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here are some psychological tricks that work on most people
1. Try to talk early on in meetings.
When in a business meeting, don’t wait for someone to ask you something.
There can be lots of people talking and discussing so you will miss your chance to express your opinion and be recognized.
Ask yourself why you are speaking.
It shouldn’t look like you’re showing off.
What you’re talking about should be the topic at hand.
Also, it’s important to understand what information should be discussed in person with your boss or with your colleagues.
Use specific language: Using specific language can help people believe what you say. Instead of saying “I read a lot of books,” you could say “I read 37 books last year.” The more specific you are, the more likely people will believe what you say.
Paradox of Choice: When people have too many options, they may feel overwhelmed and decide not to make a choice at all. To get people to make decisions, give them fewer choices.
People often do what everyone else does. If you want to convince someone of something, show them that other people agree. For example, restaurants often label their most popular dishes “popular” to bring in more customers.
Consistency: People like to keep doing the same things they did before. For instance, if someone agrees in public to an idea or plan, they are more likely to carry it out.
People want more of the things they can’t have as much of. Offers that are only good for a short time create a sense of urgency and can make a product or service more appealing.
The Dunning-Kruger Effect says that people who aren’t good at something often overestimate how good they are at it. It’s important to see this in ourselves and others and encourage a culture of learning all the time.
People are more likely to remember things that are strange than things that are common. Don’t be afraid to be different or come up with new ideas if you want to stand out.
Rhyme-as-Reason: People often think that statements that rhyme are more true. A famous example is the legal saying, “If it doesn’t fit, you must acquit.”