长远来看，个人成功取决于别人注意。如果你的老板都没有注意到你的工作，你的晋升从何而来？如果你的团队都没有注意听你说话，高效的沟通从何而来？如果你都没有抓住客户的注意力，生意成功的胜算又从何而来？
爱德曼的史蒂夫·吕贝尔（Steve Rubel）曾经告诉我：“注意力是别人能够给你的最为重要的财富，它比金钱，货物，财产的价值都高出许多”。
但是却很少有人发现注意力背后的科学。这也是我花费2年时间做注意力研究的原因。我从1000多个心理学、神经学、经济学和社会学研究中将它筛选出来，采访了包括谢莉尔·桑德伯格（Sheryl Sandberg）、史蒂夫·索德伯格（Steven Soderbergh）和大卫·科波菲尔（David Copperfield）在内的多个顶级研究者和引人注意的思想领袖。同时，作为Mashable（互联网新闻博客）的合作编辑和风险投资人，我也从和初创公司打交道的多年经验中获得不少启发。
七招引爆注意力
1找到注意力的自动按钮
如果有人开枪，你一定会回头看；如果一个身着红裙的姑娘想搭便车，她很有可能获得成功。如此感性化的细小线索会自动地引导人们的注意力。我们身体的这套安全生存机制反应的可比我们的大脑要快更多。当然，这并不是建议你讲话更大声，或是尝试身着囚服到处晃悠；而是要需找到一些更加微妙的按钮刺激人们的注意本能。比如说给你的目标客户送上一杯热茶或者咖啡。科学杂志上曾经发表过一个研究说身体感受到温暖会使人们更加的友好并且愿意交谈。
2高度重复打破框架
框架理论说我们对世界的看法是由我们的生理、个人和社交的经验、偏见等各方面框架塑造而成的。我们只会关注自己想看的，而压根不会去理会其他。想要以此引发注意力，你可以向你观众的框架靠近，或者改变他们的。高度重复是改变别人框架的好方法之一。70年代的一个经典案例发现如果你让被试者反复听一个言论，例如杜兰在超级碗第一场比赛中打败了哥伦比亚，他们会开始相信这是真的。所以如果你想要深入人心，别怕重复！
3出其不意
我们会对那些浇灭我们期待的事情给予特殊关注。人们对人对事都会产生期待，这种与生俱来的需求敦促我们去发现一件事情到底是预示着危险还是幸运。而在学术圈，违反预期理论告诉我们：一件事情越偏离期待，它反而更令人期待。如果你想获得老板、客户和同事的注意力，可以尝试着从好的方面让他们感到惊讶：问一些超出预期的问题，先于截止日期完成工作，或是邀请他们一同散个步而不是一起去喝个咖啡。
4提供具象化奖励
许多人相信神经递质多巴胺是人们感觉到快乐的原因。但密歇根大学的肯特·贝里奇博士（Dr. Kent Berridge）更愿意相信快乐和希望、动力有关。我们欲望的养料是“想要的”食物、性、金钱或者更加内在的奖励比如自我满足感和目标感。想要获得这些东西的愿望让我们对其给予更多的注意力。作为管理者，你的目标应该是能准确分辨最能吸引你的员工、同事和老板的奖励，并且把他们具象化。我们可以触及到、体验到、甚至是脑补到的奖励都会影响我们的注意力。如果你准备在一个大项目完成之后奖励你的团队一顿大餐，不要只是通知他们，发给他们美食图片，让他们早早就开始垂涎三尺。
5声望就是一切
在消费者最相信的发言人排行榜上，专家远远高于CEO和名人。这是有科学依据的。2009年，埃默里大学神经经济学家格雷格·伯恩斯（Greg Berns）研究发现：当我们从一个专家那里收到建议时，我们大脑的决策中心会减慢甚至停止工作。这被罗伯特·西德尼博士（Dr. Robert Cialdini）称为“导演性顺从”。特别是如果你想要获得陌生人的注意力，先用自身资质获得主导，表明你的专长，提及一些相关领域的知名人士或者引用一些相关领域的知名言论。
6未完成，所以期待
你有没有想过我们为什么能废寝忘食的阅读一本好书，或是观看一部像《迷失》那样的美剧？前苏联心理学家布鲁马·蔡加尼克（Bluma Zeigarnik）的“蔡氏效应”（the Zeigarnik effect）给出的解释是：我们的记忆力会倾向于记住那些未完的故事和任务。我们还讨厌不确定性，总是想法设法地降低它。利用好这一点，也能帮你获得注意力。设想一下你即将见到一个潜在客户，并且想要再次跟他交谈。告诉他一个的故事，或者让他给你讲个故事，你承诺一个听完故事的小任务。他对完整度的强迫性追求会在潜意识里一直困扰他直到故事结束。这就也意味着，在这一段时间里你获得了他的注意力。
7营造认同感
《中介化:媒体如何建构你的世界和生活方式》（Mediated）的作者媒介人类学家托马斯·德·曾戈提塔博士（Dr. Thomas de Zengotita）认为认可度需求是人类最重要的需求之一。我们渴望被别人认可和认同。他说：“所有的哺乳动物都需要注意力，只有人类还需要被认可。”其中关键是归属感，人类需要觉得自己是某个集体的一员并且被这个集体所关爱。给你想要获得其注意力的人这种感受，他们一定会有所回报。
最有效率的员工、经理和高管们就是那一小撮能利用这7个注意力引爆按钮让自己的想法、项目和团队鹤立鸡群的人。理解注意力的科学是在这个信息庞杂的时代获得成功的首要必备条件。
7 Ways to Capture Someone’s Attention
Your long-term success depends on winning the attention of others. If your boss doesn’t notice your work, how will you get a promotion? If your team doesn’t listen to you, how can you lead effectively? And if you can’t capture the attention of clients, how does your business or career survive?
