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Mindset: The New Psychology of Success

I revisited the book Mindset by Carol S. Dweck, Ph.D.  I dove in, took notes, and highlighted the big ideas and inspiring quotes.   While I won’t rehash the entire book here, I’ll share some of the key concepts.

Dr. Dweck’s book is built on an exploration of fundamental differences in mindset – fixed mindset vs. growth mindset.  In the fixed mindset people view skills and abilities as static, as in unchanging.  It’s easy to come up with examples of the fixed mindset if you complete the sentence “I’m just not good at ________.”  People fall into the fixed mindset with all sorts of things.  As I read the book, I couldn’t help but hear echos of my self-assessments.  “I’m just not musical.” “I just don’t have good hand-eye coordination.” “I just don’t have an eye for design.”  I could go on, but I’ll spare you more examples of my self-proclaimed shortcomings.  Fixed mindset can also apply to talents when we complete sentences like “I’ve just always been good at __________.”

Either way, the fixed mindset sets us up for failure on a grander scale than any particular skill or ability.  By clinging to a fixed mindset, I effectively eliminate my willingness and ability to improve myself in any way.  Every shortcoming becomes a lifetime sentence of mediocrity.  Anytime I try something new and I’m not good at it, my fixed mindset tells me I have a fundamental deficiency in that area….and I can’t really do anything about it.  Ouch!

The fixed mindset, as you might imagine, leads to avoiding anything that challenges self-perceived strengths.  For example, If my fixed mind tells me I’m good at writing, I’m only going to write in situations where I’m virtually guaranteed to be affirmed and validated.  If critical feedback comes my way, it may pop my ‘good writer’ bubble, and if I’m not inherently good, I’ll never be good.   When the fixed mind is forced to face critical feedback, it justifies and blames in order to protect the perception of ‘natural’ ability.  This avoidance of challenges and useful feedback actually creates stagnation and strengthens the notion of static abilities.

Growth mindset, as you might imagine, focuses on our incredible capacity to learn new things and develop new skills.  Individuals embracing a growth mindset seek out opportunities to learn from feedback – they don’t fear failure because they believe any lack of success is temporary and dependent solely on commitment and effort.

Want to see where you apply your own growth mindset?  Complete the sentence, “After a lot of hard work, I learned how to __________.”  Any time you’re willing to start with the basics and build from there.  Growth mindset generally requires patience, openness to feedback, a willingness to be ‘unsuccessful’, and the ability to enjoy the process of improving.  When you can feel pride based on individual growth rather than comparative success or narrowly defined outcomes, you’re in the growth mindset.

The growth mindset allows us to pursue literally anything and everything regardless of our current skill level.  It opens the door to any and every experience.  It ignores any of the standard excuses, turning “I’m too old” into “It’s never too late.”  “I’ve never been good at that.” becomes “It’s going to be so fun to learn how to do this.”  The best part about all of this is the fact that growth is virtually guaranteed if you can sustain this mindset throughout the process.

Because so much of our mindset is based exclusively on the internal dialogue between our ears, it’s tough to create a concrete plan for shifting from fixed to growth.  That won’t stop us from trying though.  The first step is committing to cultivating the growth mindset, intentionally replacing unhelpful thoughts with thoughts of growth.  Use the examples below, and feel free to come up with your own.

Every failure is an opportunity to learn.

Feedback only helps me learn and grow.

Everything I’ve ever done has required effort to get better.

I can get better at anything I work at.

If I’m willing to looking at my ability honestly, and celebrate small successes, I can have fun regardless of outcomes.

The how matters more than the what.

 

Take a new challenge, practice the growth mindset, and let us know how it goes.

If you’d like to hear more of Dr. Poinsett’s thoughts on Mindset, you can listen to his discussion of the book on The Victory and The Struggle Podcast.

 

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Surprising Benefits of Frustration Tolerance

When clients report feeling frustrated, my typical response is to challenge them to dig a little deeper.  Frustration is such a mild, generic emotion…but, it can be a great starting point for bigger and better things.

Do you feel powerless to change?

Do you feel scared of failing?

Do you feel annoyed with your lack of control?

