Inaccuracies make being an introvert more of a pain than it already is to attend parties, network at events, and socialize anywhere. Introverts must understand the truth about their personality type to maximize their career, build a fun social life, do well in dating, and enjoy happy relationships.

What is an Introvert?

On the playground, children compare their belly buttons with one another. If you had an outtie, you were laughed at and probably labeled “weird”. If you had an innie, you were considered a part of the group.

The feelings of belly buttons in the playground are reversed for the extroverted and introverted personality types. Innies (introverts) are considered weird while outties (extroverts) are normal. This perception of introversion and extroversion flow from misinterpreting their original definitions, making it scary to be an introvert.

Carl Jung brought the “introversion” and “extroversion” terms into our language. Jung’s definition of an introvert is “the state of or tendency toward being wholly or predominantly concerned with and interested in one’s own mental life.” He defined an extrovert, which some people refer to as an “extravert”, as “the act, state, or habit of being predominantly concerned with and obtaining gratification from what is outside the self.” These definitions when misinterpreted confirm most people’s idea of introverts being self-centered anti-social beings while extroverts happily socialize and enjoy relationships.

Introverts are not narcissistic persons. Just as introverts are not necessarily self-centered, extroversion is not synonymous with popularity and compassion for others.

The correct definition Jung gave introversion and extroversion is the direction of psychic energy. Psychic energy is hard to conceptualize, measure, and even describe. This makes some modern psychologists disagree with the concept. I like to think of it as a life force exchanged with the world.

The flow of psychic energy describes where your energy tends to reside when you think and socialize. If you have an inward flow of psychic energy, your energy builds from solitude making you an introvert. You get energized from reading, listening to music, and being alone.

If you have an outward flow of psychic energy, your energy builds from interactions with people making you an extrovert. Extroverts need to be around people otherwise they feel drained.

Lets look into this further. The knowledge in this article has given me (an introvert) freedom and acceptance that nothing is inherently wrong with me. The more I understand myself, the more acceptance, self-love, and compassion I have for who I am. This self-love allows me to make great friends.

Introversion and Extroversion Model

If you have an inward flow of psychic energy, your energy builds from solitude making you an introvert.

Since Jung, the Myer-Briggs Type Indicator (MBTI) test is famous for its accuracy at defining people’s personality type. Introversion and extroversion is one of four dichotomies in a MBTI test, but by itself provides insight into your way of feeling and behaving. Knowing the signs of an introvert is a great way to understand this personality type.

You may occasionally have the opposite personality type surface from your behavior. For example, if you are an introvert, sometimes you find yourself excited and energized talking to people. Similarly, extroverts need moments of silence in solitude. Rare persons have the “pure personality type” of extreme introversion or extroversion.

Jung said the degree of introversion and extroversion varies along a continuum. We exist between the two extremes. It’s common as we age to move towards the center of introversion and extroversion by losing the introverted or extroverted characteristics once embodied.

The Challenge of Being an Introvert

According to introvert expert Marti Laney, an innie herself and author of The Introvert Advantage, we live in an extrovert world. Lang says about 75% of people are extroverts, leaving 25% to be introverts.

Like Laney, I’m an introvert! ToP subscribers are surprised to hear I’m introverted. They envision a communication skills coach as someone with wit, who loves to talk with people, and who is dominant in conversations. I have some of these characteristics, but I’m absolutely an innie. I think that’s why a lot of shy people love connecting with me.

From my experiences, I have wondered why introversion makes life and socializing feel like an uphill battle. The general perception of introversion is bad for several reasons – some of which were revealed earlier.

Extroverts are put on holy ground reigning over introverts. Extroverts enjoy themselves in conversations, move forward in their careers, give the best presentations, persuade people to buy, and win dates. What about introverts? They are labeled as anti-social nerds that cannot converse with people because they have no social skills. Both beliefs are myths.

If introversion is generally frowned upon, it makes sense then to try be an extrovert. Can such personality transform occur?

You cannot transform yourself from one personality type to the other contrary to common lies told by self-help gurus. I’m not saying introverts are forever stuck with a suck social life. I’ve found you can change from an introvert to an extrovert in the sense that you can become more social. You don’t really change from an introvert to an extrovert – you embody the characteristics often associated with extroversion.

You may mistake introversion for shyness or suffering from social anxiety. Such qualities and experiences have nothing to do with an introverted personality. I suggest you do this shyness test to help understand the side of shyness. Introverts are often uncomfortable meeting people because their personality pushes them away from socializing. Anyone becomes anxious without experience and practice.

Breakthrough Brain Battle: Introverts Versus Extroverts

Nerds in lab coats can see if you’re introverted or extroverted by injecting radioactive material into your body then looking at how your brain functions. You will not turn into Radioactive Man from the Simpsons, but the findings will help you appreciate how you socialize and feel about yourself.

In a popular study by Dr. Debra Johnson, positron emission tomography was used to look at the blood flow of extroverts and introverts after participants completed a personality test. The medical technique involves injecting patients with a small amount of radioactive material into their bloodstream before a brain scan to see the brain’s activity. Red indicates high blood flow and intense activity.

The first significant finding Dr. Johnson discovered was that introverts had more blood flow in the brain. Their brains were stimulated more than extroverts. Secondly – and more importantly in understanding the difference between introversion and extroversion – Dr. Johnson discovered that introverts had intense blood flow through brain regions responsible for memory, planning, and problem solving.

Introverts had intense blood flow through brain regions responsible for memory, planning, and problem solving.

Extroverts on the other hand had intense activities in faster regions of the brain where sensory information of sights, sounds, touch, and taste (not smell) is processed. This meant extroverts were soaking in the visuals of the scanning machines, voices of the researchers, and feelings of the surface they lay on. Fascinating!

Dr. Johnson had extended on Jung’s definition of extroversion and introversion. She concluded based on blood flow in the brain that introverts revel in their inner world while extroverts direct their focus on the outer world.