“Attention is the most important currency that anybody can give you,” Steve Rubel of Edelman once told me. “It’s worth more than money, possessions or things.”
But very few people know the science behind captivating others. That’s why I spent two years researching the subject for my new book. I sifted through more than 1,000 psychology, neurology, economics, and sociology studies. I interviewed dozens of leading researchers and attention-grabbing thought leaders, including Sheryl Sandberg, Steven Soderbergh, and David Copperfield, just to name a few. And I drew on my years of experience with startups, both as co-Editor of Mashable and a venture capitalist.
I learned that there are seven triggers that call people to attention:
Automaticity. If somebody fires a gun in the air, you’re going to turn your head. If a female hitchhiker wears red, she’s more likely to get picked up. Sensory cues like these to direct our attention automatically. It’s a safety and survival mechanism that helps us react faster than our brains can think. I’m not suggesting you speak louder than everyone else and always wear crimson dresses or socks. But think about more subtle ways to play on people’s instincts to capture attention. For example, try giving a star prospect or client a hot cup of coffee or tea. One study published in Science found that exposure to that kind of warmth made them more giving and friendly.
Framing. Our view of the world is shaped by our biological, social, and personal experiences and biases. These frames of reference lead us to embrace and pay attention to some ideas and to ignore others entirely. To leverage this trigger, you have to either adapt to your audience’s frame or change it. One technique you might use to achieve the latter is repetition. A classic study from the 1970s found that if you expose subjects to the same statement (e.g. “Tulane defeated Columbia in the first Sugar Bowl game.”) repeatedly, they will start to believe it is true. So don’t be afraid to repeat a message if you want it to sink in.
Disruption. We pay special attention to anything that violates our expectations. This is because we have an innate need to figure out whether the incident signals a threat or a positive development. In academic circles, this is known as expectancy violations theory. The more disruptive something is, the more interesting it becomes. To get the attention of your bosses, clients and colleagues, try surprising them in a positive way: ask an unexpected question, beat a tough deadline, invite them for a walk instead of a coffee.
Reward. Many people believe the neurotransmitter dopamine causes us to feel pleasure. But, according to Dr. Kent Berridge of the University of Michigan, it is much more aligned with anticipation and motivation. It fuels our desire to “want” food, sex, money or more intrinsic rewards like self-satisfaction and a sense of purpose. The prospect of capturing these things makes us pay attention. Your goal as a manager should be to identify the incentives that most appeal to your employees, colleagues and bosses and to make them more visceral in their minds. Rewards we can touch, experience, or even just visualize have a greater impact on our attention. For example, when you’re offering your team an off-site retreat at the end of a big project, don’t just tell them about it – send them pictures and make them salivate.
Reputation. Consumers consistently rate experts as the most trusted spokespeople, more than CEOs or celebrities. There’s a scientific reason for this: in a 2009 study, Emory University neuroeconomist Greg Berns found that the decision-making centers of our brains slow or even shut down while we are receiving advice from an expert. This is a phenomenon Dr. Robert Cialdini calls “directed deference.” So, especially if you’re trying to capture the attention of people who don’t know you, feel free to lead with your credentials, establish your expertise and cite others who are most knowledgeable on the topic at hand.
Mystery. Ever wonder why we’re unable to put down a good book or stop binge-watching shows like Lost? Our memory is fine-tuned to remember incomplete stories and tasks. There’s actually a scientific term for this: the Zeigarnik effect, named after the Soviet psychologist who discovered it. We also dislike uncertainty and will actively try to reduce it by any means possible, and you can use this to your advantage. Say you’re meeting with a prospective client or recruit, and you’d like her to come back for a second meeting. Tell her a story or assign yourself a task that you’ll complete when she does. Her compulsion for completion will nag at her, which means you’ve got her attention.
Acknowledgement. Dr. Thomas de Zengotita, a media anthropologist and author ofMediated, believes that acknowledgement – our need for validation and empathy from others – is one of our most vital needs. “All mammals want attention,” he told me. “Only human beings need acknowledgment.” Key to this is a sense of belonging to a community that cares about us. Create that feeling for anyone whose attention you’d like to capture, and they’ll repay you.
The most effective employees, managers, and executives are the ones who use these seven triggers to shine a spotlight on their ideas, projects, and teams. Understanding the science of attention is a prerequisite to success in the information age.
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