ent incorporates your assistant's behavior into how you view her, you can be sure she'll follow through. Consciously or subconsciously, she will want to maintain the apparent image you have of her. Consequently she will continue that pattern of behavior so as not to disappoint you.

As a manager or supervisor, your responsibility to praise and recognize your employees is paramount. Regularly communicate the organization's changing objectives and priorities and show employees you feel they are important enough to be aligned with your goals. Invite new ideas from workers, stressing that there are always better ways to do every task. Trust workers by delegating responsibilities that give growth opportunities. Check with employees to determine what extra time or equipment they need, and work to provide them with these requests. Be fair to all. Playing favorites undermines morale. Praise each employee for any job well done; doing so orally is okay, but putting it in writing is even better. Want to know another plus? Since

Sincere praise and compliments can have a powerful effect on people. Praise boosts one's self-esteem. When you genuinely give praise, it releases energy in the other person. You have seen it and experienced it yourself. When you receive sincere compliments or praise, you get a smile on your face, your spirits soar, and you have a new aura about you.

All humans need and want praise, recognition, and acceptance. Acceptance and praise are two of our deepest cravings; we can never get enough. William James once said, "The deepest principle of human nature is the craving to be appreciated." You can give simple praise to a child and watch them soar to the top of the world. We know how a simple thank you can make our day. Human beings have a psychological need to be respected and accepted. We need affection to satisfy the need to belong, we want praise so we can feel admired, and we want recognition to satisfy our need for personal worth.

I think of all the funerals I have attended, and how all of them ended with beautiful eulogies. Why do we have to wait until someone is dead to say something nice about them? As Ra1ph Waldo Emerson put it, "Every man is entitled to be valued by his best moments." Men will sacrifice their lives for praise, honor, and recognition. We crave and yearn for a boost to our esteem. We all wear an imaginary badge that says, "Please make me feel important." It is criminal to withhold our praise when we see someone, especially children, do great and honorable things. Yet then when they do something wrong, we jump down their throats. Have you ever thought about how we would never think of physically harming someone or depriving them of food and water, yet often without reservation we hurt someone emotionally or deprive them of love and appreciation? George Bernard Shaw said, "The worst sin toward our fellow creatures is not to hate them, but to be indifferent to them." We should make it a habit to give genuine praise to someone every day. Don't wait for a reason or for something big to happen. Be generous with your praise. Praise makes others more open to persuasion.

Always be sincere. Even the most cunning flatterer is ultimately detected and discovered. Complimenting someone sincerely for something small is better than complimenting someone insincerely for something big and grand. If, instead of being constantly self-focused, we are attentive to others, we will always find building moments where we can deliver honest and sincere praise. Even Napoleon figured out that men will die for blue ribbons. Men will sacrifice their lives for praise, honor, and recognition.

Often it is more effective to praise the specific act rather than the person. This way, your praise is attached to something distinct and concrete. It is harder to be interpreted as flattery or favoritism when there is a specific and concrete thing you have praised. General compliments may have temporary effect, but can incite jealousy from others and create even more insecurity in the recipient because that person is often not really sure what they did to deserve the compliment. Then they feel pressure to live up to the standard you have set, even though they're not sure how or why it was set. They may even subconsciously fear that you will retract the praise because they don't know how to keep it. Things really backfire when that person feels mistrustful toward you. Did you ever witness coworkers gathering to complain after a "pep rally" with the boss? Instead of feeling inspired and motivated, everyone griped about how the boss was full of it. Of course, during the meeting, everyone played along, but when all was said and done, not only did they think that the boss was full of it, but they began to wonder about their superior's personal agenda.

So how do you effectively give someone a compliment they can live up to without feeling anxiety? Instead of barking at your assistant, "Why haven't you finished these files?" say, "Thank you so much for helping me get these files done! I know I can count on you get them done in a timely manner." Because the latter statement incorporates your assistant's behavior into how you view her, you can be sure she'll follow through. Consciously or subconsciously, she will want to maintain the apparent image you have of her. Consequently she will continue that pattern of behavior so as not to disappoint you.

As a manager or supervisor, your responsibility to praise and recognize your employees is paramount. Regularly communicate the organization's changing objectives and priorities and show employees you feel they are important enough to be aligned with your goals. Invite new ideas from workers, stressing that there are always better ways to do every task. Trust workers by delegating responsibilities that give growth opportunities. Check with employees to determine what extra time or equipment they need, and work to provide them with these requests. Be fair to all. Playing favorites undermines morale. Praise each employee for any job well done; doing so orally is okay, but putting it in writing is even better. Want to know another plus? Sincer

th beautiful eulogies. Why do we have to wait until someone is dead to say something nice about them? As Ra1ph Waldo Emerson put it, "Every man is entitled to be valued by his best moments." Men will sacrifice their lives for praise, honor, and recognition. We crave and yearn for a boost to our esteem. We all wear an imaginary badge that says, "Please make me feel important." It is criminal to withhold our praise when we see someone, especially children, do great and honorable things. Yet then when they do something wrong, we jump down their throats. Have you ever thought about how we would never think of physically harming someone or depriving them of food and water, yet often without reservation we hurt someone emotionally or deprive them of love and appreciation? George Bernard Shaw said, "The worst sin toward our fellow creatures is not to hate them, but to be indifferent to them." We should make it a habit to give genuine praise to someone every day. Don't wait for a reason or for something big to happen. Be generous with your praise. Praise makes others more open to persuasion.

