Right Attitudes

Ideas for Impact

Getting Along

Summary of Richard Carlson’s ‘Don’t Sweat The Small Stuff’

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Stress follows a peculiar principle: when life hits us with big crises—the death of a loved one or a job loss—we somehow find the inner strength to endure these upheavals in due course. It’s the little things that drive us insane day after day—traffic congestion, awful service at a restaurant, an overbearing coworker taking credit for your work, meddling in-laws, for example.

It’s all too easy to get caught up in the many irritations of life. We overdramatize and overreact to life’s myriad tribulations. Under the direct influence of anguish, our minds are bewildered and we feel disoriented. This creates stress, which makes the problems more difficult to deal with.

'Don't Sweat The Small Stuff' by Richard Carlson (ISBN 0786881852) The central thesis of psychotherapist Richard Carlson’s bestselling Don’t Sweat The Small Stuff… And It’s All Small Stuff (1997) is this: to deal with angst or anger, what we need is not some upbeat self-help prescriptions for changing ourselves, but simply a measure of perspective.

Perspective helps us understand that there’s an art to understand what we should let go and what we should concern ourselves with. As I mentioned in my article on the concept of opportunity cost, it is important to focus our efforts on the important stuff, and not waste time on the insignificant and incidental things.

I’ve previously written about my favorite 5-5-5 technique for gaining perspective and guarding myself against anger erupting: I remove myself from the offending environment and contemplate if whatever I’m getting worked up over is of importance. I ask myself, “Will this matter in 5 days? Will this matter in 5 months? Will this matter in 5 years?”

Carlson stresses that there’s always a vantage point from which even the biggest stressor can be effectively dealt with. The challenge is to keep making that shift in perspective. When we achieve that “wise-person-in-me” perspective, our problems seem more controllable and our lives more peaceful.

Carlson’s prescriptions aren’t uncommon—we can learn to be more patient, compassionate, generous, grateful, and kind, all of which will improve the way we feel about ourselves and the way that other people feel when they are around us.

Some of Carlson’s 100 recommendations are trite and banal—for example, “make peace with imperfection,” “think of your problems as potential teachers,” “remember that when you die, your ‘in-basket’ won’t be empty,” and “do one thing at a time.” Others are more edifying:

  • Let others have the glory
  • Let others be “right” most of the time
  • Become aware of your moods and don’t allow yourself to be fooled by the low ones
  • Look beyond behavior
  • Every day, tell at least one person something you like, admire, or appreciate about them
  • Argue for your limitations, and they’re yours
  • Resist the urge to criticize
  • Read articles and books with entirely different points of view from your own and try to learn something

Carlson’s succinct insights have hit home with legions of the hurried and the harried. He became a bestselling author and a sought-after motivational speaker. Before his tragic death in 2006 at age 45, Carson followed up “Don’t Sweat The Small Stuff…” with some 20 tacky spinoffs intended particularly for spouses, parents, teenagers, new-weds, employees, and lovers.

Wondering what to read next?

  1. What the Buddha Taught About Restraining and Dealing with Anger
  2. Anger Is Often Pointless
  3. Learn to Manage Your Negative Emotions and Yourself
  4. The More You Can Manage Your Emotions, the More Effective You’ll Be
  5. Anger is the Hardest of the Negative Emotions to Subdue

We’re All Trying to Control Others

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We're All Trying to Control Others

One of the realities of the human condition is that we’re all operating our lives by trying to make the settings around us—the environments in which we live, work, and play—to be just the way we want them to be.

However, we share these settings with other people, who themselves are trying to make their settings just the way they want them to be.

And herein is the source of a great many conflicts: as we control our worlds and our lives with the purpose of making them transpire as we’d like them to, we intercede with the controlling of others.

Conflict is not necessarily bad. It is a normal, fundamental, and pervasive facet of life. It is a natural outcome of what happens when our expectations, interests, viewpoints, inclinations, and opinions are at variance with those of others.

