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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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Lessons from Shel #428: Avoiding Fear Cripples Us

Fear

Barnabus Browning
Was scared of drowning,
So he never would swim
Or get into  a boat
Or take a bath
Or cross a moat.
He just sat day and night
With his door locked tight
And the windows nailed down,
Shaking with fear
That a wave might appear,
And cried so many tears
That they filled up the room
And he drowned.

By: Shel Silverstein, from A Light in the Attic

 

Our efforts to protect ourselves and those we care about from fear are often more destructive than the feared situation.  Barnabus Browning did everything he could to avoid drowning.  In doing so, he eliminated his own access to 71% of the Earth’s surface.  Even if he didn’t cry “so many tears that they filled up the room and he drowned,” Barnabus restricted himself to his home – No pleasure cruises.  No surfing. No island retreats. No beautiful ocean sunsets, No lazy Sundays fishing off a dock.  No triathalon finishes.  It’s not actually the fear that stops Barnabus from engaging in these activities, it’s his avoidance of the fear.  If he were willing to be scared, willing to lean into it and learn from it, he could do all of it.

Only through changing our relationship with fear can we teach ourselves that it’s a manageable emotion rather than something that has to be avoided.  Every time we tell ourselves, “I’ll do it once I get over my fear,” we’re indulging in unnecessary avoidance that perpetuates the the idea that we can’t (or shouldn’t) be afraid.  It’s fine to be scared and do it anyway, whatever “it” happens to be.  Allowing fear to dictate decisions only fuels fear and restricts our experiences.

 

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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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Communication: Mutual Understanding or Bust

In nearly every relationship, there comes a time when we feel desperate to be understood.  Those are also the moments when it can be the hardest to communicate.  If we shift our definition of communication slightly, we can increase our odds of being understood.

Rather than defining communication as how/what we say, let’s define effective communication as an interaction culminating in mutual understanding.  Using this definition, the “right way” to communicate becomes fluid and requires flexibility.  It also makes every interaction a team-effort.  There’s no one way to ensure understanding.  Genuine communication requires an investment in both sides of the dialogue – speaking and using nonverbal cues as well as actively listening for content and tone.  If all parties are working toward mutual understanding, they’ll be flexible with how they communicate and they’ll be participating as a listener in order to clarify meaning.

In an effort to communicate effectively, we start with three simple questions.  What emotion do I feel?  What specific experience triggered that emotion? What (if anything) do I hope changes because of this communication?

The person initiating the conversation can set the team up for success by prepping the team for the conversation.  Preparation may be as simple as, “I want to share something with you, and I’d really like you to understand where I’m coming from.”  Then, dive in using this structure to convey the answers to the three questions listed above:

I feel __________ when ____________.

In the future, I would appreciate __________________.

If feel hurt when I expect you home at 6pm and you don’t get home until 8pm.  In the future, I’d really appreciate that you let me know as soon as possible when your schedule changes, and it would mean a lot to me if you acknowledge how hard it is for me when I don’t know your schedule.

It’s important to start with “I feel” and follow it up with an emotion.  A common mistake in this form of communication is to hide attacks within this structure.  “I feel like you’re doing everything wrong” is not an appropriate use of the structure.  The first blank can be filled with an emotion word, the second blank with a specific complaint, and the third blank with detailed and realistic expectations or desires.

The person listen then reflects what they’ve heard:

I hear that you feel __________ when ___________.

Moving forward, you would like ________________________.  Do you feel heard?

I hear that you feel hurt when you expect me home at 6pm and I don’t get in until 8pm.  It would mean a lot to you if I let you know sooner when my schedule changes…and it would mean a lot if I acknowledge how hard it must be to never know exactly when I’m going to be home.  Am I hearing you?

Note the lack of defensiveness.  It’s a simple reflection.

There may be a temptation at this point to shift to old habits of unhealthy conflict.  The person communicating the complaint may feel penance hasn’t been served or the level of guilt isn’t adequate.  They may want to start piling on more complaints or escalate into criticism.  The recipient of the complaint may drift into defensiveness through excuse-making or blaming.  RESIST THE URGE.

