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Skills I’d Rather Not Have: Inventing Catastrophe

We’re generally more attuned to potential dangers, to things that can harm us or put our lives at risk.  Our brains have been honed to see the snake in the grass, the poisonous berry, the lurking enemy, and the loose step.  In facing these threats, we fill-in any gaps of knowledge with a narrative that makes sense.  We want to create some certainty in a precarious situation, and we do that by creating stories to make all the pieces fit.  Based on observations and the emotional experience, what makes the most sense?  When we’re hurt, scared, or otherwise suffering, that narrative turns dark quickly.  The driver in front of you that failed to use their blinker (you recognize the potential danger and now feel mildly scared) gets caught up in a narrative that completes the story of “The idiot that tried to kill me and is probably the worst driver in the world because why would anyone not use their blinker……etc.”  This explanation justifies the fear.  If the narrative was, “That responsible driver had a minor oversight in the application of normal safety protocols, but it didn’t really impact my safety in the grand scheme of things” the fear would have no rational explanation.

Our internal narrative acts to justify our emotional responses, to explain them, to make them more predictable. Unfortunately, these justifications often only serve to intensify and/or prolong the emotions.  This effect of emotional amplification is common when we try to rationalize, control, or judge our our emotional experiences.

In our heads, the airplane turbulence quickly become a failing engine.  The coughing child is informally diagnosed with tuberculosis.  The angry boss is definitely making plans to fire half the department. Perceived threats lead to fear, fear motivates the need for an explanation, and our minds happily oblige, providing a narrative that is often unhelpful to say the least.

There are two primary approaches to managing this problem.

  1.  Change the narrative.  Take control over the story, and create a narrative that does NOT intensify or prolong the uncomfortable emotions.  It can be a reasonable alternative or a ridiculous exercise in creative writing.  Perhaps that turbulence is a slight breeze that will subside momentarily.  Or, it could be that Superman was flying along beside the plane and gave us a little nudge.  When you take control of the narrative, you can influence the emotional response.
  2. Accept the emotion.  Acknowledge the fear, observe the narrative, and work to let it be.  Let yourself be scared without a “reasonable” explanation. It’s okay to be scared when you hit turbulence (It’s always okay to be scared).  Allow yourself to complete this sentence “I’m scared and….”  You can be scared and imagine all the most horrible things that could happen during a plane crash (that’s what we want to avoid).  Alternatively, you can feel scared and take some controlled breaths.  You can feel scared and chat with the person next to you.  You can feel scared and play Tetris on your phone.  Engaging in actual behaviors can help move you out of the narrative in your head.

Both approaches go against the default strategies of most people, making them especially challenging to apply when facing a perceived threat.  It takes self-awareness and practice, but the benefits are ubiquitous.

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Critic or Coach? Why “truth” isn’t necessarily the most helpful approach.

Critics are paid professionals that are expected to pass judgement.  Whether it’s food, a performance, a movie, or any other experience, honesty is vital their livelihood.  Without honestly, their opinions (which they’re paid to have) may no longer be valued or respected.  Critics serve a purpose, but it is rarely their intention to be, in any way, helpful to the objects of their evaluations.  Despite this spectacularly unhelpful stance, many of us fall into being critics of ourselves – evaluating and judging our behaviors and experiences without regard to the utter lack of value it brings.  Streams of critical thoughts may seem as natural as breathing in some circumstances.

“I’m so stupid/such an idiot/so irresponsible/so lazy/fat/ugly/short/depressed/etc.”

“I’m a horrible parent because I did (or didn’t do) ____________”

“If I wasn’t such a bad husband, I would ____________”

“I’m not good enough to ____________”

These criticism rarely, if ever, serve to effectively and efficiently motivate healthy change.  There may be some honest evaluation going on, but what purpose does it serve?  It fuels the furnace of guilt and self-loathing and only occasionally motivates change. In the long-run, this strategy is highly destructive.

Leave the criticism to the critics.  Unless you get paid to ruminate on your shortcomings, it’s time to switch gears.

Be coach.

Great coaches don’t dwell on the negative.  They make appropriate evaluations, but spend more time praising and encouraging the best aspects of their players.  Despite any shortcomings, they focus on what their teams do well.  When faced with failure or a daunting task, they refocus on “how” the team plays more than what the outcome is.  Win or lose – play hard, push yourself, acknowledge your teammates, and keep working.  Coaches know it sucks to lose.  Coaches get that players make mistakes. Coaches understand the tendency to be self-depreciating.  They respond with acceptance and encouragement – “Keep your head up! Keep working!”

Critics are paid to judge, coaches are paid to win.  Which offers you the be chances of flourishing?  How do you want to spend your time and energy?   Which internal narrative would be more helpful to you?

 

 

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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.