Joe Navarro

Because one of the things that I look for is how many instances they tell and how they describe it. Because here's what's interesting. The person who solves the problem goes into the detail and feels the emotion of the person that's telling the story only conveys it but doesn't know the emotion that is attached to solving it.

Because one of the things that I look for is how many instances they tell and how they describe it. Because here's what's interesting. The person who solves the problem goes into the detail and feels the emotion of the person that's telling the story only conveys it but doesn't know the emotion that is attached to solving it.

So when that little child finally figures out how to, you know, you give them a trick lock where would things have to go this way or this way, and then the little thing opens. When they come back and tell you that, you see the gravity-defying behavior, the arching of the eyebrows, the bright eyes, and say, and I solved it. I solved it. I got in there. Yeah, right?

So when that little child finally figures out how to, you know, you give them a trick lock where would things have to go this way or this way, and then the little thing opens. When they come back and tell you that, you see the gravity-defying behavior, the arching of the eyebrows, the bright eyes, and say, and I solved it. I solved it. I got in there. Yeah, right?

The person that's just telling you this story doesn't know the emotion that goes with it. The other thing that I look for is, and they may be nervous or whatever, is how good are they at observing? This is the one question that has actually saved a lot of companies when I say, make sure that from now on you ask, how good are you observing? And they'll say, well, observing what?

The person that's just telling you this story doesn't know the emotion that goes with it. The other thing that I look for is, and they may be nervous or whatever, is how good are they at observing? This is the one question that has actually saved a lot of companies when I say, make sure that from now on you ask, how good are you observing? And they'll say, well, observing what?

Everything that matters. People, events, opportunities. If you come to me and say, well, I can code this. Okay, that's great. But in the position that you're going to be in, you're going to be managing people. How good are you at observing people? The great thing about companies that seek this is, all right, so when you go and you business, you go see your subsidiary, what are you looking for?

Everything that matters. People, events, opportunities. If you come to me and say, well, I can code this. Okay, that's great. But in the position that you're going to be in, you're going to be managing people. How good are you at observing people? The great thing about companies that seek this is, all right, so when you go and you business, you go see your subsidiary, what are you looking for?

What are you observing? Well, I want to look at the books and everything. How about the attitude of the people? Are people content? Are they happy? Or do they all look like they're constipated? I mean, I've been into companies that the minute I walk in, I go, oh, geez, you've got management problems here. And the guy goes, did somebody tell you?

What are you observing? Well, I want to look at the books and everything. How about the attitude of the people? Are people content? Are they happy? Or do they all look like they're constipated? I mean, I've been into companies that the minute I walk in, I go, oh, geez, you've got management problems here. And the guy goes, did somebody tell you?

I said, well, I'd have to be clinically stupid not to recognize that all these people are walking around with their heads hung low. that they make no eye contact, they pass each other in the subway and they don't talk to each other. You've got management issues here. And it's like they hired for this skill, but is that really what you need when you actually need somebody that is a great observer?

I said, well, I'd have to be clinically stupid not to recognize that all these people are walking around with their heads hung low. that they make no eye contact, they pass each other in the subway and they don't talk to each other. You've got management issues here. And it's like they hired for this skill, but is that really what you need when you actually need somebody that is a great observer?

I think confidence can absolutely be trained. Coming from Cuba, where we lost everything, arriving as a refugee, having nothing, and then all of a sudden, the FBI asked me to become an... I didn't apply to the FBI. The FBI actually came to me and asked me to apply. And then all of a sudden, I said, are you guys serious? It's like, I'm 23 years old. I'm barely learning how to shave.

I think confidence can absolutely be trained. Coming from Cuba, where we lost everything, arriving as a refugee, having nothing, and then all of a sudden, the FBI asked me to become an... I didn't apply to the FBI. The FBI actually came to me and asked me to apply. And then all of a sudden, I said, are you guys serious? It's like, I'm 23 years old. I'm barely learning how to shave.

And with no confidence whatsoever, and they teach you to be confident. You can teach confidence. And what I tell people is the easiest way to learn confidence is to be confident about one thing. I don't care if it's you stack papers better than anybody else. I don't care if it's the way you make your bed, any small things. Show me that you're confident.

And with no confidence whatsoever, and they teach you to be confident. You can teach confidence. And what I tell people is the easiest way to learn confidence is to be confident about one thing. I don't care if it's you stack papers better than anybody else. I don't care if it's the way you make your bed, any small things. Show me that you're confident.

Show me that that's better than anybody else's. And the minute you can be confident about one thing, now you can be confident about two things. And then you can be confident about three things. This nonsense that I often see people say, well, just come in and be confident. I think that's nonsense. I think you have to learn and your physiology has to learn to be confident about one thing.

Show me that that's better than anybody else's. And the minute you can be confident about one thing, now you can be confident about two things. And then you can be confident about three things. This nonsense that I often see people say, well, just come in and be confident. I think that's nonsense. I think you have to learn and your physiology has to learn to be confident about one thing.

With me, I was confident in playing football. I was fast. I could do certain things. I was confident about that. I knew that in basketball, I could shoot a three-pointer. Confident about that. but not confident about a host of other things. To be in a room full of executives, I remember when I had no confidence. So how do I work on that?

With me, I was confident in playing football. I was fast. I could do certain things. I was confident about that. I knew that in basketball, I could shoot a three-pointer. Confident about that. but not confident about a host of other things. To be in a room full of executives, I remember when I had no confidence. So how do I work on that?