Benefits of Being an Introvert

Up to this point, you can now appreciate your personality type. This by itself helps you thrive in an extrovert world. You come to see where your strengths and weaknesses dwell.

Keep in mind that because we are blended with introverted and extroverted characteristics, you are not excluded from the benefits and downfalls of either personality type. There are further situations, careers, and skills each personality type is strong in due to the qualities in introversion and extroversion.

Extroverts thrive in situations and careers like emergency services, mediators, stockbrokers, and pilots that require quick responses. They love logical analysis for quick decisive action. They also have a curiosity for exploration and creation, which leads them to a career in science, marketing, investigation, acting, and entrepreneurship. Famous extroverted leaders are Bill Clinton, Muhammad Ali, and Steve Jobs.

An extroverted person tends to focus on the present moment. These people prefer to be around others instead of reading, sitting at a computer, or doing some other social activity.

Introverts on the other hand, thrive in unique situations on their own. They are reliable experts at assimilating information by gathering complex information and filtering it through their experiences and knowledge. Introverts may love a career as an accountant, engineer, computer programmer, or counselor. Famous introverted leaders are Albert Einstein, Warren Buffett, and Mahatma Gandhi.

An introvert generally has trouble meeting and talking with strangers, but they are good at building deep connections with people by listening, understanding, and appearing calm. Their ability to listen and understand with calmness makes them good writers and psychologists.

If an introvert learns to meet and talk with people, he or she may find the later stage of the relationship easy to maintain. People conversing with introverts feel surprised and intimate to discover a personal self hidden from others.

There’s a lot to love about your personality.

Your personality does not have to be the sole determinant of success and happiness. Michelle Pfeiffer, Julia Roberts, Meryl Streep, Steve Martin, and Clint Eastwood are a few famous introverts in an extroverted industry. I know many successful communication trainers like myself who confidently socialize and enjoy life with an introvert personality.

There’s a lot to love about your personality – stop being ashamed of it. Whether you are an introvert or extrovert, you can build friends, influence people, and live a life you enjoy. No matter your personality, it’s up to you to build the skills that give you the life you want.

(I developed the Big Talk Training Course to help the shyest introvert socialize and talk with anyone. What makes this course even better for introverts is I’m an introvert and know what’s it like to suffer at social events not knowing what to say. I recommend you check out the course if you’re frustrated with your social life, have few friends, and don’t know how to talk with people by by clicking here.)

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.

What is the link between the following scenarios:

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

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

The Answer to World Peace and Our Greatest Need?

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

1. Observing

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

2. Feeling

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

3. Needing

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

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

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

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

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

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

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

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

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

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

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

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

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

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

No one can control how you feel without your permission.

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

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

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

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

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

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

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

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

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

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

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

4. Requesting

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

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

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

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

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

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

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

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

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

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

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

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

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

A Complete Application and Case Study of the NVC Process

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

(There is silence.)

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

Ryan: “That’s right.”

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

Ryan: “I’d love to.”

(There is silence.)

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

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

Ryan: “I don’t constantly go out!”

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

Ryan: “Yeah.”

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

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

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

Ryan: “Okay.”

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

You can catch an emotional cold.

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

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

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

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

Mirror Neurons – The Mind’s Mirror

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

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

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

How to Make Others Feel Great

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

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

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

How to Be Great

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

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

Observance creates transference.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The Scientific Method to Be Happy and Likable

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

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

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

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

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

The Shocking Truth About Happy People

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

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

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

Happy effective communicators embrace all emotions.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

You Have Superpowers

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Emotional contagion connects us.

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

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

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

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

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

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

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

How to Read Body Language

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

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

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

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

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

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

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

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

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

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

You can ignore the truth because it is uncomfortable to face, but other times you accept myths over truth because you know no difference. A relationship expert, counselor, psychologist, or even a communication trainer may have mislead you to believe a communication myth is truth. It is time to shake up your communication beliefs and shock your reality, allowing you to more effectively communicate.

Getting rid of a delusion makes us wiser than getting hold of a truth.Karl Ludwig Borne (1786-1837)

Myth is an attempt to narrate a whole human experience, of which the purpose is too deep, going too deep in the blood and soul, for mental explanation or description.David Herbert Lawrence (1885-1930), English writer who often criticized modern living’s negative influence on humans

Few people have the imagination for reality.Johann Wolfgang von Goethe (1749-1832), famous German writer

Originally I struggled to write 10 myths, but after brainstorming, researching, observing people communicate, coaching people on their communication skills, asking tens of thousands of subscribers on communication myths, and picking out myths from my buried notes, 15 myths fitted surprisingly snug. These myths need to be revealed, cleared, and truth be told so we are better empowered to improve our personalities and relationships.

The greatest myths of communication are arranged in order depending on their frequency and strength in people’s minds. From lies, illusions, flawed teachings, and misunderstandings, it is time to debunk the top 15 all-time myths of communication:

#15 Myth: Logic makes communication effective

Logic destroys relationships. The next time you see two people in an argument, watch them focus on the logical level. Each person will give facts the other does not care about. The content and logical focus of a conversation has been the demise of many relationships.

The Heath brothers in Made to Stick reveals why people remember ideas and not others. They say we focus too much on bland words and facts. Emotions get overlooked. Intelligence, reasoning, and rationality are fine. Problems arise when logic gets center of attention in a conversion – especially during conflict. The emotional content of conflict needs to be handled first before facts can surface.

Humans are predictably irrational.

Stop focusing on the content of conversations. Look beyond the words to see emotion. Start caring about people’s emotions beneath their content of a conversation because relationships are fueled by emotion.

Even in business communications you need to focus on emotion. We want others to understand how we feel instead of pointing out the facts or telling us how to feel. When you understand humans are creatures of emotion, and that we are predictably irrational, you enable yourself to have great charisma and persuasive power. (I recommend you read chapter 10 of my communication secrets program for full details on how to overcome this logical dilemma to communicate at an emotional level so you powerfully connect with people.)

