Joe Navarro

I have one I deal with who has Asperger's and so he sometimes jerks. And so there's a lot of discomfort I find from others in reading him. I don't have any problem. I just see it. Okay, this is his normal behaviors and we get it around. But you can tell a lot about a person And when you've invested in things, you're doing your diligence and you're talking to people.

Yeah, you can look at the numbers all day long, but you also are looking at the nonverbals and saying, you know, are they communicating confidence or are they communicating desire or need or any kind of frailty?

Yeah, you can look at the numbers all day long, but you also are looking at the nonverbals and saying, you know, are they communicating confidence or are they communicating desire or need or any kind of frailty?

You know, that's an interesting observation, Stephen. And it's very good that you observe the discrepancy. One of the things that I look for is what is their role going to be? I don't mind that somebody is nervous. I myself, early on, coming from a humble background, was often nervous. I tend to focus on the things that most organizations don't put into their plan to look for.

You know, that's an interesting observation, Stephen. And it's very good that you observe the discrepancy. One of the things that I look for is what is their role going to be? I don't mind that somebody is nervous. I myself, early on, coming from a humble background, was often nervous. I tend to focus on the things that most organizations don't put into their plan to look for.

One of them is problem solving. Give me a list of the problems you have solved. Most people, when they hire, they never ask that question. I can do Excel. I know Microsoft. That's great. Please tell me what problems you have solved at your last job and how efficiently did you do it?

One of them is problem solving. Give me a list of the problems you have solved. Most people, when they hire, they never ask that question. I can do Excel. I know Microsoft. That's great. Please tell me what problems you have solved at your last job and how efficiently did you do 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.

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.