When mutual understanding has been reached – celebrate.

Thanks for hearing me out.  I’m glad you just listened.

I really appreciate that you just listened without getting defensive.

I recognize it’s a problem, and I’m glad you brought it up.  It’s definitely something I want to work on.

I’m glad you told me how you feel about this

Initially, this structure may feel forced and clunky.  That’s okay.  It doesn’t mean it’s not working.  If the skill of effective communication were compared to hitting a baseball, this structure becomes the tee in tee-ball.  Once you’ve got that feel of it, you can start swinging at some slow pitches.  Eventually, you’ll be ready for the full-speed pitches, making adjustment mid-swing, and getting consistent contact with the ball.

For more strategies aimed at keep communication civil and productive, check these out:  How to Avoid Drama, Cycle of Collusion, and be on the look out for an upcoming blog on the Four Horsemen of the Communication Apocalypse based on the work of Dr. John Gottman.

 
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10 Most Common Distorted Thinking Patterns: Part 5

So far we have explored distortions that created catastrophes from our imagination and another that was the least helpful filter ever then we looked at how the polarization of thought impacts us and the dramatic limitation of “mind-reading.”  Then,  it was on to Emotional Reasoning and Should Statements. Last time we examined the destructive nature of unnecessary Personalization and the “ALWAYS” scary False Permanence

  • Catastrophizing
  • The Mental Filter
  • Black-and-White Thinking
  • Mind-Reading
  • Emotional Reasoning
  • ‘Shoulding’
  • Personalization
  • False Permanence
  • Blaming
  • Magical Thinking

Let me remind you – as you begin to challenge these distortions, for effective change, take the time to write down the specific unhelpful thoughts as you recognize them and write down the alternative thinking patterns that will set you on the path to healthier perceptions of your experiences.  You’ll see overlap in how these patterns feed into one another, each one making the others a little easier to believe, creating a seemingly unified (albeit distorted) vision of life.  Don’t be fooled.

  • Blaming:  This particular distorted thinking pattern is a sneaky one.  It infiltrates common language usage on a daily basis.  Any time you use “________ makes me feel _______,” you’re using a form of blame to distance yourself from the emotional experience.  “You make me so angry” is a statement that blames someone else for your emotional experience.  Blame (like should) carries inherent judgment which can be personally and interpersonally destructive.  Blaming others in this away also pushes you away from other people, creating conflict rather than resolution.  Blame isn’t just for emotions though.

Blame is an equally damaging distortion when applied to our own behaviors.  “They made me do it” is a harmful way to escape the discomfort of personal responsibility; however, if others are in control of how you feel and what you do….the whole world becomes very unpredictable and unstable.  If you’re in the habit of blaming other people, or even circumstances, for your emotions and behavior, it creates a mentality that falsely absolves you of personal responsibility and strips your sense of self-efficacy.  Blaming, therefore, becomes a backhanded attack on your own capacity to validate your emotions and manage your behaviors.  If everyone/everything is always responsible…you can never feel successful.

Blame also paints you into a corner in terms of personal identity.  Blame creates a narrative with only one identity – righteous victim.  This role can protect you from vulnerability.  It can mask feelings of pain and helplessness with righteous anger, but people can also get stuck in that role, remaining hurt, powerless, and angry.

Challenging Blaming: The simple answer?  Stop blaming other people or circumstances for your feelings and conditions.  Clearly, the solution is more complex than that, but it’s a good place to start.  Start by rephrasing the way you express emotions.  “That movie made me sad” becomes “I feel sad when I watch movies about true love.”  Work to be consistent in your expression and start with “I feel ______ when _________.”  The difference may seem subtle, but the language we use (even in our own heads) has a huge impact on how we experience the world around us.  “You make me so mad” becomes “I feel angry when it seems like you’re ignoring me.”  Work to observe your feelings and circumstances without judgment or blame, and look for values-based actions you can take to move toward solutions.  Reflect, share, or journal to validate your emotions, and practice acceptance of those emotions without blame.  Create a narrative that acknowledges your personal choices as well as your capacity to make different choices moving forward.  Choose to build a personal identity consistent with the competent and capable individual that you are, and avoid falling into the “righteous victim” role.