#14 Myth: Effective communication is about the blunt truth

This myth will be interpreted in a way different than how I intend. A person who always tells the blunt truth is disliked by those who always get told the truth. Truth-tellers use the excuse of, “I tell it how it is” and “If people can’t deal with reality, it’s their problem.” They may even see their need to tell the truth as a virtue.

The truth we tell others often manifests itself into criticism that gets thrown back into our faces with defensiveness or arguments. Truth is hurtful when delivered in the absence of empathy. Productive communication is inhibited when people are too busy defending themselves from personal attacks.

I am not advocating you lie or give people enormous amounts of praise when they sucked at something or to live a deceptive life. Lies are unnecessary when you deliver the facts with compassion. You need compassion in a tell-it-like-it-is attitude.

Truth is not a virtue without compassion. “Our tendency is to choose up sides, valuing certain emotional skills while neglecting and even disparaging others,” write Jim Loehr and Tony Schwartz in The Power of Full Engagement. “Take a moment to consider how broad a range of emotional muscles you have in your own life. In all likelihood you will discover that you have considerable more strength on one side of the spectrum than on the other. Notice, too, the judgment that you bring to the relative merits of opposing qualities.”

Loehr and Schwartz go on to write that “no emotional capacity better serves depth and richness more than the willingness to value feelings that seem contradictory and not to choose up sides between them.” Have you been limiting your array of emotional skills by valuing the blunt truth over compassion?

#13 Myth: Communication solves everything

As someone who teaches communication skills, this myth is something I would like to believe! Unfortunately, communication does not solve all conflict and relationship problems. Sometimes the greatest charismatically persuasive communication cannot solve relationship issues.

Marina Benjamen, Ph.D. of Psych Central sees a frequent scenario in couples counseling. Couples have no “serious problem”. Both partners can vouch for no drinking, abuse, or infidelity. The problem? They do not communicate. A lack of communication can happen for many reasons, but by itself it rarely leads to relationship resolutions. “Good communication exposes conflict that when effectively dealt with,” says Benjamen, “can promote a more open and intimate connection.”

I notice a transition in people who adopt this myth that communication solving everything. The general public are vaguely advised that “communication is important in relationships”. Few people like yourself who go one step further by learning conflict management, emotional mastery, and self awareness, come to realize how communication is greatly beneficial. The more we learn and develop ourselves, the more emphasis we place on communication. Eventually, we come to believe any argument, relationship break up, or person who does not like us comes from poor communication.

Think of a worldly issue, like abortion or the death penalty, that you have a strong stance on. Do you think someone with opposing views who communicates well would change your mind? If you really believe in your stance on the issue, then communication is not going to change your mind. You and I have religious, political, and personal values that prevent communication solving everything.

Communication is the relationship, a shared connection between two points. Communication forms the bridge in a relationship so it makes sense to assume the problems coming and going must exist on the bridge. If either side has a serious enough foundational problem, however, the strongest bridge is not going to last.

Communication forms the bridge in a relationship… However, if either side has a serious enough foundational problem, the strongest bridge is not going to last.

People ask, “What things can I say and do to make people like me?” This is the wrong type of thinking! Most effective communication is doomed before you even open your mouth. Becoming charismatic and persuasive starts from within you. Changing people’s behavior starts within you. And having intimate, sharing, and loving relationships starts within you. Change your life by changing your thinking. Good relationships happen with self development, not only through good communication.

I steer my focus away from telling people to say rehashed lines in certain situations because no magical line can effectively work when you are incongruent with your words. You can say one brilliant communication line, but how you feel and think is a greater influence on the outcome. My Communication Secrets of Powerful People Program is not about rehashed lines. It gets you deeply understanding yourself and other people so you can begin communicating more intimately, powerfully, persuasively, and charismatically.

#12 Myth: Learning communication makes you a better communicator

We are at a global health crisis. Doctors have repeatedly said that the large percentage of health problems in Western countries comes from choices controllable by those who suffer such health ailments. We are in control of drinking, eating, smoking, stressing, and exercising. The global health crisis is not occurring because we fail to learn the implications of poor eating and excessive drinking. Westerners and most Easterners understand this. The problem comes from our inability to change (further proof that logic is weak.)

Reading about a health problem does not automatically make you healthier. We know how to lose weight: you consume less energy than you put out. The majority of us have health problems within our control, which we logically understand, yet continue to ignore.

Learning communication makes you a better communicator when the lessons lead to behavioral change. Even failing at a new skill makes you a better communicator because you went out and did something. Stop trying to intellectualize everything and just give it a go. You will become a better communicator when you do it. (I recommend you read Alan Deutschman’s Change or Die for more information about this topic.)

#11 Myth: Communication is one-way

Radios, televisions, and many electrical devices in the home communicate one-way messages. It seems our relationships are often the same. At times it appears we communicate in a monologue. There is still two-way communication – just poor two-way communication. We cannot not communicate.

Communication in human relationships is two-way. Even one-way communication like public speaking is two-way. We have eyes and ears that absorb people’s communication as listening or a lack of listening communicates a message. You can listen and not say a word to communicate. Whether you choose to do something with this gathered information to improve your relationships, increase your charisma, or boost your persuasion is up to you. It is up to you if you choose to empathize, laugh at, pay attention to, or ignore another person’s communication, yet two-way communication will always exist. Several other myths, as you will soon discover, tie into this myth.

#10 Myth: Intellectual intelligence equates to good communication

Emotionally intelligent people are often good communicators, but they are not necessarily intellectually smart. Daniel Goleman in his groundbreaking book Emotional Intelligence: Why It Can Matter More Than IQ says, “IQ and emotional intelligence are not opposing competencies, but rather separate ones.” A person with a high IQ does not automatically get high emotional intelligence and good communication skills. Someone with a low IQ can have equally good communication skills as someone with a high IQ.

