It makes advice givers feel smarter and more self-confident, which makes them see askers more positively as well.” “Not only does asking for advice gather valuable insights, it also makes the asker seem more competent. Rather than thinking we’re not capable or are stupid for asking, advice givers draw a very different conclusion: ‘Of course my opinions are valuable, so this person is smart for asking for them.’” Berger adds that although the strategy works because it flatters, it’s less overt and more effective than simply telling someone how smart they are. So, asking for advice can make us look smart because it strokes the advice giver’s ego. People like feeling that other people think they’re intelligent or have valuable things to say. “The reason why has everything to do with how asking someone for advice makes them feel. A study he recounts found that asking for advice actually made people think the asker was more competent, not less. What if a solution to that tough problem still eludes you? Berger says we tend to avoid another effective approach for fear it will make us seem less capable: asking for advice. To recognize that there might be other possibilities.” To consider multiple objectives, alternatives, and outcomes. To take a step back, get some distance from the situation, and think more broadly. Berger says using the word “could,” even when you are talking to yourself, encourages you “to bring a different mindset to the problem. When trying to solve a tough problem, for example, exploring what they “could” do, instead of what they “should” do, allowed researchers’ subjects to come up with higher quality ideas that were three times more creative than the ideas produced by subjects asked what they “should” come up with. The first chapter offers actionable advice for increasing our impact in a range of domains. for impact: words that convey (1) Similarity, (2) Pose questions, evoke (3) Emotion, activate (4) Agency and identity, convey (5) Confidence, and leverage (6) Concreteness.
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“What someone says may influence others, but how they say it has a big effect.” Specifically, the book covers six types of magic words, or how to S.P.E.A.C.C. Magic Words delves into “the micro level transmission by which this occurs,” he explains. In his previous best-selling books Contagious and Invisible Influence, Berger explored strategies for communicating with others and how we respond to what others are doing. Jonah Berger, PhD, Associate Professor of Marketing, The Wharton School best-selling author of Contagious: Why Things Catch On and Invisible Influence: The Hidden Forces that Shape Behavior
That is what the book is all about.” “We've learned a lot about how we can use language to increase our impact….What someone says may influence others, but how they say it has a big effect.” We've learned a lot about how we can use language to increase our impact. We can figure out what language increases customer satisfaction, what language captivates audiences, and what language we should use on a sales call or in a sales pitch. “We can mine all this rich language data for insight. “We now have emails, resumes, transcriptions of customer service calls, and tens of thousands of other pieces of online content that colleagues and I have analyzed,” he says. That's a mistake, because those words are really powerful.”īerger’s research and insights are based on advances in the latest science of language, including natural language processing and automated textual analysis. “But while we spend a lot of time thinking about the general idea of what we want to say, we think a lot less about the individual words that we use. “Everything we do involves language,” says Berger. Magic Words: What to Say to Get Your Way (HarperBusiness) explains how using the right words at the right time can deepen your influence, improve how others comprehend what you have to say, and make it more likely that they will do what you want.
It turns out simple changes like these increase our influence, lead us to be perceived more favorably, and help us reach better solutions, according to a new book by Wharton professor Jonah Berger.
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