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Last Updated on January 1, 2019

9 Powerful Techniques to Help You Build Rapport with Anyone

9 Powerful Techniques to Help You Build Rapport with Anyone

If you have ever heard the expression “doesn’t meet a stranger,” you likely know that the phrase describes someone who is unconditionally friendly and able to converse with anyone. Some people have this trait, and others wish they did.

I cannot tell you how many times a colleague has walked into work or sat down to talk to me at an event only to say, “Hey, I met your mother. She is so friendly and so nice.” My mother truly doesn’t meet a stranger. She seeks to find common ground with each person she engages.

Throughout my life, I have met other people who can walk into a room of strangers and emerge with the seeds for deep relationships and bonds. These people are open, vulnerable and – typically – great listeners. From these folks, I have learned several techniques for building rapport with anyone:

1. Shift Your Mindset to an “I Am Worthy” One

If you struggle with feelings of low-worth, you may have difficulty building rapport. You will wrongly believe that other people are better than you, and perhaps that you do not deserve to be in communication with them.

You must believe that you are worthy in order to share your ideas, challenge ideas that are incongruent with your belief system and banter with others.

If you want to learn the skill of building rapport with anyone, you must first examine how you esteem or view yourself. At your core, you are worthy. You do not have to do or be anything to be worthy; you are worthy by virtue of your existence.

You are worthy because you are living the human experience. If you can shift your mindset and truly embrace your worth, it will be easy to build rapport with others.

2. Ask Some Variation of “Tell Me About Yourself”

I recently read a fascinating article by New York Times reporter Jolie Kerr about NPR host Terry Gross.[1] Gross, the host of “Fresh Air,” starts her interviews by asking subjects to tell her about themselves.

She says opening interviews this way allows her to avoid mistakes that places subjects on the defense. She is also able to learn, via their own words, what’s important to them. Conversationalists may consider doing the same way.

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3. Look for Indicators of Shared Humanity

At our core, we are all the same. When I feel anxious about being in a relationship or conversation with people who appear “perfect” or are very accomplished, I remind myself that at our core, we are all the same.

Regardless of how much money individuals have in the bank, they want to be treated with the same dignity and respect that each of us requires for ourselves. They want to be liked because of who they are, not because of what they have.

If you can remember that, at our core, we are all the same, you will be better positioned to build rapport with anyone.

4. Identify One Thing You Can Appreciate About the Person with Whom You Are Conversing

I grew up in a very religious household. Our entertainment was going to church revivals or visiting my mom’s friends’ churches. When our church had events, different speakers with different styles would preach sermons.

I learned that regardless of who the preacher was, the tempo of the music for different churches, I could receive something from the speaker. As a young adult, I worked for a Lutheran social service organization, and my mentor was a Methodist minister.

As a result of these experiences, on one day I could be in an apostolic church, and on another I could be in a Lutheran church. One day, I could be at a Pentecostal revival, and another day I could be at a Lutheran auxiliary meeting.

Over time, I learned that it didn’t matter the race or religious tradition of the group I was visiting; if I paid careful attention and tried hard, each speaker and each congregation had something unique and worthwhile to offer.

The same is true in conversation. Separating the truly disgusting people who harm children or exploit the vulnerable, there is something to admire about almost everyone. Even your enemies have admirable traits. Even the colleague who annoys or triggers you in ways you didn’t know were possible has something that is worthy of praise.

If you approach every conversation with this mindset, you will indeed be able to build rapport with almost anyone.

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5. Inquire About Family, Friends and Pets Only If Your Speaking Partners Introduce These Areas First

If you feel stuck in a discussion and are not sure how to make a connection, look for cues that the person with whom you are speaking is open to discussing his or her family or pets. These areas are deeply personal, and while most people gush when talking about their family and the animals that they adore, you have no idea what is happening in a person’s life that may make him or her less than receptive to tackling these issues.

Not every person’s life is filled with happy memories or experiences about family, friends or pets. For instance, there was a time in my life where I hated engaging with people outside of close friends about my oldest son, who at the time was living with his father. Being in situations where people assumed I had custody and then not knowing how to discuss the situation triggered anxiety and stress. I would get defensive or look for ways to exit the conversation.

I have also been on the opposite end where I asked what seemed to be a benign question about a person’s child only to learn that the child had recently passed away.

I offer these examples as cautionary tales – listen to determine what topics are within bounds and which ones are off-limit.

6. Research

To have substantive conversations, you must research the person or persons with whom you are engaging. You should know what drives them professionally and personally. This technique is more appropriate when you are attending an event and have a sense of who will be at the gathering.

