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Want to DRAMATICALLY Improve Your Social Skills?

"Simply incredible. This really is one of the true secrets to success."
                                                                       - David G., Philadelphia, PA.
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Before we start today's newsletter, I wanted to take a moment and address an important issue. One common challenge I receive from others - especially other businesspeople - concerns the amount and quality of information we give away for free. Even just between the Prologue and this Starter Series of e-mails, you've already been given over 120 pages of useful information, and if you stick with us, you'll see that's only the tip of the iceberg.
Because of this, people often ask me, "Brendan, why would you give away that much valuable information for free? Wouldn't it make more sense to give away less and charge for more? Why would someone even bother to buy your products or services when they get so much for free?"
 
Fair enough questions, all. But I think they're wrong. Here's why:
 
First of all, we're practicing what we preach. One of the key things you should take away from this Starter Series is that the most important thing you need to do to improve your ability to master social situations is provide value. If you're not willing to take the first step and offer value - without expecting something in return - other people will see you for the mooch that you are and stay away. A business relationship is no different. We at Social Charm understand that we need to first give value to you as a sign of our goodwill (and to prove to you we know what we're talking about), and that if you see value in what we're providing, your business will follow in due course.
 
Second, it actually does make business sense. Studies have consistently demonstrated that providing free information and gifts to people result in higher sales, a phenomenon know as reciprocity (which is really just a desire to return value to someone who has a lot of it - something you'll learn more about later.) It also makes business sense in a non-monetary way as well. Though making money is a necessary step in running a business, it's certainly not sufficient, at least not for us. There are plenty of other businesses that require less work for more pay, but we're in this business for a reason - because we are passionate about helping people grow.
 
Finally, what you've seen is only the beginning. You think what you've seen so far is good? You haven't see anything yet. If we're giving away this information for free, imagine what you get when you pay. We've got audio and video so you can actually see and hear what we're talking about. We've got step-by-step instructions so you know exactly what to do any say. We've got exercises so you can practice, we've got measurements so you know if you're doing things correctly. You can get custom feedback, support-on-demand, and we're working on a host of other things that we hope will simply rock your world.
 
So that's the story. Here at Social Charm, we're dedicated to helping you understand and master the skills necessary to dramatically improve your ability to navigate social situations and improve the number and quality of relationships in your life. We firmly believe that providing you with quality information every step of the way - even for free - will ultimately lead to more satisfied clients, more enthused employees, and more money on the bottom line. If we can do well while doing good, that's all we can hope for.
 
Sincerely Yours,
 
Brendan Florez
Founder & CEO, Social Charm
brendan.florez@socialcharm.net

Executive Summary:  Learning a skill is very different from simply learning academic knowledge. Four principles you need to know to rapidly master skill acquisition, including social skills.
 
Last issue, we discussed at length the important distinction between knowledge and skill, and divulged the two most important formulas you will ever learn. As as a recap:
 
Knowledge + Practice = Skill
 
Skill + Action = Power
 
The problem with most educational programs and training classes (especially our formal education system) is that they are very good at communicating knowledge, but pretty miserable when it comes to building skill. As mentioned in the Prologue:
 
Educational systems around the word (to varying degrees) are very good at teaching us how to
acquire new knowledge. By the time most people graduate from secondary school, we are experts
in reading a book or magazine, sitting in a classroom or lecture hall, or staring at a computer
screen. We can analyze, synthesize, dissect, critique, and explain. But as soon as it comes to
getting off our butts and actually doing something...Well, we don't need to tell you what happens.
 
Because we're so focused here at Social Charm on helping you get actual results (not just filling your brain with facts), we knew this was an issue we'd have to address. In fact, members of our team have spent nearly three years just trying to figure out how to best crack this nut.  The results of their hard work are what we call the Entelechy Training System, or ETS (Entelechy rhymes with 'the melody').
 
Entelechy means "a conception completely actualized". We thought this was the perfect name, because it means taking knowledge (which is potential power) and converting it through action into skill (which is actual power when used). 
 
As part of this training system, we have espoused an incredibly insightful list of rules from Neil Rackham's Spin Selling called the Four Princples of Skill Mastery:
 
The Four Principles of Skill Mastery
 
1. Practice one behavior at a time.
2. Repetition is key.
3. Quantity before Quality.
4. Match Challenge to Skill
 
We go into a lot of detail on each of these in the Prologue (if you somehow missed it, you can download it here - it's highly recommended (and free)). However, for those of you who are pressed for time (i.e. lazy), or are for some reason having trouble downloading or opening the Prologue, here's a quick recap:
 
Practice one behavior at a time.
Despite many people's claims to the contrary, the human brain is actually quite bad at multitasking. Consider the evidence put forth in a fantastic New Atlantis article by senior editor Christine Rosen (you can read the full article here):
 