The seemingly incompetent that we dub as dumb can be smart communicators.

In one of my popular articles “Why Smart People Have Poor Communication Skills”, I say that smart people do not necessarily have poor communication skills. However, smart people tend to have predictable communication flaws from certain habits, traits, and thoughts. A few of these problems include the: need to criticize, tendency to find faults, use of complex words, and need to prove intellectual intelligence by showing off one’s knowledge.

Amazingly, some of the most empathic, caring, understanding, attentively good conversationalists I have met were in mental institutions. They were not psychologists, therapists, or receptionists, but were patients these professionals looked after. People labeled them as “stupid”, but they were good communicators. The seemingly incompetent we dub as dumb can be smart communicators.

#9 Myth: The message sent is the message received

This myth may hurt your relationships every day. Thinking the message you send is the message people receive makes you vulnerable to fighting with people important to you. There’s one word that explains this ugly problem: interpretation.

How we interpret a person’s message depends on many human characteristics like memory, beliefs, and values. Your mother sees your child hurt his knee so she tells you, “You need to look after your kids.” Though your mother was expressing a concern for any child’s safety, you become offended because you interpret it as, “I’m failing to look after my kids.” As another example, a guy playfully tells a girl who looks at him, “Hey, stop checking me out.” The girl may interpret the guy’s message as, “He’s confident, playful, and challenging” while an onlooker may interpret the guy’s message as rudeness.

The next time you talk to someone, stop assuming the message you send is the message someone receives. Improve your communication skills by being conscious that people will interpret your message differently than how you intend it to be understood. Ask a person for their understanding ensures the two of you share an accurate understanding. Additionally, you can tell people your understanding of what they say to get clarity and logical harmony.

#8 Myth: Adapting to people is necessary for good communication

Change to the moment can be good. Robert Greene in The 48 Laws of Power teaches “formlessness”. He advises people to adapt to other’s individuality and rely less on past experiences to interact with the present. What skill you have successfully used on someone will not necessarily work on someone else. Adaptability is the key to surviving and thriving. I back Robert Greene’s 48th law and teach such things myself.

Adaption is important for healthy relationships. A failure to adjust your mood to a person’s mood can result in severe conflict. NLP practitioners advise people to build rapport with someone by mirroring their body language. Fine-tuning your body language and words to a person’s emotional needs boosts your social performance. However, adaptability can be beneficial and harmful to your communication.

When you overlook your own needs or feelings to adapt to social situations, a trade-off often takes place. People who make good impressions, while overlooking their own needs or feelings, suffer from poor, unstable relationships. Emotional suppression and ignorance is dangerous.

The everyday social implication of adaptability is a superficial attitude. Dr. Brian Spitzberg, a professor at the School of Communication in San Diego State University and co-editor of The Dark Side of Close Relationships, says the myth of adaptability hurts your communication skills. “If everyone is adapting to everyone else’s adaptations,” says Dr. Spitzberg, “people become chameleons in a paisley room, disabled by the shifting pattern of their social context. Adaptable people can come across like a chameleon as they change their ‘face’ for each person with whom they interact.”

#7 Myth: Communicating a hidden problem worsens the problem

Ah, the dreaded fear of talking about a tough issue. Fear’s purpose is to protect us from danger, but it too often stops us from intimacy and happiness. The excuse of “communicating a hidden problem worsens the problem” is an excuse to avoid the uncomfortable. We fabricate reasons to procrastinate on important conversations that will change our life.

We fabricate reasons to procrastinate on important conversations that will change our life.

Anyone who has regrettably divorced will tell you their disappointment in how their ignorance to one or two minor issues for years ultimately destroyed the relationship. You waste time, energy, money, and emotion in delaying a difficult conversation in fear it will worsen a problem. Susan Scott in her bestselling Fierce Conversations encourages us to “come out from behind ourselves into the conversation and make it real.” “Being real is not the risk,” says Scott. “The real risk is that: I will be known, I will be seen, and I will be changed.” (Susan’s book provides techniques for difficult conversations while my Big Talk book covers the mindset of tough conversations. I recommend you get my Big Talk program to help you understand and face the fear and psychological torment of issues difficult to talk about.)

#6 Myth: You cannot communicate

Another common communication misconception, and a reason nonverbal communication is powerful, is you cannot not communicate. In other words, it is impossible to avoid communicating. You can try all you want to ignore someone, but you still communicate.

People think that ignoring someone avoids communication with the person. If you choose to completely ignore someone, you communicate ignorance to that person through your body language and unwillingness to talk. Shy individuals who avoid conversations then remain alone, communicate disinterest in people and a lack of self-love.

By telling someone “I’m not talking to you”, you already have lied because your body language will communicate a message to the person that you are ignorant. Additionally, your silence could communicate that you are a stubborn person. When someone gives you the “silent treatment,” do you interpret the messages they communicate to you? Yes! Perhaps they communicate stubbornness, ignorance, rudeness, or cruelty through avoidance. It is impossible to avoid communication.

#5 Myth: Meaning is in words

Semantics is the study of meaning in language. It explains how two individuals searching Google for “hot looking person” want different results. One person wants information on an attractive person while the other person wants information on global warming. Google invests billions of dollars into semantics for its search engine algorithms to determine whether 12-year-old Johnny searching “hot looking person” wants good-looking people or information for his geography assignment. The implications of good semantics is huge. Without good semantics, search engines die like our relationships.

While meaning can be in words, a word is only a medium for understanding to travel, much like air is a medium for sound to travel. “Words are only postage stamps delivering the object for you to unwrap,” said George Bernard Shaw.

A black car may bring prestige, wealth, power, and speed into your mind’s eye. You have seen many wealthy people drive black cars. Someone else sees the same black limousine carrying their mother’s casket to her burial ground then feels sick and sad.

