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.

Two Questions to Ask Before Any Performance Assessment

I recently had a conversation with an L&D manager who told me that he was being asked to assess all of the Directors in his organization. It struck me at that moment how broad a request that was, and I began to ask him questions to uncover just what his leadership team needed from the assessment. It turns out they needed to assess the Directors’ performance. Again, I had more questions.

It was unclear whether the intent was to assess the Directors’ performance in their current position or to assess them for their readiness to be promoted to a Vice President position within the organization. If the Directors’ were to be assessed in their current role, the L&D manager would need to develop and administer an assessment that focused on the specific competencies required for Directors within the organization. On the other hand, if the Directors were to be assessed for their readiness for a VP position, the assessment should focus on the competencies required for that VP position. In the case of this organization, those are fairly divergent competency sets.

This conversation got me thinking about what kinds of critical questions need to be asked before engaging in a performance assessment. There are many, but here are two that must be asked every time at the outset:

1) What is the purpose?

Defining the purpose drives the content and intent of a performance assessment. Assessing the performance of a leader or contributor may be part of a normal performance management process, but may also serve other purposes. It may serve as an informal tool for an employee to gauge his or her own strengths and performance gaps, or for continuous organizational improvement. Although not ideal, it may be used for making decisions for RIFs (Reductions in Force). No matter the purpose, it needs to be clearly understood by leadership, the assessor, and those being assessed to ensure the best results.

2) What are you going to do with the results?

Understandably, the answer to this question flows in large part from the purpose, but the answer needs to be articulated clearly to all parties involved. Having a clear answer to this question allows the assessor the best chance at developing and delivering a performance assessment that achieves the purpose while mitigating factors that could bias the results (e.g. social desirability, fear, etc.). In addition, it is important to let your assessee know up front why you’re collecting the data and how you plan to use it.  Assessments can create anxiety for people at all levels within the organization. To help reduce anxiety and increase willing participation in the performance assessment process, leadership should commit to and communicate up front the level of investment they are willing to make in resources for training and development so that the assessee knows that a growth path has been established.

There is much thought and work that go into effective performance assessment development and delivery. Asking good questions is a critical part of the process.

What other questions would you ask when developing a performance assessment?

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

The DISC® Profile: It’s All About YOU!

In today’s fast-paced business world, it’s hard to keep up with all the latest trends, newest tools, and most current buzzwords. But newer isn’t always better. And in the world of assessment tools, it’s hard to match the lasting legacy and usefulness of the long-respected “DISC®” personality profile. The foundation for the DISC® assessment tool was established way back in 1928, when psychologist William Moulton Marston described four basic personality styles in his book, Emotions of Normal People. (You’ve got to love that title!) Over time, the terminology has evolved into the styles we know today: Dominance, Influence, Steadiness, and Conscientiousness. Using today’s technology, it’s easy to quickly assess an individual’s profile and determine where they fall on the DISC® grid. People with high “D” (Dominant) scores are direct and assertive, and tend to try and fix, change, or control things. High “I” (Influence) individuals are enthusiastic and sociable and are more likely to try to persuade or influence others. The high “S” (Steadiness) person is generally soft-spoken, calm, and cooperative. A high “C” (Conscientiousness) score indicates that an individual is analytical and focused on accurate, high-quality results. Of course, it’s always interesting to take the test and see well how your “score” matches your own perception of yourself. It’s often quite illuminating when the test results suggest you might not be exactly the person you think you are! At Assessment Leaders, when we implement the DISC® tool with our clients, we always encourage them to spend time reflecting on their own primary and secondary DISC® styles. Sometimes we have to remind them that there are no “good” or “bad” styles: each one has strengths that can add value to a company. Better understanding your own strengths can help you learn how to use them – and how to avoid overusing them. For example, a high “D” individual might overuse his strength of confidence and become boastful and vain, which makes him less effective in the workplace. This kind of self-DISC®overy is very important, and the quantitative results from the DISC® tool really do help people focus on what they do best. The DISC® profile also helps team leaders and managers better understand and manage their employees. A full DISC® assessment includes a number of valuable reports for management. For each individual employee, the General Characteristics Report provides the following information:
  • A quick overview of the individual’s basic behavioral strengths
  • A graph of the DISC® profile results
  • A narrative overview of the person’s behavioral style
  • Detailed descriptions of the person’s tendencies
    • Motivating factors
    • Preferred environment
    • Strategies for increased effectiveness
    • Demotivating factors
    • Behavior in conflict situations
  • A graphical representation of the “behavioral tendency continuum,” showing the respondent’s range of intensity for certain behaviors
  • Worksheets to prompt DISC®ussion and determine which action strategies would be most effective
As if all that weren’t enough, you can get even more Supplemental Reports that look not just at individual profiles but at the distribution and combination of personality styles on the whole team. That’s where it really starts to get interesting! So yes, it’s true: the DISC® assessment tool is an oldie but a goodie. But it’s still a fantastic first step for employees, managers, and companies toward better understanding the strengths and personalities of the unique individuals that make up their workforce.