"...But more recently, challenges to the ethos of multitasking have begun to emerge. Numerous studies have shown the sometimes-fatal danger of using cell phones and other electronic devices while driving, for example, and several states have now made that particular form of multitasking illegal. In the business world, where concerns about time-management are perennial, warnings about workplace distractions spawned by a multitasking culture are on the rise. In 2005, the BBC reported on a research study, funded by Hewlett-Packard and conducted by the Institute of Psychiatry at the University of London, that found, "Workers distracted by e-mail and phone calls suffer a fall in IQ more than twice that found in marijuana smokers." The psychologist who led the study called this new "infomania" a serious threat to workplace productivity. One of the Harvard Business Review's "Breakthrough Ideas" for 2007 was Linda Stone's notion of "continuous partial attention," which might be understood as a subspecies of multitasking: using mobile computing power and the Internet, we are "constantly scanning for opportunities and staying on top of contacts, events, and activities in an effort to miss nothing."

Dr. Edward Hallowell, a Massachusetts-based psychiatrist who specializes in the treatment of attention deficit/hyperactivity disorder and has written a book with the self-explanatory title CrazyBusy , has been offering therapies to combat extreme multitasking for years; in his book he calls multitasking a "mythical activity in which people believe they can perform two or more tasks simultaneously." In a 2005 article, he described a new condition, "Attention Deficit Trait," which he claims is rampant in the business world. ADT is "purely a response to the hyperkinetic environment in which we live," writes Hallowell, and its hallmark symptoms mimic those of ADD. "Never in history has the human brain been asked to track so many data points," Hallowell argues, and this challenge "can be controlled only by creatively engineering one's environment and one's emotional and physical health." Limiting multitasking is essential."

For this reason, when you take our programs, the thing you will notice is how little information we actually will give you at one time. This is because we want you focus on getting one skill down before moving on to the next. There's a old saying that goes like this:
 
Q: "How do you get seven elephants through a narrow doorway?
A: "One at a time."
 
Focus on one thing, get it down, and then move on. In short order, you will have made more progress than you're probably used to.
 
Repetition is Key.
 
If you haven't noticed already, a lot of information in this Starter Series is a repeat on information we already covered in the Prologue. This isn't an accident. Even with plain-old "knowledge" learning, repetition (especially after a short break) is one of the best ways to ensure that information is retained.
 
Its importance is even more pronounced in learning a skill. Without going into a lot of detail here (you can find that in the Prologue), the reason this is so is that skills (like riding a bike) are actually stored in a different part of the brain than declarative knowledge (like knowing that the capital of France is Paris), and that this part of the brain is just a little bit slower to pick things up than your 'fact' brain.
 
However, although it definitely takes longer for this part of your brain to 'get' something, once it does there are substantial benefits. For one, you won't ever forget it (ride a bike lately?). Second, it has very fast recall and basically becomes automatic. If you had to consciously think through every step of hitting a baseball or forming a sentence every time you did it, life would be a lot of work. By focusing on mass repetition, you can make your skills rapid and automatic, freeing you to focus on more important matters.
 
Focus on Quantity, not Quality.
 
Many times when people want to learn a new skill, they want to do it perfectly right off the bat. While commendable in theory, it works horribly in practice. The problem is that while perfect practice would make perfect, oftentimes what really happens is that people get so worried about making a mistake that they don't every actually DO it. 
 
This gets us nowhere. No matter what the skill - especially something as complex as improving your social ability - you are going to make mistakes. More than that, you HAVE TO. If you don't, there's no way you're going to learn. 
 
For that reason, our goal is simple: to accelerate your rate of failure. That's right, we're going to make you fail faster and more often than ever before. Why? Because the faster you fail, the faster you will learn, and the faster you learn, the faster you can stop failing. 
 
Think about it this way: when Thomas Edison was trying to invent the lightbulb, he could have sat around and said to himself "Ok Tom, we've got to get this right, and get it right the first time - if we fail at all, everyone's going to think we're an idiot." How far do you think he would have gotten? He could have thought and thought and thought, but at the end of the day until he tried something, there's no way he could know whether it worked or not. Accept the fact that in order to improve your social abilities, you are going to have to fail 10,000 times. No avoiding it. Once you fail that many times, you will attain unbelievable success, guarenteed. How fast you want to do it is up to you. You can either never fail  and thus never succeed, or you can man up, fail as fast as you can, get the skill, and get on with your life.
 
Match Challenge to Skill
 
Remember our scenario in the last issue with Coach Belichick giving you the chance to step in and play quarterback again Dallas? Do you think that would be a good way to learn the skills necessary to play? Certainly you'd get repetition. We can certainly agree you'd be out there doing it and failing rapdily. So does that mean that if you want to be an NFL quarterback the best way is just to jump into the NLF?
 
Of course not. If you did that, you'd be lucky to end up in the hospital. The problem is that the challenge of playing at that level so far exceeds your skill at managing that challenge that you wouldn't learn a thing except an appreciation for how hard those guys hit. Conversely, if you were playing ball against a bunch of six-year-olds, you wouldn't get much better either.
 