You don’t react to a person’s words; you react to your meaning of a person’s words.

Words are representations of images, symbols, and events; they do not solely give messages their meaning. The attachments we have to what we say and hear gives communication most of its meaning. You do not react to a person’s words; you react to your meaning of a person’s words. Someone calling you “a loser with no life” will not affect you when you give those words a meaning of, “he’s just angry” or “if he was aware of personal growth he wouldn’t call me names – whatever he calls me, doesn’t affect me”. Understanding this myth and using its truth in your life will take your communication and personality to a whole new level.

#4 Myth: Speaking talent is important for effective communication

Speaking with a good vocabulary, clarity, directness, and structure does not equal effective communication. Light travels through air like communication travels through speaking skills. Just because the path of flow is clear and smooth does not mean the destination or source is desirable.

Most business communications seem determined to convert this myth into truth. Presentations, mission statements, and team leadership work around the principles of clarity, directness, and good vocabulary. What an awful way of communicating! It makes employees hate work and discourages customers from buying the company’s products or services.

Each year, Chip Heath, co-author of Made to Stick, gets his Stanford University students to persuade fellow class members that nonviolent crime is a major issue in the United States. Heath describes a major problem the students have giving the presentations: the students are intelligent and present their ideas with good speaking skills.

Each student is given one-minute to present their persuasive speech while the other students rate his or her speech’s effectiveness. The highest-rated students present statistics with poise, smoothness, and charisma – the typical understanding of effective communication in business. A few minutes following the presentations, Heath gets the students to remember any concept from any of the presentations. “When students are asked to recall the speeches, 64 percent remember the stories,” says Heath. “Only 5 percent remember any individual statistic… almost no correlation emerges between ‘speaking talent’ and the ability to make ideas stick.” The foreign students with poor English speaking abilities are equally persuasive as native students.

Businesses are made of individuals. A business is one entity that only represents the individuals within. Lose the idea that you need to “strive to become a leader in the industry while maintaining a key focus on adhering to superior customer service”. Reading such statements make me puke! Whether you are inspiring a team or selling your idea to a CEO, you do not persuade on statistics, structure, and effective speaking skills. People are persuaded from stories, emotion, analogies, self-interest, and a little bit of logic. Speaking talent is not as important as you think it is for effective communication.

#3 Myth: More communication is better

More money is better. More power is better. More friends is better. Thinking that more of something good can be a problem. Give a poor man millions of dollars, a business, a great network of friends, and he may lose it all. The poor man may not have the knowledge to successfully manage such financial, capital, and human assets.

More of a bad thing only amplifies the problem. Spending more cash does not resolve credit card debt. Eating more junk food is not going to fix your health. Fighting with your partner will not help your relationship if you continue poor communication.

Moreover, some issues are better left untouched. Rose Macaulay said, “It is a common delusion that you make things better by talking about them.” It may seem that this myth is the opposite to the myth “communicating a hidden problem worsens the problem”, but each have their own uses in various situations. Much like laughing, there are good and bad times to use each communication myth.

Sometimes a person can be so emotionally closed-off that they directly request you to keep quiet. What I do in this situation is use the technique of reflective responses to empathize with the person’s anger, frustration, or other emotion they experience. I say something along the lines of, “Seeing [whatever the issue is] makes you feel [feeling] because you need [whatever the need is].” Sometimes a person’s shield is too strong for any communication to get through. You need to shut up, respect people’s requests, and do as they say.

Silence is when change takes place.

When there is less communication, there is more silence – and silence is powerful. Silence marinates the conversation into the mind. Silence is where change takes place. Change occurs in the mind; not in words. You cannot expect a person to fully comprehend what you say while they listen to your words. Use silence to increase understanding and boost your persuasion abilities.

While more communication can create further poor communication, amplify problems better left untouched, and limit the power of silence; less communication helps us understand. Precision can be more dramatic and memorable. In this case, less is more.

#2 Myth: Nonverbal communication accounts for 93% of total communication

The number two myth is a close contender for the greatest communication myth. This myth is the most widespread communication lie, quickly spreading from many nonverbal communication articles and books that teach 93% of communication is nonverbal. Nearly every time nonverbal communication is discussed, you will hear this myth. The misunderstanding that nonverbal communication contributes 93% to all communication is the most quoted and misquoted piece of information in communication – ever.

If 93% of communication is nonverbal, learning a new language would be a breeze. Should this second greatest myth of communication be true, we could easily talk in different languages because words would make up an insignificant amount of communication.

Here is the truth about this myth. Albert Mehrabian, professor Emeritus of Psychology at the University of California in Los Angeles, and Susan Ferris in a study titled Inference of Attitudes from Nonverbal Communication in Two Channels, looked at the contribution of verbal and nonverbal signals to total communication. The two researchers had participants listen to prerecorded voices of single words, such as “maybe”, while looking at black and white photographs of facial expressions. The participants were told the tonality of voices and facial expressions communicated disliking, liking, or neutrality. They were then asked to choose between the three attitudes for each recording. The study found facial expressions contribute 55% to communication while vocalics contribute 38% (a 3:2 ratio).

Mehrabian later on in his book Silent Messages: Implicit Communication of Emotions and Attitudes referred to the findings from his study as the 7%-38%-55% rule, a rule defining what factors give meaning to our words. The rule states that 7% of meaning is in the spoken words, 38% of meaning is in how we say the words, and 55% of meaning is in body language. Mehrabian explicitly states in follow up discussions on his studies and book that the 93% of nonverbal contribution to communication applies only when someone discusses his or her likes and dislikes. He says his findings were not intended to be applied to communication in general.