Always be sincere. Even the most cunning flatterer is ultimately detected and discovered. Complimenting someone sincerely for something small is better than complimenting someone insincerely for something big and grand. If, instead of being constantly self-focused, we are attentive to others, we will always find building moments where we can deliver honest and sincere praise. Even Napoleon figured out that men will die for blue ribbons. Men will sacrifice their lives for praise, honor, and recognition.

Often it is more effective to praise the specific act rather than the person. This way, your praise is attached to something distinct and concrete. It is harder to be interpreted as flattery or favoritism when there is a specific and concrete thing you have praised. General compliments may have temporary effect, but can incite jealousy from others and create even more insecurity in the recipient because that person is often not really sure what they did to deserve the compliment. Then they feel pressure to live up to the standard you have set, even though they're not sure how or why it was set. They may even subconsciously fear that you will retract the praise because they don't know how to keep it. Things really backfire when that person feels mistrustful toward you. Did you ever witness coworkers gathering to complain after a "pep rally" with the boss? Instead of feeling inspired and motivated, everyone griped about how the boss was full of it. Of course, during the meeting, everyone played along, but when all was said and done, not only did they think that the boss was full of it, but they began to wonder about their superior's personal agenda.

So how do you effectively give someone a compliment they can live up to without feeling anxiety? Instead of barking at your assistant, "Why haven't you finished these files?" say, "Thank you so much for helping me get these files done! I know I can count on you get them done in a timely manner." Because the latter statement incorporates your assistant's behavior into how you view her, you can be sure she'll follow through. Consciously or subconsciously, she will want to maintain the apparent image you have of her. Consequently she will continue that pattern of behavior so as not to disappoint you.

As a manager or supervisor, your responsibility to praise and recognize your employees is paramount. Regularly communicate the organization's changing objectives and priorities and show employees you feel they are important enough to be aligned with your goals. Invite new ideas from workers, stressing that there are always better ways to do every task. Trust workers by delegating responsibilities that give growth opportunities. Check with employees to determine what extra time or equipment they need, and work to provide them with these requests. Be fair to all. Playing favorites undermines morale. Praise each employee for any job well done; doing so orally is okay, but putting it in writing is even better. Want to know another plus? Since

with your praise. Praise makes others more open to persuasion.

Always be sincere. Even the most cunning flatterer is ultimately detected and discovered. Complimenting someone sincerely for something small is better than complimenting someone insincerely for something big and grand. If, instead of being constantly self-focused, we are attentive to others, we will always find building moments where we can deliver honest and sincere praise. Even Napoleon figured out that men will die for blue ribbons. Men will sacrifice their lives for praise, honor, and recognition.

Often it is more effective to praise the specific act rather than the person. This way, your praise is attached to something distinct and concrete. It is harder to be interpreted as flattery or favoritism when there is a specific and concrete thing you have praised. General compliments may have temporary effect, but can incite jealousy from others and create even more insecurity in the recipient because that person is often not really sure what they did to deserve the compliment. Then they feel pressure to live up to the standard you have set, even though they're not sure how or why it was set. They may even subconsciously fear that you will retract the praise because they don't know how to keep it. Things really backfire when that person feels mistrustful toward you. Did you ever witness coworkers gathering to complain after a "pep rally" with the boss? Instead of feeling inspired and motivated, everyone griped about how the boss was full of it. Of course, during the meeting, everyone played along, but when all was said and done, not only did they think that the boss was full of it, but they began to wonder about their superior's personal agenda.

So how do you effectively give someone a compliment they can live up to without feeling anxiety? Instead of barking at your assistant, "Why haven't you finished these files?" say, "Thank you so much for helping me get these files done! I know I can count on you get them done in a timely manner." Because the latter statement incorporates your assistant's behavior into how you view her, you can be sure she'll follow through. Consciously or subconsciously, she will want to maintain the apparent image you have of her. Consequently she will continue that pattern of behavior so as not to disappoint you.

As a manager or supervisor, your responsibility to praise and recognize your employees is paramount. Regularly communicate the organization's changing objectives and priorities and show employees you feel they are important enough to be aligned with your goals. Invite new ideas from workers, stressing that there are always better ways to do every task. Trust workers by delegating responsibilities that give growth opportunities. Check with employees to determine what extra time or equipment they need, and work to provide them with these requests. Be fair to all. Playing favorites undermines morale. Praise each employee for any job well done; doing so orally is okay, but putting it in writing is even better. Want to know another plus? Since

d to deserve the compliment. Then they feel pressure to live up to the standard you have set, even though they're not sure how or why it was set. They may even subconsciously fear that you will retract the praise because they don't know how to keep it. Things really backfire when that person feels mistrustful toward you. Did you ever witness coworkers gathering to complain after a "pep rally" with the boss? Instead of feeling inspired and motivated, everyone griped about how the boss was full of it. Of course, during the meeting, everyone played along, but when all was said and done, not only did they think that the boss was full of it, but they began to wonder about their superior's personal agenda.