The point here is that unlike knowledge (which either you have or you don't), skills develop over time. At any point, the only way to improve your skills is by challenging yourself to get better. But it's a fine line: challenge yourself too much and you get frustrated (or worse), too little and you get bored. 
 
As part of the skill development process, then, it's important to always keep the challenge matched to your skill level. At Social Charm, the way we do this is by taking measurements  of your performance at regular intervals (or telling you how to measure yourself), and then calibrating the types of things we ask you to do according to how well you're doing. In this way, we can ensure that you're always improving while avoiding extreme frustration or bordom. 
 
 
The Entelechy Training System
 
The way we apply these four principles to help you acheive social mastery is a simple four-step process called RSDM - Read, See, Do, Measure:
 
1. Read. Understand the general concepts - this engages the analytical mind.

2. See. Actually see and hear the concepts being implemented - this engages the gestalt mind.
 
3. DO. The most important step where you practice the concepts - this engages your body and is where theoretical knowledge gets turned into practical skill.
 
4. Measure. Have an objective way to know if you're doing things correctly - adjust as necessary.
 
 
By reading the Prologue and this Starter Series, you've actually already started on Step 1. You've gained a cursory knowledge of the basic fundamental concepts, and understand the high-level principles we use throughout our materials. 
 
When you purchase our Core Program (or any of our other products or services), in addition to more of Step 1, you'll really start getting into steps 2 through 4. In these programs, we really spend a lot of time showing you how things are done, giving you exercises to practice, and helping you evaluate your performance so you know how well you're doing.
 
We've got one more issue of this Starter Series, and then you're introduction to the science of social dyamics is complete. By coming this far, you've already shown a great deal of interest in and dedication to improving yourself and the quality of the relationships in your life. Don't stop now:
 
 
Until Next Time,

  
The Social Charm Team
 
[For more information on the latest news, articles, and expertise on human social dynamics, sign up for our free CharmingChatter newsletter or subscribe to our RSS feed.]

Why G.I. Joe Was Wrong

Posted by: bflorez in StatusStarterSeries on

Executive Summary: Knowledge about social interaction is not enough - you must develop the skill necessary, and the only way do this is through repeated practice. The Social Charm Core Program was designed specifically for this purpose.
 
During the first few days of this introductory series, we started off by explaining the exceptional importance of understanding human social dynamics, and why the ability to successfully interact and build relationships with other people is probably the single most important thing you can do for yourself  to ensure your own life fulfillment. We've covered the concepts of value and status, and explained why these things are the bedrock concepts in understanding much of human behavior. In the past few days, we've reviewed in some detail the 36 factors that influence your ability to regulate the perception of your value and your social status. 
 
But this is only part of the story.
 
Back in the early 80's, there was a very popular kid's show called G.I. Joe. At the end of every episode, there was always a short public service announcement. Often the scene would involve kids doing something silly and ending up in a precarioius situation. Suddenly, one of the main characters from the show would appear and help the kids resolve the problem while instructing them on the right way to do something. At the end, the kids would always have a revelation and say "Now I know...and knowing is half the battle." *Cue Credits.*
 
We'll we're here to tell you (sorry kids) that G.I. Joe was wrong.
 
Knowing isn't half the battle.
 
It isn't even a quarter.
 
In reality, knowledge is merely a prerequisite to the battle. Without some degree of knowledge, you shouldn't even be in battle.
 
Take an example of a football game. Let's say Bill Belichick, the head coach for the Patriots (at least at the time of this writing), comes to you and says, "{!firstname_fix}, today's your lucky day. I'm going to give you your shot. We've got a game against Dallas in three hours. Get to the locker room and suit up - you're in for Brady."
 
Piece of cake, right? 
 
Wait a minute, what's wrong? You don't think you could do it? I mean, chances are you know how the game works right? Even if not, Bill said he'll personally sit down with you and teach you the basic rules and plays before the game. Certainly with this knowlege you'll be ready to play, right?

See, the problem here is that we've all been living under a fallacy. 
 
With the advent of the information age, many of us have been taught that with some inborn intelligence and a good education, we will be successful because, after all, "knowledge is power."
 
Knowledge is NOT power. Action based upon knowledge is. And this requires skill.
 
Why (besides the likely 150lb weight difference) are you worried about Coach Belichick's offer? You're worried because you already understand that knowledge and skill aren't even close to the same thing. 
 
In any activity where you actually must do something (i.e. sports, artistic endevours, performing surgery, computer programming, etc.), everyone knows that simply sitting in a classroom reading and listening gaining knowledge about how to do it isn't enough. Everyone knows that to really learn how to put that knowledge into action, you must practice, because with knowledge and practice, you build skill. So, without further ado, here are the two most important formulas you will ever learn:
 
Knowledge + Practice = Skill
 
Skill + Action = Power
 
 
It is here where we at Social Charm differ. There are many companies that will provide you with information. There are even some that will provide you with information worth retaining as knowledge. But there are very few that are as focused - no, as obsessed - as we are with ensuring that you're able to translate that information into real, genuine, life-changing skill. Yet this is our passion, our purpose, and our reason for being: to use every resource, every scientific finding, every technological method, and every new way we can think of to invade your life, dig deep into it, and ensure that you get the change you're looking for. We've spent over 15 years so far figuring out how to do it, and now it's your turn to reap the benefits.
 