When a guy discusses his likes, you will see his energy rise. He will smile, talk more enthusiastically, show interest, vary his tonality, move around, and give off other nonverbal messages he likes the subject. Similarly, when he discusses his dislikes, you will see his drop in energy. He will frown, talk in a bitter manner, show disinterest, have a boring tonality, move less, and give off other nonverbal messages that he dislikes the subject. When listening to this guy talk about his likes and dislikes, 93% of your belief that he is telling the truth comes from nonverbal communication. If this guy frowned, talked in a bitter manner, and used boring vocalics when he supposedly talked about a like of his, you would conclude he dislikes what he is talking about.

#1 Myth: Good communication has taken place

While other communication myths can be shifted up or down a few spots amongst the top fifteen list, this myth remains concreted as the number one communication myth. The greatest myth you likely experience on a day-to-day basis is thinking you have communicated well with someone. George Bernard Shaw, recipient of the 1925 Nobel Prize for Literature, said, “The single biggest problem in communication is the illusion that it has taken place.”

Communication is a buzzword that has too often been misused. You think you just experienced a great conversation, but all that took place was some talk and feel-good emotions. Forget thinking that good communication is only speaking with logic, telling the truth, expressing your intelligence, adapting to people’s communication styles, communicating as much as you can, making people feel good, making yourself feel good, keeping the two of you calm, or solving a problem.

Good communication does not take place when one of these things happen; rather, it is a point of open understanding where people walk away from the conversation feeling better. Good communication is determined by people’s responses. The NVC process is one of the best techniques to build understanding for good communication.

It is easy to blame other people on poor communication, but this is another myth – a lie to stop your need for truth and change. You are responsible for the communication in your life. You are aware of the 15 greatest myths of communication while others are not. It is up to you to bring the truth of these myths into your conversations.

Sexual arousal has some of the greatest lessons to become self-motivated. Arousal begins by thinking about someone you find attractive. Thoughts create vivid images that lead to a growing intensity of feelings. As your feelings intensify, blood flow increases to certain body parts, breathing heightens, and your skin becomes sensitive. If you continue to immerse yourself in such imagery, eventually you need to act on those feelings.

The enduring desire and process to goal achievement is the same as arousal. Thoughts lead to vivid imagery, which creates intense feelings. Soon enough you must act on those feelings because it becomes too much for you to not chase your goal. You can create an equivalent – if not more intense – desire as physical arousal to achieve what you want by continuing to read below.

All The Keys You Ever Need to Be Self-Motivated

The starting point of all achievement is desire.Napoleon Hill

You can have anything you want – if you want it badly enough. You can be anything you want to be, do anything you set out to accomplish if you hold to that desire with singleness of purpose.Abraham Lincoln

Enthusiasm is one of the most powerful engines of success. When you do a thing, do it with all your might. Put your whole soul into it. Stamp it with your own personality. Be active, be energetic and faithful, and you will accomplish your object. Nothing great was ever achieved without enthusiasm.Ralph Waldo Emerson

Emotions play a vital role in goal-attainment. Nelissen, Dijker, and de Vries in their 2007 study titled Emotions and Goals: Assessing Relations Between Values and Emotions emphasize the importance of emotions in achieving goals:

An emotional state is characterized by a motivational tendency to the attainment or maintenance of a particular, emotion-specific end-state. Some [studies] have further proposed that the goal-directed nature of behavioral consequences of emotions is adaptive, thus portraying emotions as solutions to obstacles and opportunities of physical and social survival.

As a basic example of the importance of emotions in goal-attainment, let’s say you are on holidays visiting beautiful landmarks and you drive up a steep mountain. You get to the top and make your way to an eye-grabbing location that borders the mountain’s edge. There is no fences or boundaries placed that control where you can walk. As you approach the mountain’s edge, you see the steep fall and quickly take a few steps back to feel safe.

The emotion in this example is fear. It is a fear of danger to ensure you achieve your goal of safety. If you had zero fear of falling off the cliff, the chances of you falling – and failing your goal of safety – increase because you are closer to danger than if you stepped away from the cliff. Your emotions help you obtain goals.

Behind each goal you have, there exists an emotional void you seek to fulfill. Aristotle said the desire for happiness is the void behind all actions. Happiness is the void every human pursues. Nobody can be happy enough. Knowing you desire happiness, however, is not much help when motivating yourself. There is little benefit in knowing you want to make small talk with anyone to be happy. This is where the pain-pleasure theory of motivation comes in.

Goal achievement is no different to arousal… Soon enough you have to act on those feelings because it becomes too much for you to not chase your goal.

Anthony Robbins, author of Awaken the Giant Within, made famous the pain-pleasure theory of motivation. The theory states that in anything we do we seek to gain pleasure or avoid pain. Pleasure has you in pursuit of something. Pain has you run away from something. “The secret of success is learning how to use pain and pleasure instead of having pain and pleasure use you,” says Robbins. “If you do that, you’re in control of your life. If you don’t, life controls you.”

By understanding how to use pain and pleasure, instead of having pain and pleasure use you, I believe you give yourself unlimited opportunities to be self-motivated. When you learn to build as much pleasure in something as possible, while building pain in something you do not want, you become self-motivated. Manipulate pain and pleasure to build an intense emotional craving to achieve your desires.

We associate so much pleasure with physical arousal that it strongly drives our behavior to fulfill the emotional void whenever possible. Likewise, you can associate extreme amounts of pleasure with your goal, in becoming confident, for example, that you work towards better confidence under any circumstance. In fearful situations you normally avoid, extreme amounts of pleasure can be associated with fighting fear so it becomes exhilarating to be courageous and act in the face of fear. (This is a core secret of how you can become confident in social situations that I reveal in my conversation skills program Big Talk.)