In the age of social media, this information may be more readily accessible than you expect.

7. Listen

Listening is an underrated skill. As a society, we are intentionally taught how to listen well. Even when we invite colleagues or friends out for lunch or dinner, most of us struggle with the urge to check social media, text messages or email.

When we are not distracted by technology and devices, sometimes we prepare responses while the person with whom we are engaging is still speaking.

Listening highlights how you hold the other person in esteem. Since many people are poor listeners, when you exhibit good listening skills, you signal to other people that you are interested and that they are worthy.

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The respond in kind by having positive feelings about you and by wanting to be in conversation with you again.

8. Be the Person Who Tells the Truth

In my professional career, I have developed a reputation as a truth teller. I work to tell the truth in love and to tell the truth even when doing so carries some risk. I am learning that people in authority or in great leadership positions do not always have people around them who are willing to tell them the truth.

Honesty requires courage and a willingness to take a chance. It requires diplomacy and wisdom – and you must understand the conditions that make different leaders more receptive to truth. But many leaders can come to appreciate someone who they know will be honest with them.

If a leader asks you how you truly feel, find the courage and the words to diplomatically and carefully tell the individual the truth. This will improve your rapport with the leader.

9. Be Open

So many conversations at happy hours, receptions, conferences and events are transactional and shallow. I am skeptical that many result in genuine and authentic connections.

I think one of the reasons this happens is because everyone has a representative, the better version of ourselves whom we send to social events. When someone dares to send or show up as their real selves, the decision is like a breath of fresh air. And it allows others the freedom to shed the persona and the liberty to be themselves. This works in large settings, and it can work as a technique to build rapport.

When I advise that you be open, I am not referring to giving too much information too fast or doing so in a way that is irresponsible. I mean acknowledging where you are in the moment.

If you are at an event but are focused on a presentation that you have that went awry, say that. The conversation may go something like this,

“I really am interested in learning more of what this speaker has to say, but I am mentally stuck thinking about a presentation that I just gave that didn’t go according to plan.”

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When you do this, you give voice to what you are holding inside and you let the person with whom you are engaging know that there are dynamics at play that impact how you are showing up.

The Bottom Line

You can indeed build rapport with anyone, and these tips show you how.

If you are experimenting with other strategies for building rapport with others, I would love to hear about them. Feel free to message me on Twitter or LinkedIn and share what you are doing and how it’s working for you!

More Resources to Enhance Your Communication Skills

13 Best Communication Books for Stronger Social Skills & Relationships

7 Most Important Communication Techniques to Master in the Workplace

12 Tactics to Negotiate Better and Not Be a Pushover

13 Powerful Listening Skills to Improve Your Life at Work and at Home

Featured photo credit: rawpixel via unsplash.com

Reference

More by this author

Jennifer R. Farmer

An author and public relations expert specializes in helping socially-conscious entrepreneurs, celebrities and activists

Conflict Management Styles for Effective Communication at Work What Are Interpersonal Skills? Master Them for Better Relationships 9 Powerful Techniques to Help You Build Rapport with Anyone 12 Tactics to Negotiate Better and Not Be a Pushover 13 Best Communication Books for Stronger Social Skills & Relationships

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Last Updated on February 21, 2019

The Secret to Effective Conflict Resolution: The IBR Approach

The Secret to Effective Conflict Resolution: The IBR Approach

In business, in social relationships, in family… In whatever context conflict is always inevitable, especially when you are in the leader role. This role equals “make decisions for the best of majority” and the remaining are not amused. Conflicts arise.

Conflicts arise when we want to push for a better quality work but some members want to take a break from work.

Conflicts arise when we as citizens want more recreational facilities but the Government has to balance the needs to maintain tourism growth.

Conflicts are literally everywhere.

Avoiding Conflicts a No-No and Resolving Conflicts a Win-Win

Avoiding conflicts seem to be a viable option for us. The cruel fact is, it isn’t. Conflicts won’t walk away by themselves. They will, instead, escalate and haunt you back even more when we finally realize that’s no way we can let it be.

Moreover, avoiding conflicts will eventually intensify the misunderstanding among the involved parties. And the misunderstanding severely hinders open communication which later on the parties tend to keep things secret. This is obviously detrimental to teamwork.

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Some may view conflicts as the last step before arguments. And they thus leave it aside as if they never happen. This is not true.

Conflicts are the intersect point between different individuals with different opinions. And this does not necessarily lead to argument.

Instead, proper handling of conflicts can actually result in a win-win situation – both parties are pleased and allies are gained. A better understanding between each other and future conflicts are less likely to happen.