Every relationship is a minefield of conflict, and each instance of contradictory viewpoints brings new challenges.

The key to getting along amicably and resolving the problems of the world is working out how we can wisely facilitate our control of what is important to us without interfering with other people’s efforts at doing the same thing.

Idea for Impact: Life is negotiation. Getting what you want out of life is all about getting what you want from—and with—other people. Learning how to engage in conflict to get what you want without inflicting damage on the opportunities and the relationships is one of life’s essential and practical skills.

Wondering what to read next?

  1. Don’t Ignore the Counterevidence
  2. How to Manage Smart, Powerful Leaders // Book Summary of Jeswald Salacuse’s ‘Leading Leaders’
  3. 20 Reasons People Don’t Change
  4. Our Vision of What Our Parents Achieved Influences Our Life Goals: The Psychic Contract
  5. Don’t Lead a Dysfunctional Team

Admit When You Don’t Have All the Answers

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Admit When You Don't Have All the Answers As a leader or as a salesperson, your employees or customers expect you to have the answers. However, there’ll times when you may not know the answer to difficult questions right away. To avoid losing credibility and causing others to question your knowledge, it’s important to know how to handle the situation properly.

Folks Don’t Want to Confess to Not Knowing Enough

Having quick, confident answers is often seen as a mark of proficiency and leadership. For that reason, you may be conditioned to believe that “not knowing” makes you look exposed. You may assume that any gaps in knowledge should be veiled at all costs.

Rather than admitting that you don’t have an answer to a tough question, you may tend to make something up on the fly, fast-talk, or stumble your way with a dubious response. Rookie salespeople are particularly prone to this—they tend to give answers they believe their prospective customers want to hear.

Consequently, in trying to look strong, you’ll end up looking weak.

The Power of Saying “I Don’t Know”

The ability to recognize one’s limitations is an underappreciated intellectual skill. A humble individual is all too aware of the confines of his/her corpus of knowledge.

Intellectual growth can come about only when the humble person can admit to not knowing enough and opening up to the possibilities of learning.

In an interview at the Wharton school, Carol Bartz (the no-nonsense, swearword-spewing former executive at Yahoo, Autodesk, and Sun Microsystems) commented about this false bravado and misplaced poise:

The phrase, “I don’t know” is in fact a strength. I have a [nonsense] detector that is really good, really good. And I love playing with people who rubbish me. I would much prefer if someone told me, “Not only do I not know the answer, but I wouldn’t even know how to get it. Could we talk about how, and I can get back to you?” That is so, so powerful. I don’t care how old or seasoned or how high you are in an organization. Saying “I don’t know” can give you the vulnerability you need to lead better.

Idea for Impact: Don’t Be Afraid to Admit What You Don’t Know

Great leaders know when to admit “I don’t know” and how to follow up appropriately. When you’re tempted to misrepresent your understanding, try to declare,

  • “I don’t know the answer at this time, but I will get back to you.”
  • “Good point. I don’t know, but I’m interested in what you think.”
  • “I don’t know, but let’s consult someone who knows more about this.”
  • “I don’t know, but I can do more research and incorporate those risk factors in our contingency plans.”

To be appreciated as a reliable, confident, and ethical person, be willing to admit that you don’t have all the answers. This act of humility and the readiness to seek the help of others can inspire greater trust within your team and encourage others to follow suit.

Be honest and direct when dealing with people, and they’ll respect you even if you aren’t able to answer all their questions.

Wondering what to read next?

  1. Pretending to Know-it-All and Failing to Admit Ignorance
  2. Interviewing Skills #3: Avoid Second-Person Answers
  3. Don’t Be Interesting—Be Interested!
  4. Question Success More Than Failure
  5. Why Others’ Pride Annoys You

Here’s How to Improve Your Conversational Skills

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How to Start a Good Conversation

A year and a half ago, I wrote a popular article titled, “Stop asking, ‘What do you do for a living?'” The crux of my argument was,

Chatting with somebody in socializing situations should be less about discerning the details of the other’s life to size up the other’s socioeconomic status, and more about building a bit of familiarity to initiate stimulating conversations about topics of mutual interest.