The Four Emotions to Self-Motivation

Well-known motivational speaker Jim Rohn expands on the pain-pleasure theory. Rohn summarizes the primary emotions and desires that bring about change, like the pain-pleasure theory of motivation, into four categories:

1. Disgust – This is the pain component of the pain-pleasure theory. Disgust can occur when you have had enough. You’re sick of something from occurring, which motivates you to not let it occur again. Your pain leads to change.
2. Decision – There comes times in our lives that make or break us. These are fork roads where we need to choose the path on which to travel. Fork roads often arise from external circumstances that force us to make a decision, such as a partner questioning whether you want to continue in the relationship. Make a decision and move forward in life. A wrong choice can be corrected at a later time.
3. Desire – We’re influenced by outside circumstances, but we must have an internal desire – a purpose that originates from within. You are shown throughout this article how to build a desire and increase pleasure with your desired pursuits.
4. Resolve – This state is defined by the decision to commit to a circumstance no matter what. “When confronted with such iron-will determination,” says Rohn, “I can see Time, Fate and Circumstance calling a hasty conference and deciding, ‘We might as well let him have his dream. He’s said he’s going to get there or die trying.’” Nothing can replace commitment. When you know what it is you clearly want, resolve will make it happen.

Pain, pleasure, disgust, decision, desire, and resolve – these are all powerful states you need to control or they will control you. The question remains: How do you control these mental and emotional states to become self-motivated? How do you build the emotional strength for endurance through the complete journey to attain your goals?

A Simple Exercise to Get You Self-Motivated

I believe an awareness of either pain, pleasure, disgust, decision, desire, and resolve is sometimes enough to create the respective emotion. Knowing about disgust, for example, can help you create disgust to change your behavior and achieve a goal. Even so, there is one technique I am about to share with you that’s amazing for building a burning desire to achieve your goals. With this technique you will remove lack luster efforts and reluctance to pursue what you want. It is one of the best goal-setting techniques you will ever use. The technique is simple, but very powerful.

On the piece of paper you started the exercise from the first article, you will now fill in the second column. Label the second column as “Why I Want It”. In this column, list 20 reasons why you want what you do to trigger, spark, and amplify your emotional desires to hunger for what you want. Come up with 20 or more reasons why you want what you listed in the first column.

Take your time in coming up with the list. 20 reasons or benefits is a lot of work, but the list created from the hours of work in this exercise will be your psychological fuel for achieving your communication and personal development goals in the weeks, months, and years to come. For me, it is my source of inspiration. If there is one method that I frequently depend upon for stimulating a hot passion so that I can pursue my goals with vigor, it is this technique. No other technique injects so much enthusiasm into me.

If you have troubles coming up with good reasons for your goals, expand on ideas and ask other people for ideas. You can also try to think in themes like: feelings you will experience, how others will see you, physical outcomes, reducing pain, and increasing resolve.

Let’s say your goal is to avoid destructively erupting in anger at family members during family conflict. Here are 10 starter points you could use in the “Why I Want It” column:

1. I want to be a good role model for my children.
2. I want my family to feel safe.
3. I want to ensure we have open communication and that no one is scared of talking about certain issues because of my anger. (Prevent other people being demotivated to talk to me because of the pain they will experience.)
4. I am sick of fighting with my family.
5. I want my family to love me as much as possible.
6. I want my family to be relaxed and calm when talking to me; instead of being provoked by my anger.
7. I hate feeling the shame when people in public see my anger.
8. I want to increase intimacy with my partner.
9. I want other parents to look up to me with how I manage my emotions towards my children.
10. I want my children to think back 10 years from now and be grateful about my emotional management towards their difficult behaviors.

The above is a great example of a list of reasons to achieve the goal of anger management. Once you have listed at least 20 reasons, I guarantee you’ll be filled with fiery emotions to help you achieve what you want. I encourage you to look at your list on a daily basis because of its emotional power in hooking you to achieve your communication and personal development goals. Look at the list frequently and you’ll remain focused and persistent with your goals.

The exercise works because you create a list that summarizes the sale points to make you “buy into” pursuing your goals. It taps into the four emotions of self-motivation. The list builds your pleasure and intensifies pain to make you persist until your goals arrive. The exercise builds the amount of pleasure you get by changing and builds the amount of pain you get by not changing.

I believe this one technique by itself is enough to create a burning desire.

8 Bonus Tips to Be Self-Motivated

I really want you to achieve your goals. I know what it is like to have a down-day where you don’t feel motivated. Don’t beat yourself up over down-days thinking you will never achieve what you want. Down-days are natural. Here are some quick-fire pieces of advice to help you stimulate an emotional craving for your goals:

1. Dress for Success – How often do you see yourself in a mirror or reflection, or look down at what you’re wearing that day? Let’s say 5 times a day. 5 times a day is 1825 times a year. That’s a lot of subtle mental programming. The power of clothing on your mood is amazing. Wear clothing that makes you feel confident and other areas of your life will improve accordingly.
2. Be Aggressive – An important goal should stimulate aggression because you badly want it. If you want to be a public speaker, you must be assertive at the time allocated to improve your public speaking. Should something interfere with your practice, you stamped down on what happened to keep on track. Do not create another problem with your aggression. Channel your aggression towards a productive goal – what it is intended for – and watch the steam condense into hard results.
3. Relive Past Success – Think to past successes and relive the experiences in your mind. Past successes are not only stored in your mind, but at the cellular level in your body. Linked to the successes are winning feelings you can tap into for success. On the contrary, think of past failures and you stimulate feelings of failure. The technique builds the pleasure of getting what you want. For a more in-depth teaching of this method and other mental reprogramming techniques, I highly recommend Dr. Maxwell Maltz’s The New Psycho-cybernetics.
4. Here and Now – Focus on what you can do in the present to allow your creative imagination the potential to develop solutions. When you are obsessed with the past and the future, anxiety rids you of your ability to achieve results in the present moment.
5. Details – Defining what you want pulls you in the right direction with specific details. Visualize, feel, smell, taste, and hear the intrinsic details of your desired state to put yourself in that winning state. Just as it is with the process of arousal, you can become aroused by experiencing the details of your goals. This technique is similar to reliving your past successes except you are free from the past to create what you want.
6. Feed Your Mind – You’ll be surprised at how uplifted you get by reading about other people’s passions and successes. Consume at least 15-minutes a day of motivational material from the likes of Zig Ziglar, Jack Canfield, and Anthony Robbins. “People often say that motivation doesn’t last,” said Ziglar. “Well, neither does bathing – that’s why we recommend it daily.”
7. Create an Ultimatum – Use the desire of resolve that Rohn explains to create change in your life. Make an absolute condition that if something doesn’t happen, so-and-so consequences will occur. Tell others about this to hold yourself accountable. Sun Tzu in the Art of War knew soldiers fought their hardest when it was a matter of life or death. Soldiers with an escape route had an option to winning or dying so they did not fight their hardest. Alternatives and exit strategies make it okay to fail. Do everything in your power to create an ultimatum such that you must succeed or suffer severe consequences. This technique increases the pain of not changing.
8. Teamwork – Team up with someone who wants a similar goal as you. This technique is frequently used in exercising where trainers encourage newcomers to workout with a friend. When you make your goals known to others – and when they have the same goals – the two of you work towards a common cause. You become more accountable for your actions because you don’t want to let the other person down. It’s vital the person is supportive or they could demotivate you from setting and achieving your goal.

