Success Advice
The Payoff of Paying Close Attention
Analogue marking is a powerful tool for persuasion

When someone is telling a story, which parts of the story do you pay most attention to? Beyond your awareness, you are likely to be unconsciously directed by the speaker to pay closer attention to specific areas of the story — the spots where they place emphasis.
The storyteller may raise their voice, move their hand, or use a different tone for the most critical parts of their story, and this usually gets our subconscious attention. In fact, the same principle applies to the written word.
You probably noticed the word “parts” in the first sentence of this article since it is bolded. In the world of neuroscience, we call this emphasis analogue marking, and it’s a strategy that’s important to use in your day-to-day interactions as you become a better persuader.
Making the Subconscious Conscious
As a listener, you can benefit from bringing analogue marking into your conscious awareness. Some speakers analogue mark without realizing it, and it’s highly beneficial to pay attention to their cues. A memorable example is from a story about Milton Erickson, as a student, before he founded the American Society for Clinical Hypnosis.
Apparently, during a series of lectures, Erickson paid special attention to the moments when his professor changed his tone, placed greater emphasis on certain details, and repeated himself. Many students would simply have heard the subtle changes in delivery without thinking further of their importance.
Erickson made note of these changes in emphasis and, as part of his exam preparation, he only studied the specific material the professor had analogue marked.
After the exam, the professor confronted Erickson, accusing him of cheating. It turns out he had achieved an exceptionally high mark. That was how well Erickson was able to read his professor by understanding and paying attention to his use of analogue marking.
He essentially knew which specific material would be on the exam based on how his professor had delivered the material. Erickson turned over his notes to prove to the professor that he had simply followed the teacher’s own unconscious cues.
Essentially, Erickson was reading the professor’s “tells,” just as one would read an opponent during a poker game.
Erickson had a special talent for paying close attention to people. If you’d like to enhance your skills in this area, rest assured that active listening can be improved with practice. In time, you will consciously notice things that previously were only available to you on a subconscious level.
To begin, pay attention to:
- Gestures and body language
- The volume at which the person is speaking
- The tone the person is using
- The cadence of the person’s speech
The more that you practice paying attention to these subtle communication signals, the better you will be at identifying and making use of them. Eventually, you’ll become better at consciously leveraging your own style of analogue marking, which is a valuable persuasion tool.
Using Analogue Marking in Persuasion
Remember, you can analogue mark to place greater emphasis on some of the information you’re communicating and draw your audience’s attention to it. The same tactics apply as with learning to be an active listener.
That is, you can analogue mark by changing your tone, increasing or lowering your volume, slowing or quickening your speech, or using a gesture. As any skilled orator will tell you, using an analogue mark is best done subtly. Even small changes will greatly impact people’s interpretation of your words.
Ask Questions Intentionally!
The questions that you ask yourself and others send the imagination on a quest. It’s all about understanding the usually subconscious implications of the kind of question you ask. For example, consider the difference between these two questions:
- Why are you dissatisfied?
- What would make you feel satisfied?
Ultimately, these questions engage and guide the imagination in very different directions, although one may initially think they have a similar intention. The first leads the listener’s imagination on a quest to search for supporting evidence around being disappointed. The second engages and guides the imagination in the direction of searching for fulfillment.
We can also add another layer by applying analogue marking to our questions (as you see with the words that are bolded above) to further increase our influence at a subconscious level by emphasizing the desired state.
Searching for an objective answer to a question? Start by finding a neutral way to phrase the question (or ask in several different ways). Keep in mind that, unlike a scientist, as a persuader you are intentional, rather than objective. You’re always working towards moving someone from their current state to the desired state.
So, if you want someone to feel more satisfied, you’ll increase your influence by asking the question that sends their imagination on a search for satisfaction. You can also utilize analogue marking to highlight the instruction to feel satisfied.
By phrasing and delivering the question this way, you are instilling thoughts in the other person, guiding them to feel more satisfied, empowering them to reframe their experience in a more positive way. Over time, these small, subtle changes in your language will add up.
Think, Act, Do
Analogue marking is a powerful tool for persuasion because it helps shift someone’s mindset, moving them towards the desired state, even when they are unaware of what you are doing. By paying more attention to other people’s subconscious analogue marking, you will set them in motion from thinking to then acting in the desired manner.
