In order to survive on a daily basis, you have to have the attention of someone and, on some days, a lot of people. This is purely functional, but the need seems to go beyond that. Why do you want people to take an interest in you? Do you actually need them to? We think so. We want to be interesting to others for many reasons. Socially, it’s important for us to be interesting so in order not to be left out and ignored. Domestically, we want to be interesting for some of the more basic reasons of love and comfort. In business, we want to be interesting to our colleagues and be part of the team, to our clients so they continue doing business with us, and to our superiors so we are not overlooked when it comes to promotion and pay rises. Being of interest for most people is a primary requirement for wellbeing.
"Ms. Hagy started on Forbes.com, where she’s a weekly blogger, by creating a “How to Be Interesting” post that went viral, attracting 1.4 million viewers so far, with tens of thousands of them liking, linking, and tweeting the article." - Barnes and Noble
"It’s a “self-help” book about exploring yourself, exposing yourself to wild ideas, instead of being cynical why not be carefree like a child and about being open." -Word Press
The word “covert” in covert persuasion might insinuate incorrect means to try to persuade someone. In actuality, it is totally correct and ethical, and only implies the use of skillful tactics that are not obvious to the person being persuaded. The ultimate goal is to move your target from the position
Most leadership coaching focuses on helping leaders build their skills and knowledge and close performance gaps. These are necessary, but not sufficient. Using evidence from neuroscience and his work with leaders, Dr. Henry Cloud shows that the best performers draw on another vital resource: personal and professional relationships that fuel growth
You can’t win long-term loyal friends and customers just by smiling, remembering people’s names, and paying compliments. It’s not all about you. At every turn, the most powerful benchmarks of success involve relationships in which focus is on helping others. That type of focus generates what we call Return on Relationships
This book is for the person in the trenches, who needs practical guidelines to get the very best deal possible with people and organizations that have very different backgrounds and experiences. This book is for the practitioner—for the person who faces an international negotiating challenge and who perhaps should have done
Ideas are the currency of the twenty-first century. Some people are exceptionally good at presenting their ideas. Their skill elevates their stature and influence in today's society. There's nothing more inspiring than a bold idea delivered by a great speaker. Ideas, effectively packaged and delivered, can change the world. So, wouldn't
On the day you were born, you already knew how to fascinate. Like breathing and swallowing and smiling, the ability to fascinate is a hardwired survival mechanism. Fascination is an instinctive form of connection. We all have this ability in some form. But over time, people can lose their innate ability
Presence is the state of being attuned to and able to comfortably express our true thoughts, feelings, values, and potential. That's it. It is not a permanent, transcendent mode of being. It comes and goes. It is a moment-to-moment phenomenon. Presence emerges when we feel personally powerful, which allows us to
People who prefer thinking often tend to decide things from a detached view based on logic and reason.
If you are attuned to the way a person is feeling, you are more likely to hold their interest than someone who is not receptive to what is happening beneath the surface.
Emotional intelligence (EQ or EI) is all about the ability to perceive control and evaluate our emotions.
If you want to develop good, healthy relationships with other human beings, you need to be genuinely interested.
Open questions encourage the other person to talk, to describe, to elaborate, to explore and to continue talking.
To be interesting in a way that others will wish to connect with us, a close inspection of the image we portray is necessary.
The “interesting” person is open to collaborative ways of working together and sharing any failures or successes.