So how do we do it?
 
Stay tuned next for the next issue, and we'll lay it out.
 
Or if you're ready to get started - ready to change your life - start now:
 
 
Until Next Time,
 
 
The Social Charm Team
 
[For more information on the latest news, articles, and expertise on human social dynamics, sign up for our free CharmingChatter newsletter or subscribe to our RSS feed.] 

Executive Summary: To improve your social skills, you must learn to control the 36 factors that influence social behavior. Here's the next 18.
 

Well, this is the 7th issue of this Charming Chatter ramp-up series, and we hope you're finding this information both interesting and useful. Since we're always trying to improve our products and services, if you have any questions, comments, praise, or complaints, please do let us know at CharmingChatter@socialcharm.net or visit the "Contact Us" section of our website, www.socialcharm.net

 

If you'll remember, last time we started introducing the 36 factors that significantly influence your ability to effectively navigate any social situation.




Today's post is a very important one, as we're going to discuss probably the single most important concept in the area of social dynamics.
 
Status.
 
Now you probably have an intuitive sense of what it means when someone has high status, right? Movie stars, hot-shot CEOs, models, the wealthy elite - all of these kinds of people are considered by society to be "high status." On a smaller scale, you probably knew (or know) people who convey a sense of status. Even in high-school, there was always the group of "cool kids" - often the jocks and the cheerleaders - who everybody knew was "cool", even if they didn't like them. In short, everybody has a general agreement on what status looks like.
 
But what is it that determines someone's status? If we can begin to break down exactly what makes someone high status, we can begin to understand the dynamics that come in to play.
 
In the last newsletter, we talked at length about the primary values, survival and reproduction, as well as the secondary values of health, wealth, and relationships that directly aid survival and reproduction.
 
Well, here's the secret formula:
 
Status = Survival Value + Reproduction Value
 
That's the ticket. 
 
Here's the 2nd piece of the puzzle - in most societies today:
 
  • Men obtain status from their survival value.
  • Women obtain status from their reproductive value.

This about this for a moment and you'll find that it's broadly true. High status men are usually:
 
Wealthy. As we already mentioned, wealth not only signifies an ability to compete successfully for scare resources (i.e. money), but also the ability to aid a women and her children with material goods (food, shelter, etc.), facilitating their survival.
 
Powerful. Power is nothing more than ability to get what you want (and money is merely one form of power.) Again, being powerful not only conveys an ability to obtain resources, but also an ability to protect those you care about.
 
Older. Though not universally true, other things being equal men tend to peak in status later than women. Though this is often related to the fact that certainly power (and perhaps wealth) tend to peak later in life, there are also biological survival reasons. Testosterone (of which men have significantly more than women) actually suppresses the immune system, making people with higher levels of testosterone more susceptible to disease. Therefore, it takes an even stronger immune system to combat off disease when faced with higher levels of testosterone in the body. Thus, the longer a man survives and is healthy, the more fit his genes must be to stave off the effects of high testosterone - in other words, his genes have a high survival value.
 
Compare that with higher status women, who are usually:
 
Physically Attractive. Numerous studies have shown that men nearly universally find women attractive who have body proportions ideal for bearing children (i.e. reproducing). Women with large breasts, small waists, wider hips, long legs and firm butts are universally accepted as signs of attractiveness. Facial and bodily symmetry and smooth, radiant skin are signs of good genes, proper nourishment, and freedom from disease.
 
Younger. Although individual preferences vary, across almost every culture women between the ages of 25-31 are considered most desirable, consistent with the period of highest fertility (i.e., ability to reproduce).
 
Now, we're not saying that women are only obtain status through their reproductive value or that men are only accorded status for their survival value. If you have a women who is 26, beautiful, has a degree from Harvard Law, and makes $350,000 a year, she'll definitely have more status than 24 year old waitress, no matter how beautiful the waitress is (at least in 99% of situations).
 
However, we are staying that - for better or worse - men's status derives primarily from their survival value and women's from their reproductive value.
 
 
Status, Status Everywhere
 
So why does status matter?
 
Simple: how people perceive your status will often dramatically affect how they feel and act toward you.
 
Consider the following example from the Prologue (to receive a free copy of the Prologue: An Introduction to Social Dynamics, sign up for our free StarterSeries series of e-mails.)
 
Consider the scenario where you are waiting at a cross-walk when someone taps you on the shoulder. You turn around, you see an older man, tall and well-dressed. He flashes a smile, and explains that that he forgot his wallet back at the opera house and was wondering if he could have five dollars to take a cab back to pick it up since it's getting late and he needs to meet his wife for dinner.
 
