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A HIGH SCHOOL CLASS was graduating in 1901
and among the graduating students was valedictorian, Charlie
Ross. As he stepped up to receive his diploma, his English teacher,
Tillie Brown, the most loved teacher in the school, came up to
congratulate Charlie personally with a kiss.
Some of the other graduates felt left out;
they wanted special recognition too. After the ceremony, a group
of them came over to talk with Miss Brown. But she stood her
ground. Charlie had worked hard and deserved special recognition.
When they had done something worthwhile, she would have a kiss
for them too.
Charlie went on to accomplish a great deal.
He worked hard and eventually became the White House press secretary,
personally chosen by President Harry Truman. And one of the first
tasks President Truman gave to Charlie was to call Charlie's
high-school English teacher and deliver a message from the President:
"How about that kiss I never got? Have I done something
worthwhile enough to rate it now?" Harry Truman was one
of the kids that approached Miss Brown after the graduation ceremony,
and he hadn't forgotten her promise.
Les Giblin, in his book, How
to Have Confidence and Power in Dealing with People, says
that people are hungry for acceptance, approval and appreciation.
This should come as no great shock to you. I want these three
things from my fellow humans; you want these three things; everyone
wants them. All the techniques you'll find in Dale Carnegie's
How
to Win Friends and Influence People have one aim in mind:
to feed this deep human hunger.
"Put out a T-bone steak on your back
door step," wrote Giblin, "and you don't have to ride
herd on the dogs in your neighborhood to get them to come. They'll
be there. And when word gets around that you have in stock the
three basic foods…[acceptance, approval, appreciation] people
will be attracted to you in the same way."
If you conduct your practice of people-skills
from this perspective, from this originating principle, your
practice will be respectful of both yourself and of others. If
you do not, the practice of people-skills can easily devolve
into simply manipulation of others to get what you want, or even
worse, as a form of groveling to get others to like you.
To the outside observer, all three of these
different motivations may seem to manifest in the same way; in
other words, from the outside, these all may look the same to
the casual observer — calling people by name, refraining
from criticizing others, going out of your way to praise people.
But the feeling of practicing people skills with the intention
of giving people what they hunger for is a totally different
feeling from the other two (manipulation or groveling). It not
only feels different to you, but the ultimate result is much
better.
People are usually capable of perceiving
your real motivations, and they will not respond well to either
manipulation or groveling. They will resist and reject manipulation
and distrust you. And they will not respect anyone who grovels
to get people to like them.
But if you see the real situation —
that everyone has some degree of social anxiety, and that what
they crave for reassurance is acceptance, approval, and appreciation
— you can practice people-skills with respect for yourself
and others. Everyone wins. When you treat people with this intention,
you will get good responses from people, but don't focus on what
you're getting. Focus on helping people feed their hunger.
Honestly and respectfully.
It is fairly easy to slip into dishonesty:
Praising things or expressing approval for things you do not
actually approve of or appreciate, because that's the easy way.
Feeding that deep human hunger with honesty requires practice
and skill. It requires looking for what you actually approve
of and appreciate. It requires you to refrain from judging people,
not only outwardly, but also in the privacy of your mind. Practicing
people-skills in this way will make you a better person. Let's
now look at the three human hungers in a little more detail.
ACCEPTANCE
As Giblin points out, we want people to
accept us as we are. That's the definition of a friend: Someone
you can be yourself with. We all have a bandwidth of acceptance.
For some people, this bandwidth isn't very wide at all. It is
a narrow range, and everyone outside that corridor is disapproved
of. They don't approve of the way you're dressed or the way you
talk or your religion or your skin color, etc. It is much more
comfortable and satisfying to converse with someone who accepts
us as we are and does not excessively judge and condemn us at
every opportunity. And we all feel the same way. So when you
learn to simply accept people as they are, you help feed their
hunger. They crave acceptance, and all their lives they have
been shunned by some, disapproved of, and it makes them feel
somewhat hesitant to just be themselves around people for fear
of being hurt. When they discover they can be around you and
you accept them exactly as they are, it is like being welcomed
into a warm home after wandering the snow-covered Siberian forest
for days, frozen and hungry. This is not as much of an exaggeration
as you might first think. We do not talk too much about the pain
of disapproval because we fear more disapproval. But disapproval
is painful. So people keep themselves hidden.
You can free people from their self-imposed
prison by simply accepting them as they are. "Don't set
rigid personal standards of how you think other people ought
to act," says Giblin. "Give the other person the right
to be himself. If he's a little peculiar, let him be. Don't insist
that he do everything you do and like everything you like. Let
him relax when he is around you."
Acceptance breeds acceptance. Intolerance
breeds intolerance. So in a small way, your simple acceptance
of people makes them more likely to accept others, and it can
ease tensions between people to spread this soothing balm of
acceptance and tolerance in the world.
APPROVAL
If these three are food for the human hunger,
acceptance is the appetizer, approval is the main course, and
appreciation is dessert. Approval goes farther than acceptance.
It is more active. When you accept something, you tolerate it.
When you approve of something, you like it. And to find
something you like in a person — besides the obvious things
like looks or a melodious voice — you have to actively seek
it. That is one of the ways of practicing people skills. How
good are you at finding things about other people you approve
of? Do you even look? That should be always one of the parameters
you seek in any conversation: "What about this person can
I heartily approve of?"
"You can always find something to
approve of in the other person," says Giblin, "and
you can always find something to disapprove of. It depends upon
what you're looking for."
You don't have to find big things to approve
of. People are so hungry for approval, they are satisfied with
any approval they can get.
APPRECIATION
This again, goes further even than approval.
Approval is about what you like. Appreciation, as the word implies,
is about what you value. And it has mainly to do with
what people do rather than what they are. You can
be much more specific with appreciation and that's one of the
things that makes this such a great thing — people can't
dismiss what you say if you are specific enough and you're talking
about tangible reality.
Appreciating people is a skill, which means
you can get better at it. You'll find some things that work better
than other. Some ways of communicating your appreciation will
be brushed off. People are cynical. They are used to others faking
their appreciation to get something out of them. A boss praises
their good work in order to get the person to keep working
hard. Salespeople praise a color choice to get the customer to
buy. So it takes some skill and ability to get through
to people and really get them to feel appreciated, but when you
do, it can warm a person's heart for years, so rare is effective
appreciation, and so hungry people are for it.
Feed the hunger:
acceptance, approval, appreciation. |
