While right-wing gurus often display bombastic narcissism, their left-leaning counterparts can exhibit a more subtle form: performative self-deprecation. This "inverted humility" serves the same purpose of self-aggrandizement by signaling moral and intellectual superiority through an elaborate performance of being unassuming.

To build trust, admit a weakness using the 'stolen thunder' effect. The most advanced application is admitting a flaw that is the mirror image of a strength. For example, Buckley's cough syrup's slogan, 'It tastes awful. And it works,' uses its bad taste to imply potent medicinal effectiveness.

Howard Marks argues that declaring uncertainty is a sign of strength, not weakness. In important settings, saying "I don't know" signals that your ego is in check and thinking is robust. It makes people trust you more, not less, because it shows intellectual humility.

Don't conflate confidence with self-assurance, which is the *accurate* assessment of one's skills. Many top performers downplay their expertise out of a false sense of humility. This incongruence can be misinterpreted by others as manipulation, confusion, or a risky inability to self-assess.

The barrier to being perceived as an expert is lower than most assume. You don't need comprehensive, world-class knowledge to create value. Simply knowing about 10% more than the person you're teaching is sufficient to establish authority, combat imposter syndrome, and start sharing your knowledge.

Great leaders demonstrate humility by surrounding themselves with people who might be more skilled in certain areas. They are drawn to talent that makes them smarter, whereas narcissistic leaders are threatened by it and want to be the smartest person in the room.

The more people learn about a subject, the more they realize how much they don't know. This contradicts the idea that expertise leads to arrogance. Novices, who are unaware of a field's complexity, are often the most overconfident.

After establishing competence, admitting a minor flaw or making a small blunder (a "pratfall") can significantly increase appeal. This humanizes a person or product, making them seem more relatable and trustworthy. It works because it proves honesty and makes other claims more believable.

Truly charismatic leaders don't assert dominance. Instead, they exhibit genuine curiosity, making others feel intelligent and important. This act of elevating others is a powerful, counterintuitive form of influence and a hallmark of success.