If you're like most people, you'd probably try to be nice and give the man the five dollars he needed.

Now, however, consider what would happen if instead of seeing a well-heeled gentleman when
you turned around, you saw a dirty, toothless old bum who reeked of alcohol.
 
How likely would you be to give him the five dollars?
 
What happened here? The well-dressed man, tall and debonair, instantaneously conveyed status. The bum did not. When this study was conducted, the number of people who gave the well-dressed gentleman money was more than five times the number of people who gave the bum the money. 
 
Let's look closer at this for a minute. Two people. Both strangers. Both asking for money. Yet the high status person made five times the money in an equal amount of time, as people's behavior towards that person was markededly different.
 
The point is this: when someone is of high status (i.e. high value), people will often do nice things for the, in the (subconscious) hope of getting value back in return.
 
The concept of status works in many ways. Another excerpt from the Prologue:

This concept of status is at work in every social interaction - when two people are interacting, one
is almost always of higher status than the other person, even if only slightly, and this can be seen
in a wide variety of ways. For example, the lower status person often unconsciously adopts or
mirrors the other person's mannerisms. In Robert Cialdini's famous book Influence, he tells of an
analysis of Larry King's interviews. When Mr. King was interviewing people of lesser social status
than he, the other person would adopt the speech patterns and body language of Mr. King. However,
when he would interview people of higher status - President Clinton or Kofi Anann (former
Secretary of the U.N.), for example - it was Mr. King would who would adapt his behavior to
theirs.
 
The point is this: as you become more comfortable and confident in social situations, you will rise in status. As you do this, a whole new world of opportunities will open up to you - professionally, romantically, socially. The way you will do this, is by learning how to give people more of what they value. We'll say it again:
 
The way to improve your social status is by learning the skills to calibrate the type and amount of value you give people - if you learn to GIVE value, you will begin to GET value...THAT'S Social Mastery.
 
This is where we at Social Charm come in. We have identified the 36 factors that affect your ability to calibrate and convey value, and developed methods to rapidly and effectively train you to utilize those factors to successfully navigate any social interaction.
 
In the next CharmingChatter newsletter, we'll begin to delve into each of these factors in more detail, and discuss how you can learn to develop the skills necessary to really achieve social mastery. (If you're anxious to get started for real, you can purchase Volume I of our Core Program here).
 
Until Next Time,
 
 

The Social Charm Team

[For more information on the latest news, articles, and expertise on human social dynamics, sign up for our free CharmingChatter newsletter or subscribe to our RSS feed.]


 

Executive Summary: Although human evolution guides much of human behavior indirectly, people aren't aware of it. What we are aware of are values of health, wealth, and relationships. If you appeal to these things, you will always command attention.
 
Yesterday we reviewed the fact that survival and reproduction are the two most-central values that humans must pursue on an emotional level.  As such, these emotions heavily impact human behavior and social interaction. Much of what people do and say is - on some level - a result of either trying to ensure they survive or are able reproduce.
 
But if you were to stop ten random people on the street and ask them "Hey, what do you value?", it's our bet that exactly 0 out of 10 would answer "Why, survival and reproduction, obviously."
 
To understand better why this is the case, we make a distinction between two types of causes: proximal and ultimate.
 
Proximal causes are the most immediate in time and space (e.g. The ship sank because it had a hole in it).
 
Ultimate causes are higher-level and are conceptually what we usually consider the 'real' reason (e.g. The ship sank because it hit a rock (which caused the hole that caused it to sink).
 
Note that there is no end to the chain of causation, and our "ultimate" cause here (the ship sank because it hit a rock) could have an even more ultimate cause (e.g. the ship hit a rock because the captain was sailing at night and couldn't see).
 
This concept can be extended into the area of human behavior. Though ultimately many of the types of human dynamics that we will explore have their ultimate causes rooted in evolution, there are many proximal causes that cannot be invalidated.
 
For example, let's use the basic example of two people breaking up. The ultimate cause for being sad after a break-up (especially if you're the one who got dumped) is that your significant other has rejected you as the person with whom they choose to reproduce (or who would take care of your offspring or protect you from harm). 
 
However, does this ultimate cause mean that your feelings of sadness aren't "real"? That you are somehow 'faking' them? Certainly not.
 
One of the best examples of this comes from the study of laughter. The phenomenon of laughter is a complex one which we won't get into detail with here, but which will touch on briefly for this example. (for a more in-depth analysis of laughter and humor, purchase Volume I of our Core Program: The Art & Science of Storytelling. After completing the Core Program, you can also purchase our upcoming ExpertSeries program on Humor).
 
 
Though humor serves a variety of purposes, one of its purposes is to help forge a bond between people - it basically indicates "I like you, and I am enjoying your company." However, all else being equal, it makes evolutionary sense to try hardest to bond with people who can most assist you in surviving and replicating. As a result, what you will find is that the people will often laugh at things that the person with the highest survival or reproduction value says.
 
