Right Attitudes

Ideas for Impact

Relationships

Why You Can’t Relax on Your Next Vacation

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Some managers can’t slow down even on vacation. They keep worrying about their work and won’t come back feeling rested and rejuvenated.

If you feel the added guilt of being away, it may be time for you to look inward and reflect upon your ability to delegate. Don’t bring fear of inadequacy with you on vacation.

Sure, most people responsible for delivering big things find it difficult to be away. Feeling out of control is always stressful. Here’s how to make time off as restful as possible:

  • Schedule 1-hour check-ins every day.
  • Manage your team’s expectations and make sure everyone knows what matters you want to be bothered about.
  • Build-in buffers at both ends. Don’t work right until you leave for the airport and don’t get back to work right off the plane. Schedule an extra day off before you depart and another when you return. Dive back in slowly.

Idea for Impact: Time off should be time off. Get the most out of your time off by unplugging completely.

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  4. Hustle Culture is Losing Its Shine
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The Good of Working for a Micromanager

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One of the defining qualities of a good manager is a willingness to dig into the details. Effective managers choose to engage differently with different kinds of details. In other words, they are selective micromanagers.

Micromanagement is simply the consequence of a desire to engage with selective details. Sure, some leaders struggle with prioritizing and building trust, even over unimportant details. But it never goes away. It’s part of the package. Some are great micromanagers and some are poor micromanagers.

Working for a micromanager has its challenges; but, often, it’s a blessing in disguise. Be aware of the details your manager cares about. Expect to be micromanaged—but, as part of the process, expect to learn a lot. Selective micromanagers tend to be better at developing talent. Their intimate knowledge of the business and their deep involvement can enable you to learn important information about the business.

Idea for Impact: Think of “micromanagement” as simply an excess of attention that you must manage. It’s a good sign that your boss is interested in your work—it means she cares enough.

But if you are being singled out for micromanagement, it’s time for you to look inward. The degree of micromanagement is inversely proposal to a manager’s trust in your competence. In the fullness of time, if micromanagement doesn’t, consider if your work is of lower quality or quantity without your boss’s watchful eye. Improve how you’re converting your manager’s feedback into learning.

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The Secret to Happiness in Relationships is Lowering Your Expectations

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Happiness depends not on how well things are going, but on whether things are going better or worse than expected. (A case in point: under-promising and over-delivering is a sure way to build customer loyalty.)

Right-size what you can expect from others. You’d be happier to accept other people’s difficult behaviors when you expect less from them. The instant you feel disappointed because another person didn’t come through for you, remind yourself, “It isn’t for me to have those expectations on her.”

The definitive purpose of moderating your expectations of other people isn’t to give them some sort of pass. Instead, it is to help you take off your rose-colored spectacles and appreciate the being-as-is. This change of attitude helps you moderate the constant frustration—even anger—from those around you.

Idea for Impact: If you have high expectations of other people and they disappoint you, you’re giving them permission to dictate how you’ll feel. That’s a lot of power to give to others.

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  4. Release Your Cows … Be Happy
  5. The Surprising Power of Low Expectations: The Secret Weapon to Happiness?

How to Be Better in a Relationship: Assume Positive Intent

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One secret to good relationships is to assume positive intent.

This applies to all sorts of personal and professional relationships—even chance relationships, such as customer service dealings.

Whenever you’re upset—even repulsed—by somebody’s off-putting behavior, try to push yourself to allow for the possibility that the perpetrator’s intent was fair, well-meaning, and wholesome. In other words, seek the least malicious explanation for their behavior.

Instead of getting irritated and judicious, if you pause to reflect and reconsider their actions by stepping into their shoe, you may see if you’re misconstruing what they’re saying or doing.

Assuming Positive Intent Can Herald a More Informed Vantage Point

When you assume positive intent, you get more insight into their actions and choices. Stepping mentally outside of whatever is happening to you right now allows you to assign it some context and mull over its significance. Possibly the other person is having a bad day. Maybe they are culturally or emotionally tuned to think and behave in a particular way. Perhaps the situation harks back at an earlier incident where they’ve been hurt and, therefore, are trying to protect themselves?

Assuming positive intent overcomes the human tendency by which we judge and rationalize our actions versus others’: when we make mistakes, we often blame the situation’s circumstances rather than take responsibility for the error. When others make mistakes, we tend to over-emphasize their role in mistakes—we blame them quickly and challenge their intentions.