  • Magical Thinking:  Magical Thinking distorts thoughts by shouting “TRUTH!” to the adage, “the grass is always greener…”  This type of thinking establishes false hope and wastes energy as people chase after frivolous, empty goals.  It often postpones meaningful action and shifts attention away from effectiveness.  Happiness or success or some version of those two is perpetually at your fingertips or just an arm’s length away.  “If I lost 10 pounds I’d be happy.”  “If I had a new boss, I’d love my job.” “If I could just move away for a while, everything would be different.”  The examples are endless, “If only he would….If only she said…If only they did…If only I was…”  In the meantime, while you wait for things and people around you to change, you’ve remained unhappy and stagnant.  Or perhaps you’ve exhausted yourself trying to make those things happen, only to find that checking that box didn’t deliver happiness at all.  Finding contentment in life will never be about checking a box, accomplishing a goal, or attaining some external status.  Contentment comes from a way of being, an internal shift in how you perceive and experience the world around you.  Magical thinking works to convince you of the opposite.

Challenging Magical Thinking: Work with what you have.  Remind yourself that contentment is not just around the corner, but can be achieved regardless of the current circumstances, and happiness, just like all emotions is not a permanent destination.  Use “if only” as a red-flag that prompts you to rewrite the script.  “If only I lost 10lbs, I could be happy with how I look” becomes “My body is amazing just how it is…and I’m setting a goal to eat more vegetables and exercise three days a week.  I know that my mind and body feel better when I’m eating a nutritious diet and working out regularly.”  Success no longer hinges on the external outcome.  Allow yourself to be successful in the process, focusing on HOW you work toward a goal rather than arriving at the destination.  Acknowledge your efforts in-the-moment and evaluate success based on the way you engage rather than the long-term outcome.  “I would have been so happy if only I got an A in that class” changes to “I’m proud of the student I was last term even though I didn’t get an A.”  The focus shifts to how – with commitment, dedication, and effort – rather than what.  Magical Thinking takes you out of the present moment, so the challenge is to remain in the present and focus on taking values-based actions…and allow that to be an accomplishment you can celebrate.

You can find a downloadable PDF outline of all ten of the most common distorted thinking patterns here: Top Ten Distorted Thinking Patterns.

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10 Most Common Distorted Thinking Patterns: 3

In the first two installments we explored distortions that created catastrophes from our imagination and another that was the least helpful filter ever then we looked at how the polarization of thought impacts us and the dramatic limitation of “mind-reading.”  Now, it’s on to Emotional Reasoning and, one of my personal favorites, Should Statements.

  • Catastrophizing
  • The Mental Filter
  • Black-and-White Thinking
  • Mind-Reading
  • Emotional Reasoning
  • ‘Shoulding’
  • Personalization
  • False Permanence
  • Blaming
  • Magical Thinking

Let me remind you – as you begin to challenge these distortions, for effective change, take the time to write down the specific unhelpful thoughts as you recognize them and write down the alternative thinking patterns that will set you on the path to healthier ways of perceiving your experiences.  You’ll see overlap in how these patterns feed into one another, each one making the others a little easier to believe, creating a seemingly unified (albeit distorted) vision of life.  Don’t be fooled.

  •  Emotional Reasoning: When reality becomes distorted by Emotional Reasoning, we’ve allowed emotions to be in the driver’s seat while we sit in the back, eyes closed and hoping for the best.  Our emotional experience defines the entire experience.  Some examples are personal and internal – “I felt anxious before/during/after the presentation, so it must have been horrible.”  Notice the evaluation of the situation is based entirely on the emotion rather than the actual execution of the presentation.  While emotional reasoning applied to performances can drastically reduce your ability to feel successful, when it’s applied to broader concepts it can be even more harmful.  “I feel worthless, so I must have done done something wrong or I must not be doing enough”  “I feel sad, so it’s going to be a bad day…It will be impossible to enjoy anything.” This type of reasoning can be equally destructive in interpersonal relationships.  “I feel hurt, so Johnny must have done something wrong.”  Again, you’ll notice that the evaluation has nothing to do with what’s being evaluated; it’s based solely on the emotional experience.