Don't believe us? Next time you're in a meeting at work or in a group at school, start paying attention to when people laugh. You will find that it is typically the boss or the highest status person in the group who is making others laugh, and the others who are actually doing the laughing - even when nothing that inherently funny has been said.
 
Now, does this mean that those who are laughing are laughing just to gain approval? Of course not. They actually often think things are funny. Now of course there's always the case of the brown-noser who laughs at his bosses's horrible jokes, but even here the exception proves the rule: the brown-noser intuitively knows that laughter is a sign of attempted bonding. 
 
The point is that - aside from the brown-noser - when most people act a certain way, it's not because they have some hidden agenda to maximize their survival and reproduction potential - it's because they actually feel a certain way.
 
As we get deeper and deeper into the study of social dynamics, you may start interacting with someone who is acting a certain way (say they're upset with you). In this case, you cannot say "Oh, you're just acting this way because of evolutionary forces blah blah blah." That may be the reason why humans act that way under that circumstance, but it's not reason why that person is acting the way - they're acting that way because they're genuinely upset.
 
The Secret to Happiness: Health, Wealth, and Relationships
 
We've already agreed that if you went up and asked a bunch of strangers what they value, none of them would like say 'survival and reproduction.' However, they very well may mention things like 'family,' ' friends,' 'good health,' 'travel,' 'a good job,' and the like.
 
In fact, if we look at it, we find that most things that make people happy - really happy on an emotional level - really fall into three categories:
 
1. Health
2. Wealth
3. Relationships
 
They all reinforce one another, too:
 
  • If you have poor health, it's difficult to work to increase your wealth or spend time with those you care about.

  • If you have no money, the lack of food (or at the very least the stress of struggling to make ends meet) will degrade your health. It's also harder to meet new people when you can't afford to do anything fun.

  • Being well connected can certainly increase your wealth-producing ability, and multiple studies have shown the importance of strong relationships in maintaining health and well-being.
 
Moreover, each of these areas has a direct link to your ability to survive and reproduce (reprinted from the Prologue):
 

How it Aids Survival

How it Aids Reproduction






Hi Social Charmer,
 
Hopefully you're enjoying reading the Prologue (to get your free copy of the Prologue: An Introduction to Social Dynamics, sign up for our free StarterSeries of newsletters. )
 
In yesterday's CharmingChatter, we discussed what we mean when we say "Social Dynamics", and the various ways that improving your skills can dramatically impact on your life.
 
Today, we want to start introducing the basic concepts, and to kick things off, we thought we'd start with a bang:
 
We're going to tell you the purpose of life.
 
You read that right - we're going to let you know what YOUR purpose is as an organism on this planet.
 
No small feat, eh?
 
"Yeah right," we can hear you say. "You guys don't even know me - how can you know what my purpose in life is?"
 
Okay, so before you jump to the conclusion we're egotistical and delusional, we're going to caveat what we're saying here. First of all, we're making a distinction between the purpose of life and the meaning of it.
 
The purpose of something is "what it is used for" (e.g. "The purpose of a saw is to cut things"). It is inherently functional.
 
The meaning of something is its "significance or intended message" (e.g. "What is the meaning of that sentence?")
 
Thus, when we say we're going to tell you the purpose of life, we're only talking in terms of "what life is used for", a much more basic question than "what is life's significance" (we'll leave that debate to the philosophers).
 
Secondly, we said we're going to talk about your purpose as an organism on this planet, not as a human being with a higher calling. Though we will eventually get into the topics of finding your higher purpose, we're starting at the most basic: what is the most basic purpose of human life?
 
The answer? It's the same purpose shared by all forms of life:
 
Purpose 1:
Survive
 

 
Purpose 2:
Reproduce
 
 
That's it. Your purpose as a biological organism on this planet is to survive and reproduce. 
 
How This Works
 
Now please don't misunderstand us. We're not saying that this is the only thing that you can do with your life. What we are saying is that both of these things are necessary conditions for human life to continue existing on this planet (for the simple and obvious reason that if we stopped surviving and reproducing, pretty soon there wouldn't be anyone left).
 
It's also important to realize that this doesn't imply that we are in some way evil or soulless. If you think about it, all we are really saying is that - over time - those organisms that, for whatever reason (e.g. good genes, some advantageous mutation, etc.), were able to 'stick around' are the ones that are still around.
 
Put another way: let's say we had two organisms 10,000 years ago, both of which had offspring with slightly different variations. One of the offspring could move twice as fast as any other of that species. The other could barely move at all, but was covered in thick fur (yes, we know this would not really happen - this is just for explanation's sake).
 
That year, say there was a massive shift in climate, and as a result, the winter was twice as cold as it had ever been before. In this case, the slow-moving-but-furry organism would have had a much higher likelihood of surviving and passing on its genes to the next generation.
 
What's important to note is that neither the additional speed nor the fur was inherently better than the other, but it just happens that in the real world one made it easier to survive than the other. Had the winter not cooled down, it very well could have been that the other fast-moving organism would have been able to survive more strongly.
 