A recent Harvard Business Review blog article on networking argues that the ‘what do you do?’ question may not be the best way to build rapport with someone else.

Research findings from the world of network science and psychology suggests that we tend to prefer and seek out relationships where there is more than one context for connecting with the other person. Sociologists refer to these as multiplex ties, connections where there is an overlap of roles or affiliations from a different social context. … We may prefer relationships with multiplex ties because research suggests that relationships built on multiplex ties tend to be richer, more trusting, and longer lasting.

The article gives examples of open-ended questions that could elicit non-work-related answers.

  • What excites you right now?
  • What are you looking forward to?
  • What’s the best thing that happened to you this year?
  • Where did you grow up?
  • What do you do for fun?
  • Who is your favorite superhero?
  • Is there a charitable cause you support?
  • What’s the most important thing I should know about you?

These inquiries could be helpful once you have a conversation going—they don’t make good initial questions. I’ve found it helpful to start with simple questions (“how do you know the hosts” or “is this your first time in this city”) and wait for personal details to flow into the conversation naturally.

Another practice I’ve found helpful is to ask to be introduced. Request your host to mention common interests when you are introduced to a new person in the gathering.

Susan RoAne’s How to Work a Room and Do I Say Next? provide great guidelines on how to make your business and personal conversations more effective.

Wondering what to read next?

  1. Personal Spaces for Social Interaction
  2. Five Signs of Excessive Confidence
  3. Don’t Be Interesting—Be Interested!
  4. Stop asking, “What do you do for a living?”
  5. Office Chitchat Isn’t Necessarily a Time Waster

No Boss Likes a Surprise—Good or Bad

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Never surprise the boss, particularly on potentially volatile issues that could affect your project’s timeline, budget, or performance.

Even good surprises can backfire. Many an example exists of employees bringing the boss what they believe were good news, only to realize later that that the surprises weren’t so good after all.

Consider the following example of a Boeing test pilot pulling off a shocking stunt on a prototype aircraft, much to the exasperation of his company’s leadership.

A Reckless Stunt That Created a Buzz

Boeing 707 Dash 80 prototype The Boeing 707 was America’s first passenger jet aircraft. Prior to the 707, which entered service in 1958, air travel was mostly limited to the affluent—and even they were hesitant about air travel’s safety. The 707’s in-service safety record and its economic characteristics quickly made travel more accessible and dependable. The 707 ushered in the Jet Age.

But for Boeing, today’s leading aircraft manufacturer, developing the 707 was a big gamble. The 707 had no orders, and Boeing embarked on its development entirely on the wager of its prospective commercial success. When the aircraft’s design commenced in 1951, Boeing’s estimated development costs were $16 million. That was roughly 20% of the company’s value, and more than twice its yearly profits—nearly all of which originated from military contracts.

The Demonstration That Was Far from What the Boss Had Authorized

Boeing built its first and only 707 prototype aircraft in 1955. The company’s leadership decided to show off the aircraft at Seattle’s Seafare Hydroplane races on August 7, 1955.

The display plan was to have Boeing’s Chief Test Pilot, Alvin “Tex” Johnston, do one low pass over the racecourse so that the airline executives, industry pundits, and government officials who attended the high-profile event could witness Boeing’s new undertaking.

Johnston had other plans. In his mind, the audience needed to be sold on the plane’s performance and safety. Seized by the impulse to flaunt the agility of the 707, Johnston had a little more in mind than just an unpretentious flyby.

During the in-air demonstration (see YouTube video,) with the aircraft soaring over Seattle’s Lake Washington, Johnston suddenly pulled back on the controls, and the plane started to climb at a speed of 400 miles per hour. Then, he did a complete 360-degree roll and flew the plane upside down for a moment. As the crowd watched in shock and amazement, Johnston did a second barrel role.

