13 Habits of Exceptionally Likeable People

Too many people succumb to the mistaken belief that being likeable comes from natural, unteachable traits that belong only to a lucky few—the good looking, the fiercely social, and the incredibly talented. It’s easy to fall prey to this misconception. In reality, being likeable is under your control, and it’s a matter of emotional intelligence (EQ). In a study conducted at UCLA, subjects rated over 500 adjectives based on their perceived significance to likeability. The top-rated adjectives had nothing to do with being gregarious, intelligent, or attractive (innate characteristics). Instead, the top adjectives were sincerity, transparency, and capacity for understanding (another person). These adjectives, and others like them, describe people who are skilled in the social side of emotional intelligence. TalentSmart research data from more than a million people shows that people who possess these skills aren’t just highly likeable, they outperform those who don’t by a large margin. We did some digging to uncover the key behaviors that emotionally intelligent people engage in that make them so likeable. Here are 13 of the best:

1. They Ask Questions

The biggest mistake people make when it comes to listening is they’re so focused on what they’re going to say next or how what the other person is saying is going to affect them that they fail to hear what’s being said. The words come through loud and clear, but the meaning is lost. A simple way to avoid this is to ask a lot of questions. People like to know you’re listening, and something as simple as a clarification question shows that not only are you listening, you also care about what they’re saying. You’ll be surprised how much respect and appreciation you gain just by asking questions.

2. They Put Away Their Phones

Nothing will turn someone off to you like a mid-conversation text message or even a quick glance at your phone. When you commit to a conversation, focus all of your energy on the conversation. You will find that conversations are more enjoyable and effective when you immerse yourself in them.

3. They Are Genuine 

Being genuine and honest is essential to being likeable. No one likes a fake. People gravitate toward those who are genuine because they know they can trust them. It is difficult to like someone when you don’t know who they really are and how they really feel. Likeable people know who they are. They are confident enough to be comfortable in their own skin. By concentrating on what drives you and makes you happy as an individual, you become a much more interesting person than if you attempt to win people over by making choices that you think will make them like you.

4. They Don’t Pass Judgment 

If you want to be likeable you must be open-minded. Being open-minded makes you approachable and interesting to others. No one wants to have a conversation with someone who has already formed an opinion and is not willing to listen. Having an open mind is crucial in the workplace where approachability means access to new ideas and help. To eliminate preconceived notions and judgment, you need to see the world through other people’s eyes. This doesn’t require you believe what they believe or condone their behavior, it simply means you quit passing judgment long enough to truly understand what makes them tick. Only then can you let them be who they are.

5. They Don’t Seek Attention

People are averse to those who are desperate for attention. You don’t need to develop a big, extroverted personality to be likeable. Simply being friendly and considerate is all you need to win people over. When you speak in a friendly, confident, and concise manner, you will notice that people are much more attentive and persuadable than if you try to show them you’re important. People catch on to your attitude quickly and are more attracted to the right attitude than what—or how many people—you know. When you’re being given attention, such as when you’re being recognized for an accomplishment, shift the focus to all the people who worked hard to help you get there. This may sound cliché, but if it’s genuine, the fact that you pay attention to others and appreciate their help will show that you’re appreciative and humble—two adjectives that are closely tied to likeability.

6. They Are Consistent

Few things make you more unlikeable than when you’re all over the place. When people approach you, they like to know whom they’re dealing with and what sort of response they can expect. To be consistent you must be reliable, and you must ensure that even when your mood goes up and down it doesn’t affect how you treat other people.

7. They Use Positive Body Language

Becoming cognizant of your gestures, expressions, and tone of voice (and making certain they’re positive) will draw people to you like ants to a picnic. Using an enthusiastic tone, uncrossing your arms, maintaining eye contact, and leaning towards the person who’s speaking are all forms of positive body language that high-EQ people use to draw others in. Positive body language can make all the difference in a conversation. It’s true that how you say something can be more important than what you say.

8. They Leave a Strong First Impression

Research shows most people decide whether or not they like you within the first seven seconds of meeting you. They then spend the rest of the conversation internally justifying their initial reaction. This may sound terrifying, but by knowing this you can take advantage of it to make huge gains in your likeability. First impressions are tied intimately to positive body language. Strong posture, a firm handshake, smiling, and opening your shoulders to the person you are talking to will help ensure that your first impression is a good one.

9. They Greet People by Name

Your name is an essential part of your identity, and it feels terrific when people use it. Likeable people make certain they use others’ names every time they see them. You shouldn’t use someone’s name only when you greet him. Research shows that people feel validated when the person they’re speaking with refers to them by name during a conversation. If you’re great with faces but have trouble with names, have some fun with it and make remembering people’s names a brain exercise. When you meet someone, don’t be afraid to ask her name a second time if you forget it right after you hear it. You’ll need to keep her name handy if you’re going to remember it the next time you see her.

10. They Smile 

People naturally (and unconsciously) mirror the body language of the person they’re talking to. If you want people to like you, smile at them during a conversation and they will unconsciously return the favor and feel good as a result.