Let's take the same example, but this time the mutation that caused the fur also caused that organism to be infertile. In that case, no matter how well the organism survived the winter, it would have died out because it could not pass on its 'better' genes to the next generation.
 
What we are trying to illustrate here is that it isn't arbitrary that organisms are designed to survive and replicate: it's just a result of the simple fact that those organisms that DID survive and replicate are the ones that are still around. Easy.
 
The Power of Emotion
 
Moreover, remember that most of this process was happening before we as humanoids came on the scene, and way before we evolved with the large, 'rational' brains we have today (how rational they actually are is a subject for a different day).
 
Thus, even in humans, the way that those purposes - survival and reproduction - make themselves known is not through rational analysis, but through instinct and emotion - mechanisms that are far older than our logical, rational thought processes.
 
These emotions are often far more powerful than our rational minds, and in fact we couldn't get very far in life without them. In recent scientific studies, researchers have studied patients who had damage to the parts of their brains that control the formation and processing of emotion, but who still had their logical thought processes intact. 
 
The scientists found that, despite the patients' ability to reason, hold a conversation, and other tasks that require a high degree of reasoning ability, when asked to make a decision between two choices - even something as simple as which color socks to wear - they were unable to do so because they had no way to judge the relative value of their decisions. This demonstrates that the assignment of value to any object, action, or outcome is ultimately an emotional one. 
 
Understanding Humanity
 
So why is any of this important for improving your social skills?
 
In order to understand how someone behaves, you must first understand their values. These values include things that are conscious - they might value intelligence, friendship, or new experiences - and things that are so basic (like survival and replication) that they are often unconscious. 
 
Moreover, these unconscious values are often the very reasons behind the conscious values that people hold. For example, Sam might really value being intelligent because on some level he thinks (and rightly so) that if he's intelligent he'll a) make better decisions and not die; b) be able to make more money and thus be better able to survive and impress women; and c) have more luck directly because women are often attracted to intelligent men.
 
In another example, Sarah might value being kind and having strong relationships, but on some level this is because she believes that having close relationships a) will ensure that she has friends to support her if she needed it (survival), and b) could help her either meet guys or provide assistance if and when she has a baby (reproduction).
 
In the above example, Sam and Sarah had different values, but ultimately the reason they value those things boils down to survival and replication. For example, not many people value being sick (bad for survival) or being ugly (not good for replication).
 
Now, before we go any further, we want to be very clear that as you get deeper into this stuff, you will start 'seeing' things in a way - a much clearer way - than you have in the past. Types of behavior that may not have made much sense in the past will suddenly become clear. You will start seeing the underlying, unconscious reasons for much of human behavior.
 
We are saying that the reasons people do many of the things they do are ultimately rooted in pursuing survival and reproduction. We are not saying that they are lying to you when they say that they genuinely value money or friendship or being healthy or visiting new places, or whatever else they might say. The particular manifestations of their values are what make individuals unique, and if you start becoming paranoid that everyone's motives are not what they say they are, you won't enjoy life very much. The ultimate goal is simply to be aware of the forces at play so that it can guide your understanding of why things are they way they are. You can then use this knowledge to help you improve your ability to socially interact in a way that helps give everyone more of what they want.
 
In the next issue of CharmingChatter, we'll go into more detail on exactly how these core values of survival and reproduction help explain human social behavior, and start exploring how you can begin using this knowledge to achieve social mastery.
 
Until next time,
 
The Social Charm Team

[For more information on the latest news, findings, and expertise in human social dynamics, sign up for our free CharmingChatter newsletter or subscribe to our RSS feed.]

 

Executive Summary: Learning how to improve your social skills is one of the most effective things you can do to ultimately improve your life. When you're great socially, your career, love life, and friendships create a virtuous circle and enhance your life tremendously.
 
Well, with any luck you now hopefully have had a chance to sit down and start reading the Prologue. If you're like most people, you probably at least made it through the story about Joe, and hopefully got through the next section about "The Way Things Are Supposed To Be." (To get your free copy of the Prologue: An Introduction to Social Dynamics, sign up for our free CharmingChatter newsletter)

The next section in the Prologue is entitled "What Do You Mean, 'Social Dynamics'?" and helps define the area Social Charm specializes in. From the Prologue:
 
"Within the past five years the term [Social Dynamics] has grown to encompass studying and understanding the interactions of people within society, covering everything from how we communicate, judge each other, work together in groups, form friendships and romantic relationships, influence each other, and a host of other activities that involve interacting with or even just observing other people.

The study of social dynamics draws upon a wide variety of disciplines - neuroscience, evolutionary biology, influence theory, psychology, anthropology, information theory, and more - but it is far from being a useless academic discipline.

Instead it is perhaps the most intimately personal field of study, because it focuses precisely on something you deal with each and every day: other people.
 
It is also perhaps the most practical one, as its findings and theories often lend themselves to knowledge and skills that you can use immediately to improve your understanding of humanity and improve your relationships with friends, co-workers, professional acquaintances, and romantic interests.

