Persuasion Through Creating Confusion

in

Kevin Hogan writes in The 53 Principles of Persuasion: Confusion causes people significant discomfort, and a confused person is willing to do almost anything to escape that painful feeling.

🔹 In fact, when people become confused, they abandon logic and reasoning. Just like someone who is drowning, they grab onto anything they can find in hopes of being saved.

🔹 For this reason, if we can rescue someone from a state of confusion, we gain tremendous influence over them and can easily impose our viewpoint.

🔹 I would even go a step further and say: to persuade others, first confuse them—then be the one who pulls them out of that confusion.

🔹 The most common method for creating confusion is the “information overload” technique. In this approach, you continue giving the other person so much information that they lose the ability to analyze it.

🔹 This method is especially effective when the person is genuinely interested in the information and welcomes receiving more of it.

🔹 For example, imagine a salesperson who, while explaining the benefits of a product, hands the customer a brochure. A moment later—while the customer is flipping through the brochure—the salesperson shows several photos of satisfied customers who purchased the product. Then, they play a short video demonstrating how the product works.

🔹 Given the limits of human mental capacity, this approach creates cognitive turbulence and confusion, preventing the customer from thinking logically. As a result, they become more susceptible to your reasoning and are likely to accept almost anything you say.

How Do Toxic Employees Grow in the Workplace?

in

A combination of three negative personality traits—Machiavellianism, narcissism, and psychopathy—is often found in individuals who engage in undesirable workplace behaviors such as manipulation, exploitation, and bullying. Despite their destructive tendencies, these individuals often succeed in job interviews and rise to managerial positions because of their charm, confidence, and apparent leadership skills.

◀️ Soft and Hard Tactics

🔹 Individuals with the “Dark Triad” use both soft tactics (such as persuasion and social bonding) and hard tactics (such as manipulation and pressure) to achieve their goals. On the surface, they may use humor or compliments to gain trust, but ultimately they exploit relationships for personal gain.

◀️ Why Do These Individuals Advance?

▪️ Attractive traits: They initially appear confident and strong leaders. ▪️ Lack of deep assessment: Short hiring processes fail to reveal their negative traits. ▪️ Power-seeking behavior: They use hard tactics to climb organizational hierarchies.

◀️ What’s the Solution?

To prevent such individuals from gaining influence, organizations must look beyond initial charm and conduct thorough, long‑term assessments of personality and behavior. Additionally, building a culture of transparency and accountability helps identify and limit toxic behaviors.

Employees’ Rights and Needs Are Not Just About Money!

in

Compensation is not the only right employees receive in exchange for working in an organization. An employment contract is both a formal and psychological agreement between employees and the organization. According to this agreement, employees are assigned certain duties, and in return for fulfilling these responsibilities, they receive salary and benefits.

🔹 Every individual working in an organization has certain rights, and in recent years, the most important of these rights have been outlined in documents known as the Employee Rights Charter. The content of this charter varies from one organization to another, but here are some common examples:

▪️ Employees have the right to work in a calm and safe environment that enables them to provide effective and valuable services.

▪️ Employees have the right to be treated respectfully by managers and customers.

▪️ Employees have specific rights regarding their mental and physical safety.

▪️ Employees have the right to autonomy in performing their duties within the framework of organizational rules.

▪️ Employees have the right to express opinions, offer suggestions, and provide constructive criticism to help improve the organization’s performance.

▪️ Employees have the right to participate in organizational decision‑making processes that support the mission and goals of the company.

▪️ Employees have the right to job security.

▪️ Employees have the right to have their work‑related issues and concerns addressed by senior management.

▪️ Employees have the right to use various types of leave, including annual paid leave, sick leave, and hourly leave.

▪️ Employees have the right to receive necessary training related to new developments in their professional field.

🔹 Although these are not all the rights employees are entitled to, even a portion of these essential rights is not fully implemented—or faces major challenges—in many Iranian organizations and companies.

◀️ Nevertheless, organizations must recognize that respecting employee rights significantly increases motivation, enhances performance, and encourages employees to stay with the organization.

“How to Persuade a Group

in

Kevin Hogan writes in The 53 Principles of Persuasion: Persuading a group of people is certainly more difficult than persuading a single individual, because each member of a group has their own background, way of thinking, and personal beliefs—which may sometimes be completely opposite to those of another member. As a result, anything you say may be pleasant to one person and irritating to another.

🔹 With this important reality in mind, you can use two main strategies to persuade a group:

◽️ 1. Speak ambiguously

In this strategy, you must act like politicians—talk a lot without actually saying anything specific.

🔹 Essentially, you express your message in a way that allows each member of the group to interpret it according to their own preferences.