So how do you effectively give someone a compliment they can live up to without feeling anxiety? Instead of barking at your assistant, "Why haven't you finished these files?" say, "Thank you so much for helping me get these files done! I know I can count on you get them done in a timely manner." Because the latter statement incorporates your assistant's behavior into how you view her, you can be sure she'll follow through. Consciously or subconsciously, she will want to maintain the apparent image you have of her. Consequently she will continue that pattern of behavior so as not to disappoint you.

As a manager or supervisor, your responsibility to praise and recognize your employees is paramount. Regularly communicate the organization's changing objectives and priorities and show employees you feel they are important enough to be aligned with your goals. Invite new ideas from workers, stressing that there are always better ways to do every task. Trust workers by delegating responsibilities that give growth opportunities. Check with employees to determine what extra time or equipment they need, and work to provide them with these requests. Be fair to all. Playing favorites undermines morale. Praise each employee for any job well done; doing so orally is okay, but putting it in writing is even better. Want to know another plus? Since

ent incorporates your assistant's behavior into how you view her, you can be sure she'll follow through. Consciously or subconsciously, she will want to maintain the apparent image you have of her. Consequently she will continue that pattern of behavior so as not to disappoint you.

As a manager or supervisor, your responsibility to praise and recognize your employees is paramount. Regularly communicate the organization's changing objectives and priorities and show employees you feel they are important enough to be aligned with your goals. Invite new ideas from workers, stressing that there are always better ways to do every task. Trust workers by delegating responsibilities that give growth opportunities. Check with employees to determine what extra time or equipment they need, and work to provide them with these requests. Be fair to all. Playing favorites undermines morale. Praise each employee for any job well done; doing so orally is okay, but putting it in writing is even better. Want to know another plus? Sincere praise costs your organization absolutely nothing!

Learning how to persuade and influence will make the difference between hoping for a better income and having a better income. Beware of the common mistakes presenters and persuaders commit that cause them to lose the deal.

You know people are more likely to be persuaded to say "yes" when you make them feel good about themselves, their work, and their accomplishments. People will do almost anything for you when you treat them with respect and dignity and show them that their feelings are important.

An experiment testing the effects of praise on a group of men in North Carolina was very insightful. The men received different types of comments from someone who needed a favor from them. The comments were either positive, negative, or a mixture of both. As you might expect, the person giving the positive comments was liked the best. Secondly, this conclusion held true even when the men knew their "complimenter" was seeking a favor. Finally, unlike the other types of comments, pure praise did not have to be accurate to work. Positive comments produced just as much liking toward the flatterer when they were untrue as when they were true. Strive to be sincere in your praise, although flattery works even when it is not sincere.

The following example shows the immense strength that praise has. At a small college in Virginia, twenty-four students in a psychology course decided to see whether they could use compliments to change the way the women on campus dressed. For a while, they complimented all the female students who wore blue. The percentage of the female student population wearing blue rose from 25 percent to 38 percent. The researchers then switched to complimenting any woman who wore red. This caused the appearance of red on campus to double, from 11 percent to 22 percent. These results indicate that when you favorably comment on behavior, that behavior will increase.

Praise can also cause people to change their minds. In another study, student essays were randomly given high or low marks. When surveyed, the students who had gotten A's tended to lean even more favorably in the direction of the positions they had advocated in their essays. Students who had received failing marks, however, did not stand behind their previous positions as willingly.

Of course, there is an opposite effect that also lasts a lifetime. I heard a story of a young lady who wanted to learn how to dance. She went to take lessons but she was having a hard time. The dance steps were unfamiliar and awkward for someone who had never danced before. The instructor gave her a few lessons and then unsympathetically said, "You dance like a hippo. You will never be a good dancer." This one comment kept the young lady off the dance floor for the rest of her life.

One negative comment has more power than ten positive comments. I can give a give seminar and have twenty people come up to me and praise me. But it is the one person in the front row, the one who had a sour face the whole time, whom I will remember. Just keep in mind that the use of praise affects the very core of our beings, so use it with caution.

Conclusion Persuasion is the missing puzzle piece that will crack the code to dramatically increase your income, improve your relationships, and help you get what you want, when you want, and win friends for life. Ask yourself how much money and income you have lost because of your inability to persuade and influence. Think about it. Sure you’ve seen some success, but think of the times you couldn’t get it done. Has there ever been a time when you did not get your point across? Were you unable to convince someone to do something? Have you reached your full potential? Are you able to motivate yourself and others to achieve more and accomplish their goals? What about your relationships? Imagine being able to overcome objections before they happen, know what your prospect is thinking and feeling, feel more confident in your ability to persuade.

Kurt Mortensen’s trademark is Magnetic Persuas