It can guide you to understand yourself better and help you be more popular, more powerful, more charismatic, more empathetic, better liked, better understood, and better able to navigate though any endeavor you seek to undertake which relies upon your relationships with other people."
 
Thus, when we use the term "social dynamics", we mean anything that happens when one human interacts with each other in any way. By understanding how people interact and thus influence one another's thoughts, feelings, and behavior, we can not only gain more understanding of others, but of ourselves as well.
 
Can you think of anything more important than learning how to deal effectively with other people?
 
Ask five people "What's the most important thing for people to have to feel fulfilled in life?" 

Most people will probably say "Family" or "Friends", indicating that on some level they know this is true (even if their actions don't reflect this belief). All well and good, you say, but let's get real: everyone knows that other things are practically just as (if not more) important. Consider some other things they might say:
 
Money. Who makes more money, the engineer or the engineer's manager? The accountant or the salesman? The physicist or the entrepreneur? The answer is simple: all else being equal, being able to effectively manage people and sell (i.e. generate revenue) are the skills required in the highest paid professions in the world. Bill Gates? He had to sell a then-crazy idea to IBM that his little program called 'Windows' would be worthwhile. Jack Welch? He has said numerous times that his #1 priority and time commitment was managing and developing his people. Actors, actresses, or musicians? They have to sell themselves and their image to the masses every day - they sell movie tickets, CDs, and concerts tickets by commanding our attention. Though you might make a very good living through your technical competence or industry expertise, the fact of the matter is that for most people, being able to interact effectively in social situations is what most directly leads to monetary success.
 
Intelligence. Study after study has shown that - beyond a basic baseline of intellect - EQ (or Emotional Intelligence) is a far better predictor of long term success and happiness than is IQ. And what is EQ? This means to be able to understand and effectively manage the emotions within yourself and others. It is no surprise that this is exactly what the study of Social Dynamics teaches.
 
Health. Numerous studies have indicated a link between higher social status (i.e. having more friends, better relationships, among other things which we'll cover) and improved health and longevity.
 
Power. Power is the ability to make what you want happen. How else could you possibly do this other than through your relationships with and influence on people? Many of the most powerful men in history were nearly paupers - they derived their strength through their ability to move the masses.
 
Sex, Love, or Friendship. These things - by definition- require other people.
 
No matter how you think about it, improving your ability to relate to others is the single most important thing you will ever do to improve the quality of your life. Over the next few weeks as you go through life, think about what might be possible if you suddenly had the ability to effortlessly interact with others in a way that helped you get what you wanted.
 
To understand the secret to doing this, you must begin by understanding human nature on it's most basic level. In doing so, we'll discuss the two fundamental purposes that every person on this planet has in common: survival and replication. We'll cover this in more detail tomorrow.
 
Until Then,
 
The Social Charm Team
 
[To receive more information on the latest articles, findings, and advice on human social dynamics, sign up for our free CharmingChatter newsletter, or subscribe to our RSS feed.]

Executive Summary: The last 4 factors that you need to master to improve your social skills, and the difference between knowledge and skill.
 
Hi Social Charmer,

 

You're getting close. We're now on issue #8 of this ramp-up series, and we hope you're finding these posts useful on getting you up to speed. Remember that you can send us feedback or questions at any time via e-mail at CharmingChatter@socialcharm.net or visit the "Contact Us" section of our website, www.socialcharm.net.  You (and people like you) are the ones who pay our bills, so we like knowing what we can do to make you happy.

 



Welcome to CharmingChatter

Posted by: bflorez in StarterSeries on

Dear Reader,

On behalf of our entire team, let me be the first to thank you for
subscribing to this CharmingChatter newsletter, and to welcome you to Social Charm.

Social Charm is here to provide you with the information, tools,
and support you need to DRAMATICALLY improve your social skills.

Whether it's for dating, for your career, or for improving the
quality of ALL your relationships, we're here to help.

Every week, you will receive this CharmingChatter newsletter, which will contain...

  • Basic lessons and concepts in human social interaction.
  • The latest scientific findings in human behavior and psychology.
  • Tips & techniques to help you improve your social savvy.
  • Answers to questions posed by our readers.
  • Stories, exercises, and other interesting content.
  • Special offers & discounts on Social Charm products & services.

If at any point you no longer wish to receive the newsletter, you
can always unsubscribe by clicking on the 'unsubscribe' link at the bottom of the newsletter.

If at any point you have questions, comments, concerns, or praises, please don't hesitate to contact me directly at the e-mail address shown below.


At SocialCharm, we believe that improving your ability to interact
with and relate to other people is the SINGLE MOST IMPORTANT thing you can do to improve your health, your wealth, and your happiness.

Stick with us, and we're sure you'll eventually agree.

Talk to you again soon.

Warm Regards,
Brendan

Brendan Florez
President & CEO
Social Charm, LLC.
E-mail: Brendan.Florez@socialcharm.net

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