Challenging Emotional Reasoning:  In every example above, the disconnect between the evaluation and the target of evaluation was clear, and it’s much harder to see that distinction when you’re the one in the situation.  Therefore, to successfully change this distortion, one of the first things we want to do is increase awareness and acceptance of emotions WITHOUT EVALUATION.  The practice involves identifying and describing emotions…then stopping the narrative.  “I feel hurt..my muscles are tense; I’m hot; I’m crying.”  There is no need to judge yourself, your emotions, or anybody else when you’re hurt.  Identify it, describe it, and then decide what action you want to take (if any).  “I’m hurt.  I feel it in my whole body.  I want to exercise because when I’m hurt, taking care of myself is even more important.”  Another strategy for dealing with emotional reasoning is to preemptively define success without depending on emotions.  Setting a goal like “I’m going to be super relaxed during my presentation.” means your success is based exclusively on your emotions (which you have limited control over).  When you define success by other more behavioral factors (finishing within the time limit, maintaining eye contact, etc.), you can be anxious and successful.  Whenever you recognize your emotions leading you down a path of judgement, criticism, or any other form of distorted thinking, step away from the situation, acknowledge and accept the emotions, then proceed according to your values instead of listening exclusively to your emotions.

  • Should Statements:  Why are “should” statements my favorite?  Two main reasons.  First, we use “should” so ubiquitously that everyone has multiple opportunities to catch this pattern of distorted thinking on a daily basis.  Secondly, there are really straight forward ways of challenging these phrases.  So, what is a “should” statement.  Any time you use “should” you’re committing a small act of harm to your mental well-being.  The more powerful the “should,” the more destructive it becomes.  How can such a common word be so detrimental?  It has to do with the subtle impact our language has on our beliefs and emotions.  Every time we use the word “should” there is some amount of judgment and criticism that go along with it.  “He should be doing his homework.” means that there is something wrong with him for not doing it, and he would be doing it “right” if he were doing his homework.  “I should exercise more” carries the same subtle judgment – “I’m bad because of the amount of exercise I’m currently doing and I would be good if I exercised more”  Whether it’s directed at yourself or someone else, that judgment and criticism, overtime, can be toxic.  Another component that makes “should” harmful is the battle it consistently establishes.  It’s a battle that sets you up to lose every time you use the word.  “Should” implies that reality is not acceptable – it argues that reality is wrong.  Reality, in any given moment, can’t be altered, and our past certainly can’t be changed.  “I should have…” only serves to function as a critical (and largely unnecessary) judgment of something that cannot be changed.  (Could, would, ought, and need are close cousins to “should” and create similar harmful effects).

One last problem with “shoulding.”  It allows the user to feel righteous and therefore   avoid responsibility for being an active participant in changing.  Proclaiming how things “should” be, frequently leaves people feeling justified in their own inaction.  “She should know better.” “He shouldn’t have said that.” “They should stop.” “This shop should be open.”  The onus is placed firmly on the proverbial “other” to be responsible for change, greatly reducing the possibility of finding effective solutions.

Challenging “Should” Statements: Once it’s in your head that “should” is causing harm, you’ll start to recognize all the places you use it, directed at yourself and others.  Replacing it can be difficult, even though it’s relatively a simple process of word replacement.  In most circumstances, swapping “should” for “I want” is enough.  “I want him to do his homework” and “I want to exercise more” moves away from judgment and toward healthy identification of preferences.  Stick with the facts here.  Instead of “should,” simply describe the circumstances.  “I exercised for 20 minutes two days this week.  I want to exercise for 30 minutes on three days next week”   Stay solution oriented and future oriented.  “Shoulds” can also be an indicator that expectations or boundaries have not been assertively communicated (or consequences haven’t been effectively applied) with others or clear goals haven’t been set for yourself.