Overconfident Employee, Furious Boss

Alvin Melvin (Tex) Johnston, Boeing Test Pilot In the startled crowd was Boeing’s legendary president William “Bill” Allen. Allen, who had authorized no more than a simple flyby, thought that Johnston’s first barrel role was a mistake. When Allen witnessed the second barrel roll, he feared that either Johnston had lost his mind, or the aircraft was in grave trouble.

According to Robert J. Sterling’s Legend & Legacy: The Story of Boeing and Its People (1991,) Allen summoned Johnston into his office the next day. Allen demanded an explanation and inquired why Johnston had foolishly risked the company’s only prototype.

Pleased with his successful accomplishment, Johnston offered a simple explanation, “I was selling airplanes.” Johnston explained that he had previously tested barrel rolls on the prototype, and it was a safe maneuver. He hadn’t risked the aircraft at all.

Allen reproached Johnston and told him that he appreciated the efforts, but Johnston was never to do anything that had not been approved previously.

Never Let Your Boss Be Surprised by Bad News

If there is only one thing worse than delivering bad news, it’s not delivering bad news as soon as you know that some trouble is brewing.

No boss wants to hear about any looming issue from some third party—especially if it could be worrying—and put her on the spot with her peers and superiors.

When you fail to report any bad news, you are leaving your boss exposed to being blindsided with a potential problem, and the perception that your boss doesn’t have control of her organization.

Idea for Impact: A Good Employee is Predictably Excellent

The surest way to delight your boss is by setting the right expectations, discussing and coordinating on a plan of action, and delivering on her expectations of your performance.

When the status of important any project changes, make it a priority to bring your boss and other affected constituents up to date. If, right from the beginning, you’ve made the true picture clear, your boss may be less surprised with the bad and the good.

Never surprise your boss—just keep her clued-in on a regular basis.

Wondering what to read next?

  1. How A Single Point of Failure Became The Boeing 737 MAX’s Achilles Heel
  2. Make Friends Now with the People You’ll Need Later
  3. Going Over Your Boss’s Head After She Rejects Your Idea?
  4. Any Crisis Calls for Constant, Candid Communication
  5. Never Surprise Your Boss [Managing Your Boss #2]

What the Buddha Taught About Restraining and Dealing with Anger

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Buddhist psychology identifies anger as one of the six root kleshas, detrimental emotional states that can cloud the mind, lead us to “unwholesome” actions, and cause our suffering.

Chapter XVII of the Dhammapada (ref. Max Muller’s Wisdom of the Buddha) compiles the teachings of the Buddha and his monastic community on the topic of restraining and dealing with anger:

  • “He who holds back rising anger like a rolling chariot, him I call a real driver; other people are but holding the reins.” (Verse 222)
  • “Beware of bodily anger, and control thy body! Leave the sins of the body, and with thy body practise virtue!” (Verse 231)
  • “Beware of the anger of the tongue, and control thy tongue! Leave the sins of the tongue, and practise virtue with thy tongue!” (Verse 232)
  • “Beware of the anger of the mind, and control thy mind! Leave the sins of the mind, and practise virtue with thy mind!” (Verse 233)
  • “The wise who control their body, who control their tongue, the wise who control their mind, are indeed well controlled.” (Verse 234)

As I’ve mentioned before, you will be at a marked disadvantage in life if you’re unable to perceive, endure, and manage negative emotions. And anger is the hardest of the negative emotions to subdue.

What the Buddha Taught About Restraining and Dealing with Anger

Investigating the nature of anger is important not only because it is such a destructive emotion, but also because anger often sums up many other self-judgments—sadness, powerlessness, fear, regret—that are entwined into it.

