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Don’t let the other person say no. Ask questions that make them say yes.

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Agree to waive some money instead of losing a customer.

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Listen attentively.

Many people call a doctor when all they really want is an audience.

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Talk about the things that interest others. Pay a genuine compliment to something you can

genuinely admire about a person.

Always make the other person feel important and appreciated.

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Give people seemingly interesting and important-sounding responsibilities to feed their ego.

Then express their unique qualifications, making them feel like the only person for the job.

Then give them the task before they are able to say how much they dislike it

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Respectful phrases -

• "I’m sorry to trouble you"

• "Would you please,"

• "Would you be so kind as to"

Show that you trust the other person to do something

Show confidence in someone, especially in his weaknesses - the things he isn’t confident of himself -

and he will remain loyal for life.

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Never insult or prove someone wrong, especially in front of others.

Make the other person feel important by telling them they are right and agreeing with them.

If they are wrong, never offer unsolicited advice, suggestions, or corrections.

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The only way to win an argument is to avoid it. Proving someone wrong will only insult their pride.

After an argument, both parties are left even more convinced they were right.

“A man convinced against his will is of the same opinion still”

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If a customer dislikes your product but likes another, agree with them and even praise the other

company. Show that you support and respect any decision they make.

They’ll be staggered - because they expected you to rebel. But rebelling would’ve only pushed them

further into buying from the other company.

Use this moment when they’re shocked, do go over the merits of your products again.

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A person wants to feel important.

If you argue, they get that feeling by proving themselves superior and disagreeing with you.
Disagreeing or proving someone wrong will only make them justify themselves further.

If you agree with them or feed their ego, they will display their magnanimity.

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The resentment caused by doubting someone’s thoughts leads them to continue clinging to them.

Our first reaction to most statements is one of evaluation and judgment, not understanding.

Few people like bitter truths that reflect poorly on their judgment.

Instead of contradicting directly, say how their opinion may be true in some cases but may not apply

here.

Ask why they are angry and where the problem lies. Then, gently resolve the issue. Judge people by

their own principles, not your own.

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Better to give the road to the dog than to get bitten while fighting for it.

Enmity ends with love or the end of one party.

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When two partners always agree, one of them is unnecessary.

Welcome disagreements.

Be thankful when a mistake in your work is brought to your attention.

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Listen first and let the other person talk.

Look for areas of agreement or accept your mistakes.

Apologize to give the person a chance to expand their ego by being magnanimous.
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Thank your opponent for showing interest.

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Teach people as if you taught them not. Unknown things should be proposed as familiar.

You cannot teach a man anything; you can only help him find it within himself.

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Smiling while talking on the phone will transfer that warmth to your voice.

Be friendly with everyone. Recognize people, and you’ll be recognized.

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Say, "Well, I thought otherwise, but I may be wrong. Let’s examine the facts."

Admitting you may be wrong will inspire others to be broad-minded and admit they, too, may be

wrong.

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Admit your mistakes quickly. Then go against yourself and let the other person defend you.

Admitting your mistake and asking for punishment allows the other person to display their mercy

and forgiveness.

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Complementary closure to a letter: "So here is the handshake over many miles, and I am, Yours

Sincerely."

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Raise people on a pedestal and make them feel like they have moral duties or responsibilities.
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Talk about your own mistakes first. Never expect a person to measure up to your yardstick.

In other words, don't expect people to match your level, especially if they are younger, have less

expertise, or are in a different situation. Call attention to people's mistakes, but also imply that it is

not their fault and that these things come with experience.

Instead of saying, "You should have done this!" use a softer approach, like "It would have been wiser

to do this." The next best thing after praising and then criticizing is to criticize, then praise, while

humbling yourself in the process.

Insinuate how a mistake could tarnish that person's image or reputation. Use phrases like, "Oh, so

this mistake happened. You know, I also had a problem with this mistake. So, what I do now is…"

Never give direct orders. Instead, give suggestions. Allow people to do things on their own and learn

from their mistakes, rather than doing something just because you told them to. While giving

suggestions instead of orders, explain why complying with your suggestion would be beneficial.

Instead of issuing commands and hearing excuses like, "It’s not possible," ask them, "What do you

need?" or "What can we do to make this possible?" Let the other person save face. Give them an

escape route to avoid ridicule or mockery.

Assign people seemingly big roles to satisfy their egos. While firing someone, express your genuine

desire to keep them. Praise their good work and support them in their future endeavors. The more

confidence you show in people, the better results they will deliver, and the more they will rely on

you.

Express your confidence in people publicly. This will make them feel obligated to live up to your

trust. Learn to forgive. The moment someone shows improvement, appreciate them heartily. This

will motivate them to improve further, just to hear your praise.

reputation to live up to, and they will at least try to fulfill it.

If you want to improve someone's characteristic, act as though it is already one of their strengths.

Make someone believe they are someone great or capable of becoming great. Such is the power of

belief.

Make a person's faults seem easy to fix. This will give them the motivation to try, as they won’t view

their faults as a long and tedious project. Make a complete amateur feel perfectly suited for a new

job by genuinely praising their strengths and showing how they uniquely equip them for the role.

If you don’t want someone to do something, make it seem like they are too important for such trivial

tasks.

Make the other person happy to comply with what you want. Frame it as though it would be a great

favor if they agree to do it. Uplift the task you want someone to do and downplay the task you don’t

want them to handle.

Almost "bribe" people with rewards to encourage proper action. Without any visible incentive,

people might lack motivation to act. If you must refuse someone, express your desire to accept but

regretfully state that you cannot.

Give people posts with grand titles to make them feel important, even if the actual work is menial.

Do not promise anything you cannot deliver.

Know exactly what you want the other person to do and show them how they will benefit from

doing it. Make it clear that the task is necessary and that if they complete it now, they won’t be

burdened with it later.

Encourage employees to commit to work faster, even during lean seasons. Remind them that some

work will always slip through the cracks, but staying proactive is essential.