This is not surprising to me. What is surprising is that the research comes with a how-to provided (perhaps inadvertently) by the American Bar Association Journal.
According to the study, here are the traits that are most likely to be rewarded.
1) Frame flattery as advice-seeking. For example, you can ask, “How were you able to close that deal so successfully?”
2) Argue before accepting a manager’s opinion.
3) Compliment the manager to friends in his or her social network.
4) Act as if you realize that flattery will make the manager uncomfortable. For example, you can say, “I don’t want to embarrass you but your presentation was really top-notch.”
5) Agree with the manager’s values before agreeing with his or her opinions.
6) Tell the manager’s friends how much you agree with his or her values.
7) Bring up affiliations you think you may have in common with the manager, such as a religious group or political party.
To me, this list is incredibly handy. I think maybe people don’t like brown-nosing behavior because they think anyone could do it if they put aside their moral compass. But this is not true. For many people, brown-nosing is very hard, not because it’s immoral per se, but because it’s so hard to think of what to say. The nuances required for successful brown-nosing behavior are like trigonometry for your emotions – too complicated to be done on the fly.
I can memorize this list. Or maybe just one or two from the list, and then I can try to say something like this when I want to make someone feel good.
And this is why I don’t understand why people think brown-nosing is compromising their integrity. Brown-nosing is just making someone feel good. Isn’t this always a nice thing to do? How could it ever hurt anyone?



Connect with Marie