Enchantment
The Art of Changing Hearts, Minds, and Actions
Categories
Business, Nonfiction, Self Help, Psychology, Communication, Leadership, Management, Entrepreneurship, Personal Development, Buisness
Content Type
Book
Binding
Hardcover
Year
2011
Publisher
Portfolio
Language
English
ISBN13
9781591843795
File Download
PDF | EPUB
Enchantment Plot Summary
Introduction
In today's world of constant information overload and fleeting attention spans, the ability to truly connect with others has become more valuable than ever. Whether you're launching a new product, championing an important cause, or simply trying to influence those around you, mere persuasion often falls short. The most successful individuals and organizations have mastered something far more powerful – they've learned how to enchant. True enchantment transforms relationships and situations. It converts hostility into civility and skepticism into belief. It's not about manipulating others or employing short-term tactics to get your way. Rather, it's about creating genuine, long-lasting change in how people think, feel, and act. The principles you'll discover in these pages will help you fill others with delight and create meaningful connections that inspire voluntary and enduring support. This journey toward becoming an enchanting force begins with understanding why enchantment matters and how to apply it ethically in every aspect of your life.
Chapter 1: The Power of First Impressions
First impressions form the foundation of all future interactions. When you meet someone for the first time, their brain makes countless snap judgments about your likability and trustworthiness within seconds. These initial assessments are remarkably difficult to change later, which is why mastering the art of making a positive first impression is crucial to enchantment. The science of first impressions reveals four key factors that determine whether people will find you enchanting: your smile, your dress, your handshake, and your vocabulary. A genuine smile is perhaps the most powerful tool in your arsenal. Research shows that a real smile, what scientists call a "Duchenne smile," uses not just the mouth muscles but also the orbicularis oculi muscle around the eyes, creating those distinctive crow's feet. When Guy Kawasaki met with potential business partners in Japan, he noticed how his authentic smile bridged cultural gaps before any words were exchanged. Your attire should match the context and signal respect without attempting to establish superiority. When Tony Hsieh, CEO of Zappos, meets with corporate executives, he doesn't wear his usual casual attire, but he also doesn't overdress to intimidate. He aims for what Kawasaki calls "dressing for a tie" – appearing as a peer rather than trying to establish dominance through clothing. This approach communicates that you value the relationship more than displaying your status. Your handshake and choice of words complete the quartet of first impression factors. A firm, dry handshake with direct eye contact signals confidence and trustworthiness. Meanwhile, using simple language rather than jargon demonstrates both intelligence and respect for others. When Sheryl Sandberg gives presentations, she deliberately uses straightforward language that makes complex concepts accessible to everyone in the room. To create enchanting first impressions, think about what makes you feel comfortable when meeting someone new. Genuine warmth, appropriate attire, respectful physical contact, and clear communication create an immediate connection that opens the door to deeper engagement. Remember that enchantment begins with these crucial initial moments – they set the stage for everything that follows.
Chapter 2: Creating Trust Through Authenticity
Trust forms the essential foundation of enchantment. Without it, even the most likable person will struggle to change hearts and minds. Building genuine trust requires more than simply appearing trustworthy – it demands that you consistently demonstrate authenticity in everything you do. Zappos CEO Tony Hsieh exemplifies this principle through his company's revolutionary return policy. While conventional retail wisdom suggested strict return limitations to prevent abuse, Hsieh built Zappos on the counterintuitive approach of offering a 365-day return policy with free shipping both ways. This policy represented a profound act of trust in customers. The company trusted that people wouldn't take advantage of their generosity, and customers reciprocated by developing deep loyalty to the brand. When Hsieh was asked why he took such a risk, his answer was simple: "If we truly want customers to trust us, we must first trust them." This mutual trust transformed Zappos from a small online shoe retailer into a billion-dollar company renowned for exceptional customer service. The trust Hsieh extended to customers came back to Zappos multiplied many times over. Customers not only remained honest but became passionate advocates who spread the word about the company that treated them with such respect. Becoming trustworthy in your own interactions requires developing several key qualities. First, you must consistently demonstrate competence in your field. People trust those who clearly know what they're talking about. Second, you need to disclose your interests upfront – hiding conflicts of interest destroys credibility once discovered. Third, give for intrinsic reasons rather than with expectations of return. When Ethiopia sent money to Mexico after an earthquake in 1985 despite its own economic hardships (because Mexico had supported Ethiopia after an Italian invasion fifty years earlier), it demonstrated the powerful trust-building effect of generosity without expectation. To build trust in any environment, start by trusting others first. Be transparent about your motivations and competent in your domain. Show up consistently and respond when people reach out. Focus on creating bigger possibilities rather than competing for limited resources. Finally, position yourself clearly so people understand what you stand for without having to guess. These practices will establish you as someone worthy of trust – the essential prerequisite for any attempt at enchantment.
