How people interact with others at work can provide the basis for growing confidence. Influencing people to get buy-in for ideas or positions is an important element at work and in networking. The ability to influence others can boost people’s confidence at work.

Taylor uncovered her principles on influencing by studying scammers (sometimes called “confidence artists”) who use their ability to influence others for nefarious purposes. Many of the principles scammers use can help people succeed in their careers, including:

*Likeability. People are more open to influence from people they like. To be likeable, people need to show interest in others, smile, nod, and make eye contact.

*Similarity. People are influenced by those with whom they feel they have things in common. To find areas of similarity with others, Taylor recommends asking questions that fall into one of four categories: family, occupation, recreation, and education.

*Understanding knee-jerk thinking. Knee-jerk thinking takes advantage of the sort of automatic thinking many people grew up with, such as the belief that expensive things are always better. To influence using this method, people need to use the language they know will bring the knee-jerk reactions they want.

*Knowing how to use rewards. People want rewards–including compliments, positive feedback, and material possessions. Providing rewards to others increases people’s ability to influence.

*Understanding reciprocity. When people receive something they view as a gift, even a small sample of cheese at a shop, they feel they have to give something in return. In the professional world, the item could be as small as a contact or favor.

*Perseverance. In an effort to influence others, individuals should be prepared with five different strategies to overcome those who shoot down their arguments.

*Enthusiasm. If people are not enthusiastic about themselves, their ideas, and their abilities, no one else will be either.



Maintain the Presentation Tips

  1. Ask questions every  5-10 minutes!
    1. Call on one person by name.
    2. Don’t ask the group in general
    3. When you start with one person for a question, stay with that person.  Give them feedback. 
    4. If the person you are questioning can’t answer, have them ask a classmate, not you. Make it a game!
    5. Be clear when you want everyone to follow along or participate in answering questions.


  1. It is easy to confuse learners with “nice to know versus need to know”.
    TTT Session with Leading Bankers on PRISM Philosophy
    1. There is a lot of information, but lecturing on every nice to know won’t help anyone remember it.   
    2. Participants have the capacity to store everything they experience (see, read or hear).  The real issue is whether they can access the information when they need it (recall).
    3. Stick to the key points.
  2. If “nice to know” comes up, or a topic not yet covered, add it to the flip chart. Cover it at the end, or when you are on that topic.
  3. Answer questions only on topics already covered or on key points.
  4. Translate what you are presenting to its value in a daily job. Be the learner and present “What do I have to know to get it done?” Provide context and realistic examples.
  5. Make sure the entire class is following along by walking around
    1. Slow down. Check that everyone is in the right place.
    2. If someone is not, have a teammate help them
    3. Be attentive to facial expressions. If you see looks of confusion: 
      1. Ask everyone to come up with a question to ask about the subject.
      2. Have someone else answer it. If no one knows, you answer.
      3. Have someone else do a teach-back. If they don’t think they can, have them ask a question.
      4. If you see inattentiveness and yawning:
  1. Have everyone stand up and stretch.
  2. Do one of the review activities
  3. Have participants write in a notebook. Say “Write this down” when you want them to remember a best practice.  Writing helps recall.

Creating emotion helps memory. Use stories. Set up real simulations.

Repetition is the key to learning.  Let participant’s do the task many different ways

Active vs Passive Questions by PRISM

For Goal Setting by we need to use active or passive question. Active questions are the possibility of choices to passive questions.

winners-within.pngThere is a huge difference between “Do you have clear goals?” and “Did you do your best to set clear goals for yourself?”

If you will observe and read carefully above statement, the former is trying to determine the employee’s state of mind; the latter challenges the employee to describe or defend a course of action. I, #AnubhaMauryaWalia challenge myself every day by answering 32 questions that represent behavior that I know is important, but that is easy for me to neglect given the pressures of daily life. It has helped me alter my behavior for the better in such a dramatic way that I now teach all of my clients /participants/ traines/ professional  and students this method of self-reflection for positive behavioral change. My six active questions are:

  • Did I do my best to increase my happiness?
  • Did I do my best to find meaning?
  • Did I do my best to be engaged?
  • Did I do my best to build positive relationships?
  • Did I do my best to set clear goals?
  • Did I do my best to make progress toward goal achievement?

Happy Reading and Trust me ” SET GOALS and “

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