The Zen priest Jules Shuzen Harris advices approaching feelings of anger with awareness and mindfulness in his insightful article on “Uprooting the Seeds of Anger” in the Summer 2012 issue of Tricycle: The Buddhist Review:

We must remember that we create our own anger. No one makes it for us. If we move from a particular event directly to our reaction, we are skipping a crucial awareness, a higher perspective on our own reactivity. What is that middle step, that deeper awareness? It is mindfulness about our own beliefs, our attitude, our understanding or lack of understanding about what has really happened. We notice that a given situation reliably provokes our anger, and yet somebody else can be exposed to the very same situation and not react angrily. Why is that? No one can tell us: we each have to find the answer ourselves, and to do that, we need to give ourselves the space to reflect mindfully.

We’re going to keep getting angry. It’s going to come up. It has come up in our lives before, and it will come up again. This practice is about becoming more mindful, becoming aware of how we are getting stuck. With care and work, we find ways to get unstuck. But we also know that the moment we get unstuck, we’re going to get stuck again. That’s why it is called practice—we never arrive. So when you find yourself upset or angry, use the moment as a part of your practice, as an opportunity to notice and uproot the seeds of anger and move into the heart of genuine compassion.

And as stated by the Chinese Sutra of Forty-two Chapters,

For those with no anger,
how can anger arise?
When you practice deep looking and master yourself,
you dwell in peace, freedom, and safety.
The one who offends another
after being offended by him,
harms himself and harms the other.
When you feel hurt
but do not hurt the other,
you are truly victorious.
Your practice and your victory benefit both of you.
When you understand the roots of anger in yourself and in the other,
your mind will enjoy true peace, joy, and lightness.
You become the doctor who heals himself and heals the other.
If you don’t understand,
you will think not getting angry to be the act of a fool.

Wondering what to read next?

  1. How to Guard Against Anger Erupting
  2. Anger is the Hardest of the Negative Emotions to Subdue
  3. Learn to Manage Your Negative Emotions and Yourself
  4. The More You Can Manage Your Emotions, the More Effective You’ll Be
  5. Anger Is Often Pointless

Fight Ignorance, Not Each Other

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Demonization in the Era of Hyper-polarization and Hyper-politicization

We live in a era of hyper-polarization and hyper-politicization. Studies suggest that we Americans have mostly devolved to two political groups that fervently believe that all wisdom resides in their particular standpoints and therefore care less and less to empathize with the other side.

People loathe the “other” ideological group with such visceral obsession that their hate pollutes their minds. Thanks partly to social media, self-organized tribes are isolating themselves into geographic, religious, ideological, educational, ethnic, and media bubbles of like-minded crusaders.

As I wrote previously, studies have shown that hanging around a group of likeminded folks can make people even more scornful of differing viewpoints, than they are as individuals. They demonize anyone who disagrees with them. They neither account for the case against their positions, nor find middle ground.

In the wake of the 2011 Tucson shooting (where perpetrator Jared Loughner shot and killed six individuals, and injured 14 others at a political gathering,) meditation teacher James Baraz of wrote a Huffington Post essay underscoring the ignorance that brings about the aforesaid demonization:

The real villain is in this story is not Jared Loughner. It’s not the media. And it’s not the gun rights advocates. The real villain is ignorance. Because of ignorance, people project their fear and turn those who are different into enemies—both in their minds and in actuality. Once you demonize the “other” they become less than human and you can inflict pain on them without guilt or shame.

Wondering what to read next?

  1. Group Polarization: Like-Mindedness is Dangerous, Especially with Social Media
  2. Charlie Munger’s Iron Prescription
  3. Presenting Facts Can Sometimes Backfire
  4. [Effective Arguments] Explain Your Opponent’s Perspective
  5. Rapoport’s Rules to Criticize Someone Constructively

Don’t Lead a Dysfunctional Team

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The difference between functional and dysfunctional teams often boils down to effective team leadership. If you’ve been asked to lead a team, you’ll get more from your team members if you know what’s expected of the team, and manage your roles and responsibilities.

