t grow. Moreover, if everyone experiences fear in approaching something new in life, the problem itself is not fear. The real problem is how you hold fear.

People paralyzed by fear feel helpless, indecisive, and angry; while those empowered by fear are powerful, action-oriented, and loving. The difference between the two categories of people is an educational problem solved by Feel the Fear and Do It Anyway. Fear, indecision, and anger are transformed into power, action, and love.

As you may have noticed in this review, the book doesn’t only talk about fears. It helps you become more decisive, powerful, action-oriented, and loving. Many personal problems relate to these issues that are subtle fears beyond our awareness. For example, a wife stays in her miserable marriage not realizing she fears the uncertain life ahead if she moved out. She continues to remain in the marriage blaming her husband for what occurs in her life. The wife has anger and indecisiveness originating from her fear. You likely do too.

Chapters are devoted to understanding fear, personal responsibility, blame, self-talk, positiveness, and transformation to name a few topics. Jeffers has you control the “chatterbox” within you that makes you worry. I think the chapter on wholeness is brilliant because a whole life prevents us from fearing loss in other areas of life. Another great chapter was on no-lose decision-making. The author made me realize that no matter what choice I select in any decision, each choice leads to its own unique, fulfilling reward. What a great way to remove anxiety in selecting a choice.

The book is written well and simple to read. It doesn’t have the psychological terminology that can throw you off reading books about the human mind. Its simplicity combined with a concise 209 pages will have you quickly finish the book. You can be feeling the fear and doing it anyway in no time. Securely grab your copy of Susan Jeffers’ Feel the Fear and Do It Anyway now from Amazon by clicking here.