If you find yourself “shoulding” take the time to write down what you want and make a plan for how to get it.  Look at what you can do differently to help things go the way you want them to go.  When “shoulds” are applied retroactively, a slightly different approach can be used.  Rather than judging the past, focus on the future.  “Next time I will…” or “In the future I want to…” This reframes the potential solution, making it less about a harsh judgment and verbal punishment, and more about productive action.

Next we’ll cover Personalization and False Permanence.

 

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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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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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Control? You’ve got less than you think, and that’s okay

I hate to be a wet blanket on the, “you can do anything you set your mind to” mentality.  I’m conflicted about taking on the mantle of making Nike’s “Just Do It” slogan more complicated than a three-word mantra for making all things possible.  I’ll go out on a limb and also challenge the ever popular, “choose to be happy” advise that is so readily given to those struggling through tough times.  If those platitudes were real…if we genuinely controlled our lives to that extent, we would all have the life of our dreams, down to the tiniest detail. To believe it’s all within our grasp is somehow comforting.  It’s the message in the quotes above, and it’s consistently reiterated throughout pop-culture, in advertising, and by well-meaning parents and friends.  It’s comforting to maintain the illusion of control.

The effort to maintain the comfortable illusion requires a constant battle between the desire for control and the reality of the world.  Do you know who wins that battle?  Who wins every single time?  REALITY WINS!  Work as I may, my physical gifts were never going to allow me to launch a career in the NFL or NBA.  Being relatively small and slow made me less competitive than my larger, faster friends.  Many decisions to “Just Do It” in the realm of athletics and exercise left me maimed in one way or another.  Running one more day or one more mile left me with shin splints and/or sore knees.  I “just did it” then I couldn’t do it without risking further injury or enduring unreasonable pain.  Choosing to be happy?  Emotions don’t work like that.  If I’m sad, I’m sad.  I just do my best to not wallow in it.  I try to allow it to go away.  I’ve written about the difficultly with acceptance previously (Tricky Business of Sincere Acceptance).  Acceptance is the opposite of control – that’s part of what makes it hard.

Please don’t assume that this relative lack of control damns any of us to a miserable life.  In fact, the sooner you can acknowledge that lack of control, the sooner you can get on with living your life and appreciating reality.   When I release myself from the outcome-based expectations of an NFL career or a four hour marathon, I can get on with living my life according to my values.  I can consistently exercise within the limits of my physical composition and remain content regardless of the outcome.  All of this is really about altering expectations and tweaking the quotes and platitudes to be more compassionate given the challenges we are forced to faced when operating in the realm of reality.  “Just do it” becomes “Just do something that moves you toward an important value.”  Running a four-hour marathon is a goal, not a value.  Fitness and health are values.  Reality may greatly limit your ability to finish that marathon (head colds on race day, unexpected injuries or accidents, a flat tire, uncooperative muscles and joints, etc.); however, nothing can stop you from moving toward your values.  Targets may change, goals may need to be revised, but if you remain psychologically flexible, you can find comfort in remaining consistent with your values.  “You can do anything you set your mind to” becomes “Working towards anything you value will result in personal growth.”  Admitting that I won’t ever become the next Barry Sanders doesn’t mean I’ve failed or that I’ve lost motivation or that I can’t continue to run agility drills in my backyard if I want to.  It mean that I’ve accepted reality, and that reality includes the realization that if I’m training like an elite running back, I’m likely to be in great physical health and connected with individuals with similar interests and values.

If the “it” in “just do it” is unrealistic, you do nothing but set yourself up for failure and disappointment.  If the “anything” in “you can do anything you set your mind to” is an outcome even slightly out of your control, you will likely find yourself battling reality.  Take stock of reality.  Take stock of your values.  Then, and only in a moment-by-moment sort of way, take control of your behaviors.  Choose to act in accordance with your values and release yourself from any expected outcomes.