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Struggling to keep your team engaged? Here’s how leaders can turn frustrated employees into loyal advocates.

In workplaces around the world, there’s a growing gap between employers and employees and between superiors and their teams. It’s a common refrain: “People don’t leave companies, they leave bad bosses.”
While there are, of course, cases where management could do better, this isn’t just a “bad boss” problem. The relationship between leaders and employees is complex. Instead of assigning blame, we should explore practical solutions to build stronger, healthier workplaces where everyone thrives.
Why This Gap Exists
Every workplace needs someone to guide, supervise, and provide feedback. That’s essential for productivity and performance. But because there are usually far more employees than managers, dissatisfaction, fair or not, spreads quickly.
What if, instead of focusing on blame, we focused on building trust, empathy, and communication? This is where modern leadership and human-centered management can make a difference.
Tools and Techniques to Bridge the Gap
Here are proven strategies leaders and employees can use to foster stronger relationships and create a workplace where people actually want to stay.
1. Practice Mutual Empathy
Both managers and employees need to recognize they are ultimately on the same team. Leaders have to balance people and performance, and often face intense pressure to hit targets. Employees who understand this reality are more likely to cooperate and problem-solve collaboratively.
2. Maintain Professional Boundaries
Superiors should separate personal issues from professional decision-making. Consistency, fairness, and integrity build trust, and trust is the foundation of a motivated team.
3. Follow the Golden Rule
Treat people how you would like to be treated. This simple principle encourages compassion and respect, two qualities every effective leader must demonstrate.
4. Avoid Micromanagement
Micromanaging stifles creativity and damages morale. Great leaders see themselves as partners, not just bosses, and treat their teams as collaborators working toward a shared goal.
5. Empower Employees to Grow
Empowerment means giving employees responsibility that matches their capacity, and then trusting them to deliver. Encourage them to take calculated risks, learn from mistakes, and problem-solve independently. If something goes wrong, turn it into a learning opportunity, not a reprimand.
6. Communicate in All Directions
Communication shouldn’t just be top-down. Invite feedback, create open channels for suggestions, and genuinely listen to what your people have to say. Healthy upward communication closes gaps before they become conflicts.
7. Overcome Insecurities
Many leaders secretly fear being outshone by younger, more tech-savvy employees. Instead of resisting, embrace the chance to learn from them. Humility earns respect and helps the team innovate faster.
8. Invest in Coaching and Mentorship
True leaders grow other leaders. Provide mentorship, career guidance, and stretch opportunities so employees can develop new skills. Leadership is learned through experience, but guided experience is even more powerful.
9. Eliminate Favoritism
Avoid cliques and office politics. Decisions should be based on facts and fairness, not gossip. Objective, transparent decision-making builds credibility.
10. Recognize Efforts Promptly
Recognition often matters more than rewards. Publicly appreciate employees’ contributions and do so consistently and fairly. A timely “thank you” can be more motivating than a quarterly bonus.
11. Conduct Thoughtful Exit Interviews
When employees leave, treat it as an opportunity to learn. Keep interviews confidential and use the insights to improve management practices and culture.
12. Provide Leadership Development
Train managers to lead, not just supervise. Leadership development programs help shift mindsets from “command and control” to “coach and empower.” This transformation has a direct impact on morale and retention.
13. Adopt Soft Leadership Principles
Today’s workforce, largely millennials and Gen Z, value collaboration over hierarchy. Soft leadership focuses on partnership, mutual respect, and shared purpose, rather than rigid top-down control.
The Bigger Picture: HR’s Role
Mercer’s global research highlights five key priorities for organizations:
-
Build diverse talent pipelines
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Embrace flexible work models
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Design compelling career paths
-
Simplify HR processes
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Redefine the value HR brings
The challenge? Employers and employees often view these priorities differently. Bridging that perception gap is just as important as bridging the relational gap between leaders and staff.
Treat Employees Like Associates, Not Just Staff
When you treat employees like partners, they bring their best selves to work. HR leaders must develop strategies to keep talent engaged, empowered, and prepared for the future.
Organizational success starts with people, always. Build the relationship with your team first, and the results will follow.
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