At low levels, all of those emotions could easily be described as ‘frustration,’ and it’s vitally important to able to tolerate (even embrace, if I’m being optimistic) this emotion.  Without the capacity to tolerate frustration the seeds of powerlessness grow into atrophy, stagnation, and blame.  Fear becomes avoidance, and annoyance becomes apathy and detachment.  Frustration is a signal of mental or emotional resistance.  In the strictly physical realm, weightlifters feel resistance when the barbell starts getting heavy.  In either case, avoiding resistance can easily become a pervasive limitation.

This lesson is rarely more clear than during therapeutic experiential exercises.  While working in an adventure-based therapy program, one such experiential exercise challenged clients to make fire using a bow-drill.  The idea of creating friction between two pieces of wood in an effort to produce enough heat to ignite a fire is not a new idea.  Human-kind has been using some version of this strategy for thousands of years.  Literal cavemen were able to master the skill.  It is not a matter of intelligence, technology, or resources (beyond the very basics).  Having said that, it’s extremely difficult.

As you might have guessed, success requires more primal skills.  It requires a willingness to feel powerless, to be scared of failing, and to be annoyed.  It requires a certain comfort with frustration, or at least, the ability to persist despite the discomfort.  Learning any new skill can be a challenge, and the bow-drill fire is one of thousands of tasks that require frustration tolerance in order to master.  There is something unique, something in our collective consciousness, about taking on the challenge of creating fire with your bare hands.  It requires knowledge, strength, endurance.  It takes practice and patience.  It demands thoughtful preparation as well as in-the-moment intensity.  When you get it right…you harness one of the most important components of early human survival.  FIRE!

I’ve seen hundreds of people “bust a fire” for the first time.  Regardless (and often because of) of the literal  blood, sweat, and tears required to reach the goal, their eyes light up as if they’ve surprised themselves with a genuine magic trick.  When they find success, it’s obvious, it’s tangible, and it’s primal.

Most of the time we face frustration, any potential ‘win’ is less magical that creating fire.  Most of the time we endure frustration it’s for more mundane results – We maintain a cordial friendship.  We have an opportunity to practice compassion.  We save a few bucks. We gain some new knowledge. We learn some semi-functional skill.

As minor as the benefits may seem, frustration is almost always an indicator that we have a chance to learn and grow, to get stronger, or gain wisdom.  So next time you recognize yourself getting frustrated, ask yourself how you can create something powerful from that momentary discomfort.

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Set Goals That Work for You

Setting helpful goals is an art.  Too often, goals are set, and they only result in feelings of disappointment, failure, and embarrassment.  If you’re goals are setting you up to feel that way, it’s time to change how you create goals.

Healthy goals will engender feelings of accomplishment, pride, excitement, and success.  Pursuing helpful goals will enrich your life by filling it with values-based action.  If your goals don’t lead to these results, REWRITE your goals until they do.

Set goals that help you feel successful.  Be flexible and start as small as you need to.  Always be willing to scale back until you find the right level of challenge and success.  A goal that’s too easy won’t push you enough, but a goal that’s too difficulty will only lead to disappointment and eventually, disengagement.

And whether it goes well or goes poorly, treat yourself like a great coach, not an overbearing critic.

When you sit down to write your goals, make sure some (maybe most) of them fit the SMART goal criteria.  Create goals that are Specific, Measurable, Attainable, Relevant, and Time-bound.  Doing this will make it easier to recognize and celebrate your achievements, leading to bigger goals and more meaningful accomplishments.

Specific

The first term stresses the need for a specific goal rather than general goal. This means the goal is clear and unambiguous; without vagaries and platitudes. To make goals specific, they must tell a team exactly what is expected, why is it important, who’s involved, and where is it going to happen.

A specific goal will usually answer these “W” questions:

  • What: What do I want to accomplish?
  • Why: Specific reasons, purpose or benefits of accomplishing the goal.
  • Who: Who is involved?
  • Where: Identify a location.

Vague Goal = I’m going get in shape

Specific Goal = To prepare for long distance hikes this summer, I’m going to run two miles on the high school track, on Mondays and Wednesdays after work with my friend Andrew.

Measurable

The second term stresses the need for concrete criteria for measuring progress toward the attainment of the goal. The thought behind this is that if a goal is not measurable, it is not possible to know whether you are making progress toward successful completion. Measuring progress acts as a catalyst for success, the exhilaration of achievement that spurs on continued effort toward reaching the ultimate goal.

A measurable goal will usually answer questions such as:

  • How much?
  • How many?
  • How will I know when it is accomplished?