🔹 For example, imagine a politician saying during a campaign: “Our social security system needs fundamental reform. It’s time to take major steps toward improving people’s well‑being.”

🔹 This statement has no concrete meaning on its own. It’s unclear what kind of reforms are intended or in which direction. Will employees pay more insurance contributions? Or will their contribution rates decrease?

🔹 As a result, each listener imagines the type of reform they personally prefer.

◽️ 2. Show up as a human being

People want to see you as a human—someone like themselves—not just a manager, salesperson, or authority figure.

🔹 They want to know that you, like all humans, sometimes feel lonely, sometimes happy, and sometimes sad.

🔹 In short, they want to see a real person in front of them, not a manufactured persona. So to influence a group, be your authentic self and openly share your feelings, experiences, knowledge, and beliefs.

🔹 When you show up as an ordinary human being, your audience sees you as honest and trustworthy. As a result, they feel closer to you and become more willing to accept your ideas.

Why Is the United States the Hub of Technology and Major Corporations?

in

Jeff Bezos believes that America’s success comes from its high tolerance for risk. He says the United States thrives because founders can raise $50 million even with only a 10% chance of success.

🔹 The point is not just talent—it’s the fact that in the U.S., investing in ideas that might fail is culturally accepted.

🔹 Europe and many other parts of the world also have plenty of talent and ideas, but what they often lack is the courage to invest in big, uncertain bets. Any country that wants to compete in fields like artificial intelligence or biotechnology must be willing to invest in high‑risk, high‑reward ideas.

🔹 America’s entrepreneurial advantage lies in a culture that rewards big risks and views failure as a natural part of innovation. Success is not driven solely by talent or ideas, but by access to venture capital and a mindset that supports bold, transformative visions.

“Professional Salary Negotiation with a Job Candidate

in

Kathy Fyock writes in The Truth About Hiring the Best: Always remember that even when you have two or three final candidates to choose from, you still cannot be certain you will hire your preferred one—because they also have the right to choose.

🔹 In fact, until your financial offer is accepted and a contract is signed, you must assume you are still competing with other companies for that candidate. To win this competition, you need to present an attractive compensation package.

🔹 To do this effectively, always keep the following principles in mind:

◽️ 1. Identify the candidate’s current salary and expected salary early

By knowing these two numbers, you can determine the appropriate range for your offer. If you skip this step, you lose your negotiation leverage.

◽️ 2. Consider the candidate’s working conditions when evaluating their current compensation

For example, the candidate may currently have a long commute, while your company is much closer. These seemingly small factors can be powerful negotiation tools.

◽️ 3. Present the entire compensation package—not just the base salary

Compare your full offer (base salary, benefits, commissions, bonuses, etc.) with the candidate’s current package to show the true value of your proposal.

◽️ 4. Highlight non‑financial advantages

Explain intangible benefits such as a modern workspace, strong organizational culture, learning opportunities, career growth, and supplemental insurance before discussing salary numbers.

◽️ 5. Ask under what conditions the candidate would accept a lower salary

Many professional candidates are willing to accept slightly lower pay in exchange for perks like flexible hours, additional leave, or other lifestyle benefits.

◽️ 6. Re‑emphasize the strengths of the role before negotiating

Remind the candidate how this position enhances their résumé and future career prospects.

◽️ 7. Encourage the candidate to consult with friends, family, or colleagues

Rushing to close the deal signals desperation and may lead the candidate to believe they can demand a higher salary. Giving them space builds trust and strengthens your position.

On Training Employees by More Experienced Colleagues

in

Internal, on‑the‑job training becomes especially valuable when employees reach senior levels. However, it is often observed that executive leaders and senior managers—due to traditional mindsets—tend to resist formal training sessions or classroom‑style workshops.

🔹 Healthy organizations believe in developing their human resources and commit to all its principles. One of the most effective methods for HR development is internal training: instead of paying external coaches or consultants, you leverage the expertise of your own experienced employees.

🔹 Internal development significantly strengthens employees’ capabilities and increases their sense of involvement in the organization. There are many ways to implement internal HR development: structured training sessions, book clubs, assigning challenging tasks, educational trips, self‑study programs, organized classes, and many other creative options.

🔹 With just a bit of creativity, you’ll discover even more possibilities. The key to successful human‑resource development is collaboration and synergy. The more time employees spend together—sharing ideas, exchanging insights, and discussing what they learn—the faster the team grows, and the stronger its morale becomes.

Wearing well‑groomed and polished clothing can lead you to greater success.

in

Research shows that dressing well and professionally in the workplace can have a significant impact. Wearing appropriate and polished clothing at the office influences how others perceive your personality, affects your confidence, and even shapes the way you think.