The IBR Approach to Resolve Conflicts

Here, we introduce to you an effective approach to resolve conflicts – the Interest-Based Relational (IBR) approach. The IBR approach was developed by Roger Fisher and William Ury in their 1981 book Getting to Yes. It stresses the importance of the separation between people and their emotions from the problem. Another focus of the approach is to build mutual understanding and respect as they strengthen bonds among parties and can ultimately help resolve conflicts in a harmonious way. The approach suggests a 6-step procedure for conflict resolution:

Step 1: Prioritize Good Relationships

How? Before addressing the problem or even starting the discussion, make it clear the conflict can result in a mutual trouble and through subsequent respectful negotiation the conflict can be resolved peacefully. And that brings the best outcome to the whole team by working together.

Why? It is easy to overlook own cause of the conflict and point the finger to the members with different opinions. With such a mindset, it is likely to blame rather than to listen to the others and fail to acknowledge the problem completely. Such a discussion manner will undermine the good relationships among the members and aggravate the problem.

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Example: Before discussion, stress that the problem is never one’s complete fault. Everyone is responsible for it. Then, it is important to point out our own involvement in the problem and state clearly we are here to listen to everyone’s opinions rather than accusing others.

Step 2: People Are NOT the Cause of Problem

How? State clearly the problem is never one-sided. Collaborative effort is needed. More importantly, note the problem should not be taken personally. We are not making accusations on persons but addressing the problem itself.

Why? Once things taken personally, everything will go out of control. People will become irrational and neglect others’ opinions. We are then unable to address the problem properly because we cannot grasp a fuller and clearer picture of the problem due to presumption.

Example: In spite of the confronting opinions, we have to emphasize that the problem is not a result of the persons but probably the different perspectives to view it. So, if we try to look at the problem from the other’s perspective, we may understand why there are varied opinions.

Step 3: Listen From ALL Stances

How? Do NOT blame others. It is of utmost importance. Ask for everyone’s opinions. It is important to let everyone feel that they contribute to the discussion. Tell them their involvement is essential to solve the problem and their effort is very much appreciated.

Why? None wants to be ignored. If one feels neglected, it is very likely for he/she to be aggressive. It is definitely not what we hope to see in a discussion. Acknowledging and being acknowledged are equally important. So, make sure everyone has equal opportunity to express their views. Also, realizing their opinions are not neglected, they will be more receptive to other opinions.

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Example: A little trick can played here: Invite others to talk first. It is an easy way to let others feel involved and ,more importantly, know their voices are heard. Also, we can show that we are actively listening to them by giving direct eye-contact and nodding. One important to note is that never interrupt anyone. Always let them finish first beforeanother one begins.

Step 4: Listen Comes First, Talk Follows

How? Ensure everyone has listened to one another points of view. It can be done by taking turn to speak and leaving the discussion part at last. State once again the problem is nothing personal and no accusation should be made.

Why? By turn-taking, everyone can finish talking and voices of all sides can be heard indiscriminantly. This can promote willingness to listen to opposing opinions.

Example: We can prepare pieces of paper with different numbers written on them. Then, ask different members to pick one and talk according to the sequence of the number. After everyone’s finished, advise everyone to use “I” more than “You” in the discussion period to avoid others thinking that it is an accusation.

Step 5: Understand the Facts, Then Address the Problem

How? List out ALL the facts first. Ask everyone to tell what they know about the problems.

Why? Sometimes your facts are unknown to the others while they may know something we don’t. Missing out on these facts could possibly lead to inaccurate capture of the problem. Also, different known facts can lead to different perception of the matter. It also helps everyone better understand the problem and can eventually help reach a solution.

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Example: While everyone is expressing their own views, ask them to write down everything they know that is true to the problem. As soon as everyone has finished, all facts can be noted and everyone’s understanding of the problem is raised.

Step 6: Solve the Problem Together

How? Knowing what everyone’s thinking, it is now time to resolve the conflict. Up to this point, everyone should have understood the problem better. So, it is everyone’s time to suggest some solutions. It is important not to have one giving all the solutions.

Why? Having everyone suggesting their solutions is important as they will not feel excluded and their opinions are considered. Besides, it may also generate more solutions that can better resolve the conflicts. Everyone will more likely be satisfied with the result.

Example: After discussion, ask all members to suggest any possible solutions and stress that all solutions are welcomed. State clearly that we are looking for the best outcomes for everyone’s sake rather than battling to win over one another. Then, evaluate all the solutions and pick the one that is in favor of everyone.

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