Attainable

The third term stresses the importance of goals that are realistic and attainable. While an attainable goal may stretch a team in order to achieve it, the goal is not extreme. That is, goals are either out of reach or below standard performance,  may be considered meaningless.

An attainable goal will usually answer the question:

  • Is this something I can actually achieve?

Relevant

The fourth term stresses the importance of choosing goals that matter. A goal to “Make 50 peanut butter and jelly sandwiches by 2:00pm.” may be Specific, Measurable, Attainable, and Time-Bound, but it lacks relevance.  Relevant goals drive the person, the team, department, or organization forward. A goal that supports or is in alignment with other goals would be considered a relevant goal.

A relevant goal can answer yes to these questions:

  • Does this seem worthwhile?
  • Is this the right time?
  • Does this match other efforts/needs?
  • Is this important to me?

Time-bound

The fifth term stresses the importance of grounding goals within a time frame, establishing target dates. A commitment to a deadline helps focus efforts on completion of the goal. This part of the S.M.A.R.T. goal criteria is intended to prevent goals from being overtaken by the day-to-day crises that invariably arise. A time-bound goal is intended to promote a healthy sense of urgency.

A time-bound goal will usually answer the question:

  • When?
  • How long?
  • What can I do today?
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5 Ways to be More Like Bruce Lee

Bruce Lee = Effectiveness

  • I did something because I was told it was the “right” thing to do. It didn’t work
  • I did it again because it should have worked the first time. It didn’t work
  • I did it a few more times to try to figure out what I’m doing wrong.  It still didn’t work.
  • I did it again because it really should have worked the first time and now I know I’m really doing it the way I should do it.  I can’t believe it’s not working.
  • I did it a half dozen more times out of frustration.  If definitely doesn’t work.

If you’ve ever found yourself in this cycle, you’ve become more worried with what should work than what does work.  You’ve gotten stuck knee deep in “should” and lost the ability to be effective.

What is the “right” way?  How “should” things get done? In terms of martial arts, Bruce Lee recognized that no dogmatic set of rules can ever be as effective as a flexible, organic, eclectic style of fighting. This philosophy made him one of the most efficient and effective fighters ever.  Applying this approach to our own lives can be equally powerful. This does not mean that we have to reinvent the wheel. Bruce Lee didn’t create an entirely novel fighting style.  He borrowed what worked from each style that already existed, and eliminated strategies that were ineffective.  He never tried to fit a square peg into a round hole.  He never got stuck in how things should happen.  He paid attention to results and was constantly open to adaptation.  How can you be more like Bruce?

  1. Eliminate “should” from your vocabulary.
  2. Get honest about what does and doesn’t work.
  3. Once you recognize what doesn’t work, STOP DOING IT!
  4. Try new things, stay flexible, look for results
  5. When you find something that works, master it.
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Avoidance: The Burden of Dodging Burdens

Avoidance (and attempted avoidance) is one of the biggest sources of mental and emotional distress.  Avoidance may offer some immediate gratification, a sense of escape and relief.  You may even feel victorious if you’ve dodged a stressful task for another day or compartmentalized an emotion for another week.  That sense of relief becomes a powerful reinforcer of avoidance, and it’s easy to be stuck in a perpetual cycle of ducking and dodging the discomfort of actually doing.

Avoidance of uncomfortable situations, for all it’s real short-term benefits, can lead to very serious skills deficits.  Imagine the uncomfortable situation is swimming.  Plenty of people are scared of swimming.  One strategy for managing this fear is avoidance.  “If I never get in the water, I’ll be fine.”  There’s truth in that statement.  Avoidance works if the primary goal is to avoid feeling fear/anxiety//etc.  If the goal, however, is to be safer or feel safer near water, avoidance can’t get you there.  If the goal is to learn to swim, avoidance is the least effective thing you can do.

This provides a clear example of avoidance in action.  In our day-to-day lives, avoidance may be much more subtle.  You may avoid a conversation or an email.  You may avoid a place or a task.  You may work to avoid a thought or a feeling.  These efforts to avoid almost always waste energy, consuming your capacity to pursue what you want while you’re busy running from the discomfort in your life.  The brain’s ability to rationalize and justify is put to full use, and countless explanations (excuses) are created to support the decision to avoid.