💎 In one study, researchers examined 128 men aged 18 to 32 and asked them to participate in buying–selling negotiations. Participants were divided into three groups based on their clothing. The first group wore very casual clothing (sweatpants and flip‑flops) and achieved an average hypothetical profit of $680,000. The second group, dressed in suits, earned $2.1 million, and the third group, wearing regular everyday clothing, earned $1.58 million.

💎 These differences show that poorly dressed participants often gave in to those wearing suits. Meanwhile, participants in suits felt a sense of respect and authority, which made them less likely to back down and significantly boosted their confidence.

💎 In another study, participants who dressed sharply demonstrated more creative and future‑oriented thinking—similar to managers—while those dressed casually tended to get caught up in small details.

💎 Michael L. Slepian, one of the researchers and an assistant professor at Columbia Business School, explains: “People who dress well feel more powerful, and when someone feels powerful, they no longer need to focus on minor details.”

💎 These findings can influence how we dress daily. However, make sure to follow the “one step above” rule: If most people at your workplace wear casual shirts, you can wear a blazer. If most people wear blazers, you can wear a full suit.

Don’t Forget About Internal Branding

in

David Lane Keller writes in Strategic Brand Management that one of the biggest mistakes companies make in branding is assuming that a brand is built only in the minds of customers. In reality, a brand must be built both in the minds of customers and in the minds of the employees who represent it.

🔹 If you fail to align your employees with your brand principles, you simply cannot succeed in branding.

🔹 In other words, external branding—shaping your brand in the minds of target customers—is not enough on its own. To succeed, you also need internal branding, which means embedding the brand in the minds of your employees.

🔹 Internal branding is especially critical in service‑based companies, where employees interact directly and frequently with customers. If employees in a service organization do not fully understand the brand, they can unintentionally cause serious and sometimes irreversible damage.

🔹 This is why many companies invest in internal branding just as much as they invest in external branding.

🔹 For example, Panda Express—one of the most successful restaurant chains in the United States—allocates significant financial resources to internal branding to ensure that every employee, especially those who interact with customers, understands the core principles of the Panda Express brand.

🔹 Since one of Panda Express’s brand promises is offering healthy, low‑calorie meals, the company pays its servers and staff to regularly go to the gym and maintain their ideal weight.

 

14 Employer Behaviors That Lead to Employee Dissatisfaction

in

A successful leader must understand the needs and expectations of their employees. Paying attention to staff and building effective communication within the workplace is essential. Below are several common frustrations employees experience at work:

🔺 Their problems and conflicts are ignored A study found that nearly one‑quarter of employees felt their HR department did not handle conflicts or issues satisfactorily.

🔺 Employees work hard, but managers receive the credit In one survey, 17% of employees said their employer gained recognition from their ideas, while they themselves received no benefit.

🔺 There is no opportunity for career advancement According to a survey, only 41% of employees confidently stated that their employer helps them grow in their careers.

🔺 The employer does not inspire or motivate them Only 35% of employees in one study said their employer inspires them or helps them approach their work with enthusiasm.

🔺 Employees are not appreciated enough A survey revealed that 63% of employees felt they were not adequately recognized for their achievements.

🔺 Little attention is given to employee rest and time off In a recent survey, 80% of managers claimed they value employee rest and provide sufficient time off. Yet 67% of employees said they had never heard such a statement from their employer—or faced resistance when requesting leave.

🔺 Employees lack clear responsibilities When employees don’t know exactly what is expected of them, how can they perform well? According to one survey, 57% complained that their employer does not give clear instructions.

🔺 Many managers don’t make time for employees In one study, half of employees said managers often have time for group meetings but rarely make time for one‑on‑one conversations.

🔺 Managers don’t pay enough attention to employees Research shows that 36% of employees felt their managers didn’t even care enough to learn their names.

🔺 Compensation is not fair A 2017 study found that only 20% of employees believed their salary was fair.

🔺 There is no transparency in the company Transparency—especially regarding compensation—is a major factor in employee satisfaction. Many companies fail to provide this clarity.

🔺 Employees receive no feedback from their managers Few managers provide the feedback employees need, even though it is essential for the growth of both the organization and the individuals.

🔺 Micromanagement damages morale Many employees report that their employer monitors every move they make, preventing them from working effectively. According to one study, 68% said micromanagement weakened their morale.

🔺 Workplace favoritism reduces productivity Another study found that 56% of employers already have a preferred candidate in mind for promotions even before performance evaluations begin—and 96% ultimately promote that same person. Not surprisingly, 75% of employees said they have experienced such favoritism at work.