Chapter 3: Telling Stories That Captivate
Stories have the remarkable power to bypass our rational defenses and connect directly with our emotions. When facts alone fail to move people, a well-crafted narrative can transform hearts and minds by making abstract concepts concrete and personal. The most enchanting individuals and organizations have mastered the art of storytelling as their primary tool of influence. Consider how Al Gore transformed public perception of climate change with his documentary "An Inconvenient Truth." For years, scientists had presented alarming data about global warming, but the statistics alone failed to create widespread concern. Gore recognized that people needed more than facts – they needed a compelling narrative. By weaving personal stories about his childhood farm, his sister's battle with lung cancer, and his son's near-fatal accident together with scientific data, Gore created an emotional connection that made climate change feel immediate and relevant. The documentary won an Academy Award and fundamentally shifted public discourse on environmental issues. The effectiveness of Gore's approach reveals why stories work so powerfully. Our brains process narratives differently than other information. When we hear a story, our neural activity synchronizes with the speaker's brain, creating a profound connection. More importantly, stories activate multiple brain regions simultaneously, engaging both our analytical and emotional centers. This means stories are remembered approximately 22 times more effectively than facts alone. To craft captivating stories for your own cause, focus on four primary storylines that Lois Kelly, author of "Beyond Buzz," identifies as particularly effective. The "great aspirations" storyline showcases people working to make the world better, like Steve Wozniak making computers accessible to everyone. The "David versus Goliath" narrative highlights underdogs overcoming powerful opponents, as Southwest Airlines did against major carriers. "Profiles in courage" stories, like those of Oskar and Emilie Schindler protecting Jews during World War II, inspire by showing extraordinary commitment despite challenges. Finally, personal stories that illustrate your point through everyday experiences create immediate relatability. Effective storytelling requires specificity, emotion, and relevance. Use concrete details that create vivid mental images. Focus on human characters facing challenges that your audience can relate to. Connect your narrative to your larger purpose while keeping it simple enough for listeners to repeat. Remember that faith moves mountains, not facts – and stories are what build faith in your vision.
Chapter 4: Making Your Cause Remarkable
For enchantment to take root, your cause – whether a product, service, organization, or idea – must possess qualities that make it truly remarkable. A mediocre offering wrapped in charismatic messaging will ultimately fall flat, while something genuinely extraordinary can overcome even the most modest presentation. Apple's original Macintosh computer exemplifies this principle perfectly. When Steve Jobs introduced the Macintosh in 1984, personal computing was dominated by complex, text-based interfaces requiring technical expertise. The Macintosh, with its revolutionary graphical user interface and mouse, transformed the experience into something immediately accessible and delightful. As Guy Kawasaki describes seeing it for the first time: "My introduction to Macintosh removed the scales from my eyes, parted the clouds, and made me hear angels singing." The product itself was so remarkable that it created genuine enchantment among users, who then became evangelists spreading the word. What makes a cause truly remarkable? Kawasaki identifies five essential qualities that exceptional products and ideas share. They are deep, containing many features that anticipate users' needs as they advance. They are intelligent, solving problems in clever ways, like Ford's MyKey system that allows parents to limit a car's speed when teenagers are driving. They are complete, providing a comprehensive experience including service and support. They are empowering, enabling people to do things they couldn't do before. And finally, they are elegant, demonstrating thoughtful attention to the user interface and experience. Creating a remarkable cause requires careful preparation. Start by conducting a "premortem" – imagining your project has failed and identifying potential reasons why. This exercise helps prevent problems before they occur. Next, make your offering easy to try, understand, and adopt. Remove any "fences" or obstacles that create friction, whether financial costs, complex sign-up processes, or confusing instructions. The Tilley Hat company demonstrates this principle by attaching a compelling story to each hat, making the product far more than just headwear. Remember that people are drawn to causes that are both meaningful and accessible. By focusing on creating something genuinely remarkable and removing barriers to adoption, you set the stage for authentic enchantment that spreads organically through delighted supporters.