  1. Define the charter. Find out what your customers want. Find out how much latitude your team has—decision-making, reporting procedure, access to resources and information. Make sure there’s organizational support for these matters.
  2. Build on strengths. If team members are selected for you, determine what each person can contribute to the team’s effort. Ask members to identify their strengths.
  3. Set ground rules. Discuss how the team will operate. Be clear about performance expectations. If necessary, write down the rules agreed upon by team members.
  4. Develop a mission and goals. Get your team talking about what needs to get done, by whom, and when.
  5. Group Polarization: Why Like-Mindedness Is Dangerous “Herd the sheep.” Part of your job is to be a sheepdog. Keep people together and herd them toward goals.
  6. Break up conflicts. Disagreements are fine, even healthy, but outright hostility or anger is counterproductive. Stop the discussion, clarify positions, and try to find areas of agreement.
  7. Avoid groupthink. Don’t compromise too much for the sake of consensus, harmony, and “esprit de corps.” Don’t settle on the lowest-common-denominator decision upon which everybody agrees.
  8. Build bridges. Keep your sponsor, your manager, and each team member’s boss informed of the progress of the team’s assignment.
  9. Be visible. Any crisis calls for constant, candid communication. Knowing how to step up your communications efforts to the right levels during confusion is a powerful tool in managing a crisis.
  10. Captain the ship. You’re responsible for your team’s every outcome—good or bad. You are wholly accountable for everything that happens under your authority. Never pass the blame should things go wrong.
  11. Make the work fun. Give your team lots of recognition. Celebrate the team’s accomplishments.
  12. Establish freedom and autonomy. Empower team members to innovate and make decisions. Encourage all ideas and make sure that they are respected, no matter how strange they may sound. Micromanage only when you must.
  13. Assess performance. Periodically, ask the team to rate its performance. Resolve any problems as quickly as possible.
  14. Get stuff done. Don’t lose sight of your goals and your mission. The only thing that matters is the relevant results.

Wondering what to read next?

  1. Advice for the First-Time Manager: Whom Should You Invest Your Time With?
  2. Successful People Earn Trust Using These Ten Cs
  3. Whom do we work for? What do we work for?
  4. Eight Ways to Keep Your Star Employees Around
  5. 20 Reasons People Don’t Change

Think of a Customer’s Complaint as a Gift

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When managers become comfortable with the idea that complaints are gifts, they do not hesitate in responding to them.

'A Complaint Is a Gift' by Janelle Barlow (ISBN 1576755827) According to A Complaint Is a Gift: Recovering Customer Loyalty When Things Go Wrong, the idea of complaints as gifts must be reinforced at every staff meeting and training session. The company’s policies must be aligned to support this philosophy. A Complaint Is a Gift‘s authors, management consultants Janelle Barlow and Claus Moller, restate some fundamental techniques for handling complaints:

  1. Don’t get defensive. When managing complaints, managers can be their own worst enemies! Instead of taking complaints personally, managers should focus on the particulars of a problem. Then, complaints become less disruptive and constructive.
  2. Say “thank you” and explain why you appreciate the complaint. Say something about how hearing the complaint will allow you to better address the problem. You create a more powerful rapport with customers by saying “thank you” than apologizing.
  3. Apologize for the mistake and empathize when appropriate. Acknowledge the customers feelings You do not have to see eye to eye with the person to acknowledge how they are feeling. Saying “I can see you are upset,” or “I understand why this ordeal has been frustrating for you,” will go a long way toward diffusing any complainer’s anger.
  4. Listen for what the customer wants to happen next, because it’s often easy to accommodate requests, as long as they’re not totally unreasonable. Promise to do something about the problem immediately. Then do something to fix the situation.
  5. Ask for necessary information and correct the mistake promptly. Look at the problem from all perspectives and ask the customer to explain his or her expectations and the reality of what he/she experienced. Ask what it will take to meet their needs or to satisfy them. Rapid responses disclose you are serious about service recovery and customer service.
  6. Check customer satisfaction. Call your customers back to find out if they are satisfied with what you did for them.
  7. Initiate changes to prevent future mistakes, make the complaint known throughout the organization so this kind of problem can be prevented. Fix the system without rushing to blame staff or policies.

