The Reasons Likeable People Succeed

Why are likeable people successful?
Why are likeable people successful?

I recall a rather animated conversation about ten years ago with my Sorority Sister and mentor about how much likeability has to do with success within an organizational framework. My assertion was that, yes, being liked contributed to potential success, such as being elected to leadership roles, but I also believed that a person could rise through the ranks if he or she showed acumen or potential, whether or not the person was ultimately liked by “the group.”

While we disagreed about to what extent likeability influenced access to opportunity, my mentor and I agreed that being likable is essential to meeting goals and influencing consensus, two generally accepted measures of success.

Yesterday, Huffington Post contributor, Susie Moore, a New York-based Life Coach, published 7 Reasons Likeable People Succeed. Some reasons likeable people succeed, according to Ms. Moore, are  a lack of ego, a positive attitude, and making others feel relaxed.

I’ll add three of my own to the mix:

1. Authenticity (an overused term, but true). A genuine person is less likely to give false praise,  spread gossip and rumors, and  truly wants his or her co-worker to shine, so honest feedback to make the employee – or department – better make that person a success in the workplace.

2. Adaptability. An employee who can adapt to any situation, no matter how difficult of a challenge, shows that he can accept change and find a way to make things work, despite setbacks. Someone who adapts will be viewed as likeable, rather than contrarian.

3. Keeps confidences. Whether it’s a corporate trade secret, pending deal, or tough personal issues her co-worker faces, someone who is trustworthy is usually liked more than one who betrays confidences, in the workplace and in life.

Why do you think likeable people succeed at work and in life? Share in the comment section below.

About the Blogger: Kesi Stribling

Kesi Stribling, Editor, Ask The Strategist
Kesi Stribling, Editor, Ask The Strategist

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