11. They Know When To Open Up

Be careful to avoid sharing personal problems and confessions too quickly, as this will get you labeled a complainer. Likeable people let the other person guide when it’s the right time for them to open up.

12. They Know Who To Touch (and They Touch Them)

When you touch someone during a conversation, you release oxytocin in their brain, a neurotransmitter that makes their brain associate you with trust and a slew of other positive feelings. A simple touch on the shoulder, a hug, or a friendly handshake is all it takes to release oxytocin. Of course, you have to touch the right person in the right way to release oxytocin, as unwanted or inappropriate touching has the opposite effect. Just remember, relationships are built not just from words, but also from general feelings about each other. Touching someone appropriately is a great way to show you care.

13. They Balance Passion and Fun

People gravitate toward those who are passionate. That said, it’s easy for passionate people to come across as too serious or uninterested because they tend to get absorbed in their work. Likeable people balance their passion with the ability to have fun. At work they are serious, yet friendly. They still get things done because they are socially effective in short amounts of time and they capitalize on valuable social moments. They minimize small talk and gossip and instead focus on having meaningful interactions with their coworkers. They remember what you said to them yesterday or last week, which shows that you’re just as important to them as their work.

Bringing It All Together

Likeable people are invaluable and unique. They network with ease, promote harmony in the workplace, bring out the best in everyone around them, and generally seem to have the most fun. Add these skills to your repertoire and watch your likeability soar! Source: Dr. Travis Bradberry, TalentSmart, the world’s #1 provider of emotional intelligence 

Want to Assess your Leaders Emotional Intelligence?

Several studies have shown that emotional intelligence predicts job performance over IQ, experience, or technical ability. Assessment Leaders offers several Talent Smart Emotional Intelligence Appraisals all found here.

Next-Level Situational Leadership

This post is one of a series of blog posts exploring specific leadership competencies and how they fit in the various stages of the organizational life-cycle, organizational culture, and change management efforts. Your comments and suggestions are welcome to guide the areas of focus. When Hersey and Blanchard rolled out their Situational Leadership Theory in the 1970s, their premise was that strong leaders will adapt their approach to the situation in order to lead one follower. They proposed adjusting leadership styles based on the task at-hand, the relationship between the leader and the follower, and the competence and motivation of the follower. Just as Hersey and Blanchard proposed a situational leadership style approach for individuals, I propose a situational leadership approach for teams and organizations. When leading multiple followers, situational leadership needs to move to the next level, taking into consideration three critical factors:
  1. Organizational Life-Cycle
  2. Organizational Culture
  3. Change Management

Organizational Life-Cycle

As an organization matures, leaders need to possess certain attributes in order to move the organization through the different levels of growth. For example, a visionary and innovator is needed during the start-up phase, but through the growth and plateauing stages time that same leader will need to evolve into a strong decision maker and an active listener. Leaders who lack the requisite attributes at different stages of an organization’s growth often find themselves to be ineffective or even replaced. We have all heard of a company founder being replaced once the company has established itself.

Organizational Culture

Quinn and Rohrbaugh (1981) introduced the idea of a competing values framework in which organizations have four basic values that are in tension with one another: collaborate, create, control, and compete. One or two of those values will be higher in a given organization compared to a different organization. The leader’s skills and characteristics should align with the culture of the organization to maximize effectiveness. Imagine a super-driven, competitive leader who is highly disciplined and achievement oriented. Now imagine inserting that same leader into an organization with a highly collaborative and relationally intensive culture. Such a combination is a recipe for disaster – not because the leader is a “bad leader” or the organizational culture is unhealthy; rather, because there was not a match and the leader could not adjust his or her style and/or the organizational culture could not change to align with the leader’s style.

Change Management

When an organization is in the midst of a significant change initiative, it requires a certain set of attributes from a leader more so than at times of stability. Those skills include inspiring people to action, effective communication, and caring for people. If a leader cannot align his or her style to meet the unique needs of an organization during a major change effort, the change may fail and the leader may be viewed as ineffective.

Conclusion

Effective leadership is part art, part science. It is the ability of leaders to adapt, change, and align to the world in which they find themselves and the ability to identify and apply the required attributes to a given situation. Those attributes must evolve along the organization’s life-cycle, culture, and change management climate. Leaders should be self-aware of what is needed at different stages, but it is also the responsibility of the individuals who develop them (consultants, coaches, L&D professionals, etc.) to identify where the leaders excel and where there is an opportunity for development. References Hersey, P. and Blanchard, K. (1977). Management of Organizational Behavior (3rd ed). Englewood Cliffs, NJ: Prentice-Hall. Quinn, R. E. and Rohrbaugh, J. (1981). A competing values approach to organizational effectiveness. Public Productivity Review, 5(2). 122-140.

