You are almost at the end of this book, and up until now, I’ve focused more or less exclusively on how you can get other people to see you more positively or accurately—how you can come across to others the way you intend to. Successful communication just isn’t possible without a clear picture of how other people perceive you. But there are two other elements of successful communication that I haven’t addressed directly: accurately perceiving others and accurately perceiving yourself.
Let’s face it—it’s not particularly fair to complain about other people not really “getting you” when you aren’t really getting them either, is it? And beyond that, there are obvious advantages to reading other people—their intentions, their feelings, and their character—as accurately as possible. But you and I, as perceivers, are just as vulnerable to being influenced by faulty assumptions, biases, and lenses as everyone else is. We’ve got the same mental hardware as everyone else, we have the same limited time and energy, and so we take the same shortcuts without realizing it.
Only now, hopefully, you do realize it. And that’s half the battle. Awareness of bias makes it easier to mitigate or root out bias entirely. What’s the other half? Whenever you are forming an impression or making a judgment about a person, remember to use these strategies:
Imagine that you are considering two candidates for a management position—Eliot and Joanna. You know them both, but not particularly well. You are worried that Joanna may not be assertive enough to be an effective manager—there was that one time that she seemed reluctant to take the lead on a project—so you are thinking of giving the promotion to Eliot. (The stereotype that women are less assertive may well be biasing your perception here.)
To evaluate this decision correctly, you need to consider four kinds of evidence. When assertiveness was called for . . .
Instances where Joanna was not assertive | Instances where Joanna was assertive |
Instances where Eliot was not assertive | Instances where Eliot was assertive |
Thanks to confirmation bias, we tend to look only at hypothesis-confirming evidence (i.e., instances where Joanna was not assertive—just one of the four boxes above) and ignore the rest.
So when you are making judgments about other people, make sure you are checking all four quadrants—considering evidence for and against your hypothesis and considering what other people have done under similar circumstances.
I wrote this book to help people understand why they are so often misunderstood, because it happens a lot. But the truth is, not every misunderstanding is . . . well, a misunderstanding. Sometimes, the perceiver is seeing the truth about you, and you are the one with blinders on.
Really knowing yourself is harder than you might think. As I’ve mentioned many times throughout this book, we don’t always have access to what’s going on in our own minds. And we are complicated creatures, with multiple selves to contend with. (Are you really the same person with your close friends that you are at work or with family?) We also have particular motivations—we want to see ourselves in certain ways. There’s no objectivity in perception, whether you talking about perceiving others or perceiving yourself.
So how do you know if you are being misunderstood and misjudged or if you are fooling yourself? It’s not easy to know, to be honest. And it’s a topic that really deserves its own book. But one piece of advice I can give you is to look for consistency across perceivers. In other words, if everybody—your friends, your family, your colleagues—is making the same “mistake” about you, then it’s probably not a mistake at all. And then it’s time to go into Phase 2 for you, to question the assumptions you’ve been making about yourself and reconcile others’ version of you with your own.
. . .
Perceiving people—including yourself—accurately is perhaps the most difficult thing we humans do. People are complicated, and their words and deeds are riddled with ambiguity and open to interpretation. We don’t realize that’s the case, because the way our brains are wired makes perception feel so obvious and effortless. But it’s neither—which is why we so often screw it up.
If you want to come across the way you intend to—to have other people see you as you (think you) are or as you’d like to be seen—you are going to have to give them a hand. Remember that it doesn’t help to blame the perceiver for getting you wrong. Instead, try making it easier for him or her to get you right.