Pride

Pride is the exact opposite of self-esteem. A prideful person gets no pleasure out of having something, but only out of having more of it, better or bigger than someone else’s, or something that no one else has. It is the comparison that makes you proud, the pleasure of being above the rest. Contrary to popular opinion, there is no lasting joy or fulfillment in pride. Peace and satisfaction will never come because the looming possibility of something or someone bigger and better coming along will always exist. One relishing their position at the top of the hill can never rest easy for too long.[4] Pride is a false sense of accomplishment because it is not based on true or pure motives. As C.S. Lewis observed, ‘‘Pride is a spiritual cancer; it eats up the very possibility of love, or contentment, or even common sense.’’

Pride is being secure in and taking pleasure in external things like possessions, degrees, influence, or position. People who have too much pride constantly compare themselves to others in an attempt to help them feel better about themselves. They love to gossip and pull others down. They are always concerned about who is right instead of what is right. They have a scarcity mentality that there never is enough for everyone. As Stephen R. Covey wrote, ‘‘An abundance mentality springs from an internal security, not from external rankings, comparisons, opinions, possessions, or associations.’’[5]

Self-esteem and pride are actually opposites, even though the terms are commonly thought to be interchangeable. Pride is usually a red flag for low self-esteem because people use it to cover their weaknesses and insecurities. People afflicted with pride usually have a low opinion of themselves. They often will bully or berate others to feel and manifest their own self-importance. With self-esteem, there is an internal security about who you are. You are fine with what you are and what you are doing. You like to help others and are not concerned with what people think. You like to lift others up and enjoy an abundance mentality.

Notice the comparisons between the two attributes:

	Pride		Self-Esteem
	External security		Internal security
	Scarcity mentality		Abundance mentality
	Comparisons to others		No need to compare
	Value in possessions or positions		Value in self
	Tears others down		Lifts others up
	Concerned with who is right		Concerned with what is right

[4]Stephen R. Covey, Principle-Centered Leadership (New York: Simon & Schuster, 1990).

[5]Ibid.

The Ego

We all have an ego, and at times a very fragile one. We all yearn to feel important. The ego, or the individuality of each person, demands respect, wants approval, and seeks accomplishment. Deep inside every man and woman is a desire for importance and approval. This ego of ours can cause us to act illogically and destructively, or it can cause us to act nobly and bravely. When our ego is starved, we seek nourishment for it in any way we can get it. Feed the hungry ego and it will be more persuadable. This hunger is universal; we need our ego fed on a daily basis. We have to have an affirmation every day that our worth as a human being is still intact and that we are appreciated and noticed. After analyzing many surveys, Researcher J.C. Staehle found that the principal causes of dissatisfied workers stemmed from the actions of their supervisors.[6] Those actions included the following, listed in the order of their importance:

Failing to give employees credit for suggestions

Failing to correct grievances

Failing to encourage employees

Criticizing employees in front of other people

Failing to ask employees their opinions

Failing to inform employees of their progress

Practicing favoritism

All of these causes are related to a bruised ego. This is unfortunate because studies show that employees are most effective when they are recognized for their efforts. Psychologists at the University of Michigan found that the foreman of a construction crew who is interested in the people working under him gets more work out of them than the bossy type who tries to force them to work harder.[7]

In an interesting study, school administrators sought to find the ratio of positive to negative statements overheard in the schools’ faculty lounges. Thirty-two schools throughout the nation were visited. Now would you be more likely to assume that there were more positive or more negative comments? Negative? Well, you’re right, but you may not realize how right you are. Researchers were shocked to tally up the statements and find that the ratio was 6 percent positive statements to 94 percent negative statements![8 ]This is certainly a startling result for those of us who find ourselves in positions of leadership.