Chapter 5: Building Lasting Relationships
Enchantment is not a one-time event but an ongoing process that requires nurturing relationships over time. While initial attraction might get someone's attention, creating lasting change demands the development of genuine connections that endure through challenges and evolve with changing circumstances. The Grateful Dead provides a fascinating case study in relationship-building that defied conventional wisdom. While most bands and record labels fiercely protected their music through copyright enforcement, the Grateful Dead took the opposite approach. They encouraged fans to record their concerts, set up special areas for "tapers" near their sound equipment, and allowed these recordings to be freely shared – with only the stipulation that they not be sold commercially. This seemingly counterintuitive strategy built extraordinary loyalty among fans (known as "Deadheads") who followed the band for decades, attending hundreds of shows and creating a community that transcended music. What made this approach so successful was the band's understanding that true enchantment requires internalization – the highest level of buy-in where people adopt your values as their own. The process begins with conformity (following along because others do), progresses to identification (seeing commonality with group members), and culminates in internalization (deeply believing in the cause). By creating a culture where fans felt ownership of the experience, the Grateful Dead fostered deep internalization that outlasted the band itself. To build lasting relationships for your own cause, focus on several key practices. First, strive for internalization by emphasizing shared values rather than transactions. Second, separate believers from skeptics to create safe spaces where enthusiasm can flourish without constant criticism. Third, push implementation responsibilities downward, empowering people at all levels to contribute meaningfully. Fourth, use intrinsic motivators like purpose and mastery rather than extrinsic rewards like money, which can actually undermine commitment. Perhaps most importantly, invoke reciprocity by giving generously without expectation. When Columbia, South Carolina, suffered a devastating fire in the 1860s, New York City sent them a fire wagon. Over 130 years later, when 9/11 struck New York, middle school students in Columbia remembered this act of kindness and raised nearly $500,000 to help replace a fire truck lost in the attacks. Such stories demonstrate how genuine generosity creates bonds that can last for generations – the ultimate form of enchantment.
Chapter 6: Mastering Digital Enchantment
In our connected world, digital channels have become essential tools for spreading enchantment. Whether through presentations, email, social media, or websites, the principles of digital enchantment require understanding both technology and human psychology to create meaningful connections at scale. Hans Rosling, professor of International Health at Karolinska Institutet, demonstrates the power of digital enchantment through his revolutionary data presentations. Rather than overwhelming audiences with statistics about global health, Rosling uses dynamic, animated visualizations that tell compelling stories. In one famous TED talk, he showed how seemingly poor countries had dramatically improved life expectancy over time, challenging Western assumptions. His presentation received a standing ovation and has been viewed millions of times online. Rosling's success comes from understanding that digital enchantment means using technology to enhance human connection, not replace it. The principles of effective digital enchantment apply across platforms. First, engage quickly – when people reach out, respond within 24 hours, as this timeliness is surprisingly rare and therefore enchanting. Second, engage broadly by connecting with everyone, not just influential people. Twitter has democratized access, allowing anyone to communicate directly with thought leaders. Mari Smith, "the Pied Piper of Facebook," built her following by responding personally to comments from users at all levels. For specific platforms, tailor your approach to the medium. In presentations, customize your introduction to show you've prepared specifically for that audience. Guy Kawasaki demonstrates this by showing photographs he's taken in each city where he speaks. For email, keep messages under six sentences, as brevity shows respect for others' time. On Twitter, provide informative links rather than mundane updates, and take time to personalize responses based on people's profiles. When creating digital spaces like websites or blogs, focus on substance over flash. Skip slow-loading introductions, provide valuable content that changes regularly, and make navigation intuitive. Include personal elements that reveal the humans behind the technology. Garr Reynolds, presentation expert and author, applies Japanese aesthetic principles like "kanso" (simplicity) and "ma" (emptiness as a focal point) to digital design. Remember that digital channels are tools for human connection, not ends in themselves. Use technology to enhance relationships, not replace them. When done right, digital enchantment extends your reach while maintaining the personal touch that makes true connection possible.
Summary
Throughout our exploration of enchantment, we've discovered that creating genuine, lasting change in others isn't about manipulation or force – it's about delighting people so completely that they voluntarily embrace your cause. The most powerful enchantment transforms relationships and situations by converting skepticism into belief and resistance into enthusiastic support. As Guy Kawasaki wisely notes, "When you enchant people, your goal is not to make money from them or to get them to do what you want, but to fill them with great delight." The journey to becoming a master enchanter begins today with a simple step: choose one principle from this book and apply it immediately. Perhaps you'll focus on making better first impressions with authentic smiles and appropriate attire. Maybe you'll craft a compelling story that brings your cause to life, or work on building deeper trust through transparency and competence. Whatever aspect you choose, remember that enchantment is both an art and a skill – one that improves with conscious practice and genuine care for others. By filling people with delight rather than simply seeking compliance, you'll create the kind of meaningful, lasting change that truly makes the world a better place.