…if you must rely on techniques to provide you with motivation, question whether you want the goal.

A word of warning though, if you must rely on these techniques to provide motivation, question whether you want the goal. You can stimulate passion using the various techniques provided above, but your goal must be what you want (what you defined in the first stage of the article). An intense desire to pursue your goal will come naturally if it is what you truly want.

You pursue goals with a passion by learning how to create a desire for what you clearly define. Once you are passionate and persistent towards a goal, zero events can stop you from achieving it. Outside circumstances may delay achievement, but passion with action guarantees your desires ultimately manifest into the results you want.

Be careful with what you wish for because you can get it by following the advice shared in this article. Know exactly what you want, why you want it, and how to stimulate a passion to get it. This is the mysterious state of success philosophers have described for centuries. (If you are yet to do the exercise, you are only cheating yourself. Go back to do it now.)

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

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

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

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

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

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

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

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

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

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

Create a Simple Plan

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

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

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

Take Responsibility

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

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

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

How to Time Your Apology

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

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

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

Explain What Happened

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

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

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

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

Sympathy – Display Your Social Emotions

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

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

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

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

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

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

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

Review What Happened

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

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

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

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

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

I purchased the 10th anniversary edition of this “groundbreaking book that redefines what it means to be smart”. 10 years following the release of his book, Goleman’s development and popularization of emotional intelligence (EQ or EI) has built this new field of study that assists with parenting, teaching, managing people, personal success, and general well-being. Emotional Intelligence is an insightful book in a new field that satisfies any curiosity to understand emotions.

The broad subject of emotional intelligence describes how you manage yourself and other people’s emotions. Emotional skills related to the self include, but not limited to: self-awareness, impulse control, handling stress and anxiety, self-motivation, and coping skills; while emotional skills related to relationships include, but not limited to: reading social and emotional cues, awareness of others’ perspectives, sociability, motivating people, managing conflict, and listening. These skills influence your success and happiness.

Long gone are the days a person’s intelligence quotient (IQ) predicates his or her success. Research shows IQ to contribute only 20% to one’s success with the remaining majority accounted for by emotional and social intelligence. Book after book now emphasizes the importance of managing your emotions and knowing how to work with other people’s emotions. If you lack emotional intelligence, you bear the consequences in bad relationships and communication.

Goleman received his PhD from Harvard and reported on the brain and human behavior at the New York Times for twelve years. His eye-opening book is jammed with hundreds of studies related to emotional skills.

…emotional intelligence describes how you manage yourself and other people’s emotions.

Goleman begins the book with insight into the emotional and rational parts of the brain. He explains the neurology behind emotions, along with their evolutionary use, which lay the foundation for the book. Goleman sends a warning about the technicalities of this section – that it can be skipped because it’s not necessary to comprehend the book. (This section on neurology is fascinating though.)

The next section defines the nature of emotional intelligence. This section has discussions on: when smart is dumb, the development of empathy, depression, anger, happiness, optimism, focus, and much more.

The third section titled “Emotional Intelligence Applied” deals with emotions in marriage, families, trauma, business teams, and the human body. The eleventh chapter, “Mind and Medicine”, will blow you away with the latest findings on how emotions affect different parts of the human body, such as the central nervous system, immune system, and heart.

The last few chapters of Emotional Intelligence advise how parents can teach their children and teachers educate their students on emotional skills. Any principal, teacher, parent, or person involved in a child’s life will find the book’s insights on the emotional intelligence of children shockingly real. From guaranteed ways to predict a child’s future temperament to the development of abusive, unsociable, or delinquent children, you will see the importance of emotional skills in life that schools and parents need to teach children.

I found the research on empathy and emotional development in babies amazing. The stories of babies and toddlers empathizing with young children by sharing blankets or comforting had my nose deep into the book.

Overall, if you’re after a book that explains how you can develop emotional skills, I weakly advise you to read this book. Though there are many skills buried in Goleman’s classic, the book is more about understanding the role emotions play in our personal lives and relationships than it is about developing emotional skills. With around 300 citations of research mostly from academic journals, Emotional Intelligence bridges the impact emotions have in our lives from academic studies to the general public.

I hope people continue to learn about emotional intelligence. It has monumental potential to shape social and worldly issues. You get a lot of powerful information on emotions in this well-written book. It flows smoothly and should have your life doing the same. You can grab your copy of Daniel Goleman’s Emotional Intelligence from Amazon today by clicking here.

Video

Goleman gives an overview of emotional intelligence

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

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

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

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

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

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

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

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

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

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

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

Videos

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