![]() Say you’re meeting with a prospective client or recruit, and you’d like her to come back for a second meeting. We also dislike uncertainty and will actively try to reduce it by any means possible, and you can use this to your advantage. There’s actually a scientific term for this: the Zeigarnik effect, named after the Soviet psychologist who discovered it. Ever wonder why we’re unable to put down a good book or stop binge-watching shows like Lost? Our memory is fine-tuned to remember incomplete stories and tasks. Robert Cialdini calls “directed deference.” So, especially if you’re trying to capture the attention of people who don’t know you, feel free to lead with your credentials, establish your expertise and cite others who are most knowledgeable on the topic at hand. There’s a scientific reason for this: in a 2009 study, Emory University neuroeconomist Greg Berns found that the decision-making centers of our brains slow or even shut down while we are receiving advice from an expert. Consumers consistently rate experts as the most trusted spokespeople, more than CEOs or celebrities. For example, when you’re offering your team an off-site retreat at the end of a big project, don’t just tell them about it – send them pictures and make them salivate. Rewards we can touch, experience, or even just visualize have a greater impact on our attention. Your goal as a manager should be to identify the incentives that most appeal to your employees, colleagues and bosses and to make them more visceral in their minds. ![]() The prospect of capturing these things makes us pay attention. It fuels our desire to “want” food, sex, money or more intrinsic rewards like self-satisfaction and a sense of purpose. Kent Berridge of the University of Michigan, it is much more aligned with anticipation and motivation. Many people believe the neurotransmitter dopamine causes us to feel pleasure. To get the attention of your bosses, clients and colleagues, try surprising them in a positive way: ask an unexpected question, beat a tough deadline, invite them for a walk instead of a coffee. The more disruptive something is, the more interesting it becomes. In academic circles, this is known as expectancy violations theory. This is because we have an innate need to figure out whether the incident signals a threat or a positive development. We pay special attention to anything that violates our expectations. ![]() So don’t be afraid to repeat a message if you want it to sink in.ĭisruption. “Tulane defeated Columbia in the first Sugar Bowl game.”) repeatedly, they will start to believe it is true. A classic study from the 1970s found that if you expose subjects to the same statement (e.g. One technique you might use to achieve the latter is repetition. To leverage this trigger, you have to either adapt to your audience’s frame or change it. These frames of reference lead us to embrace and pay attention to some ideas and to ignore others entirely. Our view of the world is shaped by our biological, social, and personal experiences and biases. One study published in Science found that exposure to that kind of warmth made them more giving and friendly.įraming. For example, try giving a star prospect or client a hot cup of coffee or tea. But think about more subtle ways to play on people’s instincts to capture attention. I’m not suggesting you speak louder than everyone else and always wear crimson dresses or socks. It’s a safety and survival mechanism that helps us react faster than our brains can think. Sensory cues like these to direct our attention automatically. If a female hitchhiker wears red, she’s more likely to get picked up. If somebody fires a gun in the air, you’re going to turn your head. I learned that there are seven triggers that call people to attention:Īutomaticity. And I drew on my years of experience with startups, both as co-Editor of Mashable and a venture capitalist. ![]() I interviewed dozens of leading researchers and attention-grabbing thought leaders, including Sheryl Sandberg, Steven Soderbergh, and David Copperfield, just to name a few. I sifted through more than 1,000 psychology, neurology, economics, and sociology studies. That’s why I spent two years researching the subject for my new book. “It’s worth more than money, possessions or things.”īut very few people know the science behind captivating others. “Attention is the most important currency that anybody can give you,” Steve Rubel of Edelman once told me. If your boss doesn’t notice your work, how will you get a promotion? If your team doesn’t listen to you, how can you lead effectively? And if you can’t capture the attention of clients, how does your business or career survive? Your long-term success depends on winning the attention of others.
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