Best Quote
“If you don't toot your own horn, don't complain that there's no music.” ― Guy Kawasaki, Enchantment: The Art of Changing Hearts, Minds, and Actions
Review Summary
Strengths: The book contains useful content and is described as refreshing and a quick read. It prompts reflection and encourages readers to create an action plan.\nWeaknesses: The book is criticized for its lack of depth, covering too many topics superficially. It is also noted for relying heavily on common sense and having similarities with Carnegie's "How to Win Friends and Influence People."\nOverall Sentiment: Mixed\nKey Takeaway: While "Enchantment" offers some valuable insights and is engaging enough to provoke thought, it lacks depth and originality, drawing too heavily on common knowledge and existing literature.
About Author
Guy Kawasaki
I was born in Honolulu, Hawaii in 1954. My family lived in a tough part of Honolulu called Kalihi Valley. We weren’t rich, but I never felt poor-because my mother and father made many sacrifices for my sister and me. My mother was a housewife, and my father was a fireman, real estate broker, state senator, and government official during his long, distinguished career.I attended Iolani School where I graduated in 1972. Iolani is not as well known as its rival, Punahou because no presidents of the U. S. went there, but I got a fantastic and formative education there. (Punahou is “USC,” and Iolani is “Stanford”—but I digress.) I pay special tribute to Harold Keables, my AP English teacher.He taught me that the key to writing is editing. No one in the universe would be more shocked that I have written ten books (or one book ten times) than Harold Keables.After Iolani, I matriculated to Stanford; I graduated in 1976 with a major in psychology—which was the easiest major I could find. I loved Stanford. I sometimes wish I could go back in time to my undergraduate days “on the farm.”After Stanford, I attended the law school at U.C. Davis because, like all Asian-American parents, my folks wanted me to be a “doctor, lawyer, or dentist.” I only lasted one week because I couldn’t deal with the law school teachers telling me that I was crap and that they were going to remake me.The following year I entered the MBA program at UCLA. I liked this curriculum much better. While there, I worked for a fine-jewelry manufacturer called Nova Stylings; hence, my first real job was literally counting diamonds. From Nova, its CEO Marty Gruber, and my Jewish colleagues in the jewelry business, I learned how to sell, and this skill was vital to my entire career.I remained at Nova for a few years until the the Apple II removed the scales from my eyes. Then I went to work for an educational software company called EduWare Services. However, Peachtree Software acquired the company and wanted me to move to Atlanta. “I don’t think so.” I can’t live in a city where people call sushi “bait.”Luckily, my Stanford roommate, Mike Boich, got me a job at Apple; for giving me my chance at Apple, I owe Mike a great debt. When I saw what a Macintosh could do, the clouds parted and the angels started singing. For four years I evangelized Macintosh to software and hardware developers and led the charge against world-wide domination by IBM. I also met my wife Beth at Apple during this timeframe—Apple has been very good to me.Around 1987, my job at Apple was done. Macintosh had plenty of software by then, so I left to start a Macintosh database company called ACIUS. It published a product called 4th Dimension. To this day, 4th Dimension remains a great database.I ran ACIUS for two years and then left to pursue my bliss of writing, speaking, and consulting. I’ve written for Macuser, Macworld, and Forbes. I call these the “Wonder Years” as in “I wonder how I came to deserve such a good life.”In 1989, I started another software company called Fog City Software with three of the best co-founders in the world: Will Mayall, Kathryn Henkens, and Jud Spencer. We created an email product called Emailer which we sold to Claris and then a list server product called LetterRip.In 1995 I returned to Apple as an Apple fellow. At the time, according to the pundits, Apple was supposed to die. (Apple should have died about ten times in the past twenty years according to the pundits.) My job on this tour of duty was to maintain and rejuvenate the Macintosh cult.A couple years later, I left Apple to start an angel investor matchmaking service called Garage.com with Craig Johnson of Venture Law Group and Rich Karlgaard of Forbes. Version 2.0 of Garage.com was an investment bank for helping entrepreneurs raise money from venture capitalists. Today, version 3.0 of Garage.com is called Garage Technology Ven
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Enchantment
by Guy Kawasaki
Table of Contents
Enchantment
By Guy Kawasaki