When you find yourself in a persuasive situation, it is essential that you seek to enhance your prospect’s ego in some way. Too often we present ourselves in a manner that instills feelings of threat, competition, jealousy, and mistrust. When enhancing someone’s ego, be sure your praise is sincere and genuine. When we solicit someone’s cooperation , everyone wins. For example, what happens when a sales associate tells a woman she looks great in the dress? The woman changes back into her original outfit and heads straight for the register! She feels great and the associate gets her sale. Or how about when the lady in shipping says she can really tell you’ve been working out? You do your

‘‘Can you tell?’’ expression, and then the next thing you know, you’re helping her carry boxes. You get to bask in the glory of someone announcing that they think you look strong, and then you’re extended the opportunity to demonstrate your power and might.

We can all learn from General James Oglethorpe’s example. The general desired King George II of England’s permission to establish a colony in the New World. Yet none of his arguments or presentations, no matter how carefully crafted, won the king over. At last, the general had a brilliant idea. He proposed that the colonies be named after the king. Suddenly, the general had not only permission, but abundant financial means and even people to help populate the new colony of Georgia.

There is a particular set of ego rules that should be employed when dealing with a superior. If you are trying to impress your boss, you should approach it differently from how you would handle an employee. Always make those above you feel comfortably superior. In your desire to please or impress them, do not go too far in displaying your talents. Otherwise, you might accomplish the opposite of what you hoped for by inspiring fear and insecurity. When a student outshines the master, there is a blow to the ego. The master wants to appear more brilliant than the student.

Challenge to the Ego

Here’s another very effective technique. Anytime someone challenges your abilities, especially your abilities to do your business, what’s your immediate and instinctive reaction? To prove them wrong! Try politely expressing your concerns about your proposal and then watch the results. For example, if you said to a supervisor, ‘‘I’m not sure you’re able to get those reps of yours producing, so I may hire a consultant.’’ Don’t worry, that guy will be on it, pronto! Or when you say, ‘‘You probably don’t have the authority to pull this off,’’ the prospect will make sure to show you that he does indeed have that power! When employing this technique, however, be careful to avoid damaging the ego. When you cause damage instead of producing a challenge, you will create an air of indifference from your prospect.

Another challenge to someone’s ego is commonly used by sports coaches in a team environment. When during football practice a player is not putting in 100 percent, is late for meetings, or keeps making the same mistake, the coach has a perfect ego-based solution. He brings the team together and explains exactly what has happened with that particular player. He then has the whole team, except for the guilty player, run laps. This punishment is a challenge to the ego of this football player. Such a situation only has to happen once to be persuasive for each member of the team. Of course, the technique also works if the player also has to run with the whole team, but having him watch magnifies the results.

There are many challenging messages geared toward our egos. Think of a multilevel marketing meeting, where managers say they are looking for ‘‘go-getters’’ and ‘‘people who can take action.’’ Or what about a teacher who tells the student, ‘‘I’d like you to do these advanced assignments’’? I have seen sales representatives make a subtle attack on the prospect’s ego when they were not getting the sale. They simply say, ‘‘I guess you don’t have the authority to make that decision.’’ You should see the egos take action! Another example is giving people credit for things they don’t even know. When you give people credit for knowing something they really know nothing about, they generally will say nothing and allow you to believe them to be smarter or more aware than they really are. The catch is that they then will try to live up to the undeserved credit that you have bestowed upon them in order to lead you to believe they really are smart. You have heard such phrases as, ‘‘You probably already know. . . .’’ or ‘‘You will soon realize . . .’’ These are direct challenges to our egos.

Respond Instead of React

In persuasion, we are faced with the difficult task of building the egos of our listeners while placing our own egos on hold. In order to effectively persuade, you have to let go of your ego and focus on your objective. You don’t have time to mend a bruised ego. Check your ego at the door and remember your overriding purpose. Focus on persuasion, not on yourself.

[6]Maxwell and Dornan, Becoming a Person of Influence, p. 43.

[7]Science Newsletter, April 16, 1949.

[8 ]K. Erickson, The Power of Praise (St. Louis: Concordia Publishing House, 1984), pp. 79–80.