Common Avoidance Strategies

“I’ll do it later.” is a classic justification for procrastinators around the world. “I’ll do it after ________.” is another easy way to avoid actual engagement in a task.  Netflix has been a boon to avoiders everywhere.

“I can’t do it.” is the rallying cry for people avoiding academic assignments, exercise, crucial conversations, and every other uncomfortable task.  A close cousin to the “I can’t do it” form of avoidance is the “I don’t have time” statement.  You can do, and you can make time.  The more honest statement is…”I’m not willing to suffer the consequences of doing it.”

“I’ll get more prepared instead.” is a slightly more sophisticated way to avoid – choosing, perhaps, the lessor of two uncomfortable endeavors.  “I’ll read a book about how to swim instead.”  I can assure you that no one ever felt safe and confident in the water without actually getting in the water.  This strategy of avoidance is common in high achievers and those that are reliant on knowledge for comfort.  Gaining more knowledge about a topic can be way to avoid the doing and to avoid the uncomfortable thoughts and feelings that come with doing.  It’s a very strong, rational justification for avoidance….but it’s still avoidance.

Stop Avoiding, Get Engaged

Depending on the sophistication of your avoidance, you may face some serious challenges in recognizing and overcoming the habit.  You can start by asking these simple questions:

“Why is this important to me?” If you’re avoiding something, you’ve given yourself more reasons (or at least more important reasons) to NOT do it than TO do it.  Once you see patterns of avoidance popping up, look at what you’re avoiding, and focus on the justification for doing it.  Our swimmer might start by saying they value personal growth and challenge.  They can remind themselves that they want to be a playmate and protector to their water-loving children.  Regardless of the “why,” make sure it’s readily available when you’re faced with the urge to avoid.

“What can I do?”  By using all the horsepower in your brain to answer an affirmative, action-oriented question, you disengage from avoidance and start moving toward the goal.  Be a problem-solver.  Brainstorm until you have some specific actions that can move you toward the desired goal or value.  If you discover the avoidance continues…just ask the question again until you start taking action.

“What am I willing to experience?”  Let’s be honest, some experiences are going to be uncomfortable, and we’re not going to eliminate all unpleasantness from life.  So ask yourself what thoughts, emotions, urges, and sensations you’re willing to deal with to engage in life and do what you want to do.  In the example above, our fearful swimmer may want to acknowledge…”I’m willing to think I don’t need to swim.  I’m willing to be scared.  I’m willing to have the urge to runaway, and I’m willing to sweat from my palms.”  If they’re willing to experience all that and still get in the pool for lesson #1, they can overcome avoidance.  Read more about the tricky business of willingness here.

 

 

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Three Vital Components to Effective Feedback

Each aspect of this could be broken down into excruciating detail, and if you want to hear that breakdown, contact me here.  This blog will provide the highlights…and feel free to leave some feedback in the comments below.

Every organization I’ve ever worked for has made some formal declaration of their openness to feedback.  It’s widely accepted that successful businesses, teams, and relationships are built on a foundation of clearly communicated feedback.  That, however, is easier said than done.  In some instances, the feedback is simply absent – there is no conversation.  In more toxic environments, feedback is actively used to criticize, judge, discouraged, deflected, or otherwise dismissed people.  Occasionally, feedback is present, but ineffective.  Whichever situation you find yourself in, if you want to increase or improve feedback, make sure it includes the following three components:

  1. Observation:  A simple observation is a great place to start with feedback.  This can be an observation of external circumstance or of internal experiences. For example, you may let a coworker know, “I saw that all your TPS reports were turned in on time this month.”  That alone acknowledges that their performance was important enough to pay attention.  It’s clear, concise, and gets right to the point.  In some instances, the observation may be less concrete.  When reviewing a piece of writing, you may reflect, “At the start of the second paragraph, I was a bit confused.”  This is an observation about an internal experience.  Notice that neither of these observations are not subjective.  Be careful to avoid blaming or criticism in these situations.  The previous example could easily become, “At the start of the second paragraph you started writing without a clear direction…you stopped paying attention to where the essay was going”  You can observe your response to the writing, but implying intention (or lack thereof) is an invitation for defensiveness.
  2. Evaluation: This is where you get to say, “Hey, great job this month.”  or “That was horrible.”  Positive evaluation without specific observation becomes quite limiting.  Evaluative statements leave too many questions unanswered and too much room for assumptions.  It’s nice to hear “great job,” but without knowing what concrete detail of your job is great, you haven’t learned anything about what you’re doing well.  Reverse the important bits and you’ll see it’s the same for critical evaluations.  Knowing I got a 65% on an exam doesn’t tell me anything about what I did poorly or what I did well.
  3. Advice: Presuming someone actually wants feedback, they’ll want to know how to improve (or at least maintain) what they’ve already accomplished.  They want advice on what do differently (or the same) moving forward.  You can provide guidance on what needs to change.  Ideally, advice is based on a goal agreed upon by the person providing and receiving the feedback.  Giving advice on how to write a more persuasive essay will be of little value to someone aiming to create an objective, informative piece of literature.