Idea for Impact: Managers who ask for complaints will find that customers express their concerns more openly and objectively. Inviting complaints reduces the likelihood a customer will be upset or emotional. It is a way to nip problems in the bud and solve problems before they can aggravate.

Wondering what to read next?

  1. How to Deal with Upset Customers
  2. Find out What Your Customers Want and Give it to Them
  3. What it Takes to Be a Hit with Customers
  4. Curry Favor with Customers?
  5. How to Respond to Others’ Emotional Situations

How to Respond to Others’ Emotional Situations

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People Tap Into Their Support Systems to Gain Perspective on a Challenging Situation

When people get unhappy, they need a shoulder.

When they get vulnerable, they need a hand.

When they get upset, they need an ear.

People approach their loved ones when they get emotional and want to convey the pain they feel.

Above all, under the direct influence of their anguishes, people like to rant and rave. Once they come to terms with whatever caused their aggravations, they’re ready move on.

Contrary to normal assumption, human nature is such that people are not always looking for others’ advice. Even when patients go to a shrink, they tend to already know the answer to the question they are posing. They just want their shrink (or any interlocutor) to agree with their decision and support them whether the shrink shares their judgments or not.

How to Respond to Others' Emotional Situations

To Respond to Emotions, Stop Trying to Fix Problems and Just Listen

When a friend, coworker, or employee approaches you when he is upset, use empathic listening to understand his emotions.

The University of Florida’s Dr. Richard Rathe recommends a technique he calls BATHE (Background-Affects-Troubles-Handling-Empathy) that he says has been effective in handling conflicts with staff, family, and friends:

  • Background: Ask questions about the situation. Don’t ask for details at this time. Try to understand the different expectations and feelings at play. Steer clear of trivializing the situation.
  • Affects: Ask about how the situation affects your friend and how it makes him feel. Remember that people are often not entirely aware of their own emotions. Strong emotions often set off knee-jerk reactions that people come to regret later.
  • Troubles: Ask what agitates your friend most about the present situation. Try to explore the symptoms and causes of those emotions even as you withhold your judgment. Suppress your instinctive emotional reaction, stay open-minded and sensitive, and hear out the full message before you respond. Bear your friend’s foibles by reminding yourself that perhaps he has entirely valid reasons for feeling, acting, and speaking as he does.
  • Handling: Ask how your friend is handling the conflict or the crisis. Broach similar circumstances in the past. Skillfully ask questions that encourage him to focus on actions. Mention options he may have not yet considered. Even baby steps can strengthen your friend’s sense of self-worth and turn out positive emotions.
  • Empathy: Express sympathy, understanding, and support for your friend’s position and sentiments. Tell him you understand what happened to him from his perspective, even if you differ with his response. Identify specific sentiments (e.g. anger, embarrassment, or regret) to communicate to him that you understand how he feels. Tell him that his feelings are completely reasonable—which they are, given his point of view. Reinforce your friend’s plan to deal with the problem.

Idea for Impact: Empathy makes you easy to confide in. The feeling of being listened to without judgment compels your friend to respond with patience. Only then can he open up his mind to being influenced by you.

Wondering what to read next?

  1. Psychoanalyst Erich Fromm on the Art of Love and Unselfish Understanding
  2. What the Buddha Taught About Restraining and Dealing with Anger
  3. What the Deaf Can Teach Us About Listening
  4. How to Deal with Upset Customers
  5. Think of a Customer’s Complaint as a Gift
Here’s a prayer to help you deal with annoying people. Learn from the Stoics!