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Likeable people bring out the best in others

Tim Sanders defines likeability in ‘The Likeability Factor: How to Boost Your L-Factor and Achieve Your Life’s Dreams’…

“Likeability is an ability to create positive attitudes in other people through the delivery of emotional and physical benefits.

“Someone who is likeable can give you a sense of joy, happiness, relaxation or rejuvenation. He or she can bring you relief from depression, anxiety or boredom.”

Likeable people outperform
Likeability helps create a positive feedback loop—the positive feelings you invoke in others are returned to you. A 2003 study by researchers at the University of Michigan found that ‘friendly and positive employees are more productive because they possess greater communication capabilities.’

Likeable and friendly people engage more deeply in conversations around projects and tasks, and people pay more attention to them. Misunderstandings are eliminated. Others feel empowered to assume leadership roles.

Did you catch the components of civility?

Great communication through deep conversations
Empowering others

The likeable manager or leader tends to be skilled at convincing others to act and helping them to understand exactly what needs to be done.
Robert Levering, the primary researcher for Fortune magazine’s ‘Best Companies to Work For’ studies, found that organizations with positive employee relationships produce 15 to 25 percent more. Managers enjoy loyalty from their employees. The employees look for solutions, and they don’t need to be micromanaged because they want to see the manager succeed. Inspiration and respect are at the core of productivity.

Did you do your best work for a manager or leader you liked?


I started to reply and got really far afield quickly.

I do believe I do my best work for leaders who are likable. I have had several in my career - leaders that I would have chosen as friends, leaders that were mentors to me and took an interest in my development and growth for the good of the company and our team - leaders who didn't need to run a private agenda, b/c they were out there, every day, proving themselves worthy of leadership in each interaction that left a team member with more dignity and confidence in their role than they had at the start.

I think I will leave the negative examples alone for the day - we all know they are out there and we know that a culture of exclusion and fear in a team causes a drag on morale and productivity at the same time. People spend time on CYA when that should be the LAST thing you think of in a day.