Selecting The Best Management Training Fit For Your Team

Do you see issues in your team’s performance and think that management training could be the solution? Recognizing that you need a new training program isn’t enough. For a commitment-based training program to achieve maximum effectiveness, it must speak to the typical problems your employees face and the management skills they currently lack. While some training providers push off-the-shelf solutions, it’s essential to find a professional development program that fits the specific needs of your company. Training doesn’t have a “one-size-fits-all” application. Think of the training program selection process like purchasing a tailored suit: Once you find the right style, you have to customize the fit. Select a program that matches your goals, and tailor the courses to address your company’s needs. By identifying the issues you seek to correct on the front end, your choice of training programs on the back end becomes much easier. Examine the following areas of essential leadership to determine which elements your management training program should focus on.

  • Communication: With benefits spanning your entire corporation from top to bottom, this is undoubtedly one of the most impactful training topics to include in any professional curriculum. Communication has the power to make or break your organization, so it should be a high priority. When there are gaps in communication effectiveness, employees feel confused, misguided and dissatisfied. Your managers must be able to communicate expectations, concerns and instructions in a professional, tactful and powerful way.
  • Coaching: Never undervalue managers’ ability to coach their employees. The capacity to motivate and guide workers to achieve success is the mark of a truly great leader, and the level at which your teams perform is a direct reflection on that team’s manager. Coaching employees involves knowing how to help them overcome weaknesses, refine their strengths and consistently improve.
  • Change Management: Most organizations find it difficult to enact change. In fact, about 70% of change initiatives fail. That’s why change management is a valuable area of development for your managers. The ability to lead, promote a sense of calm and maintain productivity levels during times of change is a major asset. Don’t wait until your managers are in the midst of a transition to start training them. Assess how your company has handled change in the past and where your approaches have fallen short. Then, proactively prepare your leaders for future initiatives.
  • Delegation: Do your leaders struggle to delegate tasks to their team members? When managers fail to master delegation, productivity usually suffers. Without a proper focus on strengthening delegation skills, managers are spread too thin and employees tend to underperform. It’s also important to delegate manager-level tasks to other team members if you want to identify employees with future leadership potential.
  • Talent Management: Evaluate your leaders’ success in terms of hiring and retaining winning talent. Strong managers know how to build and sustain strong teams, which results in a more stable company and increased employee satisfaction.

As you assess these areas within your organization, think critically about what your managers need in order to be truly effective, and use those insights as the building blocks for your commitment-based training program.

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Source: Vital Learning Promoting & Sustaining Healthy Organizations

Assessment Leaders’ Sister Company, Leadership Balance, Unveils New Website

We are proud to announce that our partner organization, Leadership Balance, has launched a new website that celebrates a new generation of leaders. Leadership Balance combines contemporary leadership principles with proven strategies for developing mental competency, physical endurance and health, and an encouraging spirit. We call it “Mind to Lead. Fit to Lead. Heart to Lead.” Read the press release here.

Cathy Light Named Vistage Resource Speaker

Tuesday, April 12th, 2011

Cathy Light Named Vistage Resource Speaker

FOR IMMEDIATE RELEASE

Press Contact Information:
Katherine Filice
Articulate Solutions, Inc.
katfilice@articulate-solutions.com
408.842.2275

March 17, 2011 (San Francisco, CA):  Cathy Light, Founder and Chief Assessment Officer of Assessment Leaders LLC, has recently been honored as a Vistage Resource Speaker by the business leadership organization Vistage International.

Light’s presentation, Using Assessments to Improve Organizational Performance—It’s All About You! received outstanding ratings from Vistage’s evaluators. The program will be listed as “100% recommended” in the Vistage Speaker Directory, available online to more than 14,000 chief executives and business leaders worldwide.

Cathy Light is a highly successful entrepreneur and marketing executive with global experience in a wide range of markets and industries. Light founded both Assessment Leaders and Business Builders, two successful management advisory companies. She is a dynamic speaker and engaging personality who shares specific real-world experiences to keep listeners engaged and motivated.

Light said, “I am truly honored to be named a Vistage Resource Speaker and endorsed by such a well-respected international organization. At Assessment Leaders, my colleagues and I have a genuine passion for helping business leaders achieve their goals. We look forward to sharing our proven programs with more Vistage members in the near future.”

About Assessment Leaders

Assessment Leaders, LLC (AL) provides fast and affordable assessment, skills testing, employee training, and background check solutions. AL works with HR professionals and managers at companies across the U.S. to help them discover the human potential of their people. The company’s innovative online tools help organizations of all sizes identify, attract, retain and advance the best talent. Assessment Leaders is based in San Francisco, California, with a Regional Office in Boise, Idaho. For more information, see http://assessmentleaders.com.

About Vistage International
With more than 14,000 members worldwide, Vistage International provides unparalleled access to new business perspectives, innovative strategies and actionable ideas to chief executives and business leaders. Since its founding in 1957, Vistage has continued to expand globally – nearly doubling in size every five years. Vistage International and its affiliates are in 16 countries with more than 14,000 members, representing the world’s leading chief executive organization based on revenue. For more information, see http://vistage.com.

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