There are two more equally important aspects to feedback, but they only matter if the three components listed above are already being applied.  First of all, effective feedback requires a balance between observation, evaluation, and advice. To actually help a person make changes efficiently, all aspects of feedback will be required. If you constantly tell people, “you are awesome,” take the time to throw in some observations and advice.  If you’re constantly correcting others or telling them what to do, slow down and start making some observations and evaluations.  If you’re missing a piece, or you notice a dramatic imbalance, correct accordingly.  No single aspect of this system works alone, and no ratio is right for every individual or every situation.  Apply observation, evaluation, and advice flexibly to whatever situation you’re in.  The last component, and perhaps the most important to overall effectiveness, is consistency.  A single conversation will never be as effective as an ongoing discussion.  You won’t be able to gauge how feedback is being received in an isolated situation; even if they seem to receive the feedback, the true test comes in changes to the behaviors being observed.  In a one-time discussion, patterns will go unrecognized, goals will be unclear, and proper ratios of observation, evaluation, and advice will be guessed at.  Without consistency, constructive feedback can feel critical and judgmental.  Without practice giving and receiving feedback is an awkward dance of two novices attempting new maneuvers.  Occasional feedback can leave people pained the same way infrequent exercise leads to disproportionate soreness.

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Want Real Change? Start Small.

I’ve seen it over and over.  I’ve done it myself.  I’ve seen friends do it, and I’ve seen clients do it. Big goals, no results.  Big goals are easy to get excited about and they’re fun to share with those around us.  Unfortunately, big goals often end up leave us feeling guilty, with compromised self-worth, and a track record of perceived failure.

Goals are meant to be motivational and provide a sense of achievement and success.  If you’re goals aren’t doing that, get new goals.  In the video below, B.J. Fogg lays out some practical examples (and the scientific data to back them up) of how to make big changes through extremely small modifications to behavior.  If we allow them to, small goals build a pattern of success, create self-efficacy, and let us enjoy the changes we’re trying to make.  Feeling persecuted by a goal, is no way to live, and generally leads to less accomplishment.

The most common arguments against setting small goals go something like this: “I don’t want to lower the bar.” or “I should be able to [bigger goal].”  or simply, “That seems dumb.”  My response is fairly consistent.  I simply ask how the big goals are helpful to making the desired changes and cultivating the desired feelings.  I was how many time they have set that big goal and failed.  At that point the option becomes clear.  Do you continue trying the strategy you know doesn’t work, or are you willing to set and celebrate goals that you’d rather not have to set?

Integrating this approach into your life may require a redefinition of success.  It may force you to reduce behaviors, sometimes in creative ways into their smallest possible units.  You will certainly need to be willing to celebrate tiny levels of success, validating yourself for a single step in a journey of 1,000 miles.

Here’s the simple recipe (watch the whole video for more details):

  1. Identify a current habit, something you do every day or multiple times per day – use the restroom, get in bed at night, brew your morning coffee, enter a building or room.
  2. Attach a tiny behavior to the current habit you identified in step one.  When I use the restroom, I will think of one thing I’m grateful for.  When I get in bed at night, I will read for one minute.  When I brew my morning coffee, I will drink a glass of water.  When I enter or exit my bedroom, I will do one air squat.
  3. Celebrate your victories consistently and actively.  Affirm yourself for meeting your goal. “Nice job reading tonight.”  “You’re awesome at staying hydrated.” “Great form on that air squat, you did it!”
  4. Reassess your goals.  If you’re not being successful, make your goal smaller.  If you are being successful, considering making that tiny habit just a little bit bigger.