Showing up as your "full self" in every situation is ineffective. A better approach is "strategic authenticity," where you adjust your communication style to suit the context (e.g., a board meeting vs. a team lunch) without compromising your fundamental values.

CEOs provide a curated view of their company's culture. To get an accurate picture, talk to people who have left the organization on good terms for an unfiltered perspective. Also, ask behavioral questions like 'What would you tell a friend to do to be successful here?' to uncover the real cultural DNA.

There are no universal cues for lying. Instead of assuming a gesture like crossed arms means someone is being deceptive, view it as a change in their state. This change is a signal to become curious and ask clarifying questions.

Asking questions that probe values, beliefs, or experiences—"deep questions"—can create surprisingly intimate connections in seconds, even with strangers like a barista. These questions invite authenticity and move beyond superficial small talk, making the other person feel seen and valued.

True connection requires humility. Instead of trying to imagine another's viewpoint ("perspective taking"), a more effective approach is to actively seek it out through questions and tentative statements ("perspective getting"). This avoids misreads and shows genuine interest.

Genuine rapport isn't built on small talk; it's built by recognizing and addressing the other person's immediate emotional state. To connect, you must first help them with what's on their mind before introducing your own agenda.

The most valuable, long-term relationships at conferences are not made during official sessions but in informal settings like dinners or excursions. Actively inviting people to these outside activities is key to building deeper connections that last for years.

Trust isn't built on words. It's revealed through "honest signals"—non-verbal cues and, most importantly, the pattern of reciprocal interaction. Observing how people exchange help and information can predict trust and friendship with high accuracy, as it demonstrates a relationship of mutual give-and-take.

Negreanu suggests we're born with the ability to read people but learn to distrust it. He practiced by observing strangers in public, creating stories about them, and then at the poker table, looking for behavioral patterns (like gum chewing) that correlate with bluffing or truth.