You Can’t Change the Past, But You Can Change Your Perspective About It

Giving people the benefit of the doubt helps you identify the details of their situation. Assume the person causing your problem is giving it their best shot. Seek to understand. Empathize. You may be surprised to learn something that you hadn’t expected.

Your whole outlook on a problem transforms when you follow this approach. Becoming aware of your unconscious responses can allow a calmer, kinder response to conflict and frustration. It makes it easier to assimilate information and commiserate with people you’d rather not listen to.

How many misunderstandings, disputes, frustrations, and misgivings could be forestalled this way!

Idea for Impact: Assume Positive Intent. It’s the Foundation of High Trust. It’s a Huge Game-Changer.

Until proven otherwise, assume positive intent as you go about your day—even when somebody cuts you off in traffic. Misunderstandings will happen and can be resolved with reality-testing and understanding, grace, and dignity. Assuming positive intent allows you to retreat from the narrow, restrictive perspective that can aggravate the situation into two negatives fighting one another.

Now, then, assuming positive intent does not mean naïve goodness or unassertive deference to everything that’s happening to you. Beware blind optimism. Don’t overlook patterns of deliberate ill intentions and fundamental incompatibilities with their outlook on life.

Being pleasing and agreeable and wishing the best for everybody could blind you into refusing to accept the bare facts of an unfortunate situation and overlook others’ excesses. A noble view of the world is not always helpful. Sometimes problems are best nipped in the bud.

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  4. Think Twice Before You Launch That Truth Bomb
  5. How to … Communicate Better with Defensive People

A Short Course on: How to Find the Right Relationship

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  1. Know yourself—what you want and what you don’t want. Having clear goals can help save you from being caught up in the moment and disregarding what it is you really want and need.
  2. Have good boundaries—they’re how you should take care of your needs. Identify what’s healthy and what crosses that line.
  3. Appreciate your value, and expect respect. Faults become thick when respect wears away. Assess concord in how you both approach openness, sincerity, and conflict resolution.
  4. Get out there and meet a wide range of people. Be persistent in your search for the right relationship. Give people a fair chance. No one can be perfect. So, think about how you’ll work around their imperfections.
  5. Don’t put people in a box, especially when there isn’t actually a box that characterizes who they are. Let yourself and the other person be who you each are. Don’t deny their individuality; be open to being surprised.

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  5. Escape the People-Pleasing Trap

Let Go of Toxic Friendships

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Friendships are an integral ingredient of happiness, and they often help you feel better—but not always. Some friendships are just bad for you.

Occasionally, you can fall into the trap of hanging onto unhealthy relationships because they’re familiar—even when you’re constantly let down. Worse yet, ‘ambivalent relationships’ can cause you more anxiety than being with people you actively dislike.

It takes two to define a friendship. Relationships are grounded in social exchange, and with unbalanced friendships, the other draws more from the “friendship bank” over time than they care to put into it. If you’ve set clear expectations and boundaries, and the other isn’t consistently sticking to them, perhaps it’s time to re-evaluate your relationship.

What you get out of your friendships ultimately affects your physical and emotional health. It pays to focus your attention on strengthening healthy relationships and letting go of toxic friendships.

Luckily, most friendships are not too difficult to escape. Downgrade the friendship. Make yourself less accessible. If the relationship isn’t very close, merely drift apart.

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  4. Affection Is No Defense: Good Intentions Make Excellent Alibis
  5. How to Speak Up in Meetings and Disagree Tactfully

Change Your Perspective, Change Your Reactions

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From the eighth-century Buddhist philosopher Śāntideva’s Bodhicaryavatara (“Entrance to the Path of Awakening,”) a translation from Stephen Batchelor’s A Guide to the Bodhisattva’s Way of Life (1979:)

Where would I possibly find enough leather
With which to cover the surface of the earth?
But just leather on the soles of my shoes
Is equivalent to covering the earth with it
 
Likewise it is not possible for me
To restrain the external course of things
But should I restrain this mind of mine
What would be the need to restrain all else?

A powerful reminder that you can’t magically make the whole world and its people run smooth and easy, but you can reorient your heart and mind to change your perspective and endure the bumps that you’ll encounter.

Idea for Impact: If something isn’t to your liking, change your liking or find something else of your liking. The willingness to adjust is perhaps the single most critical human faculty.

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Get Rid of Relationship Clutter

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Don’t hold on to relationships that aren’t supportive or beautiful—they’re robbing you of joy and nourishment. They’re exhausting your resources for the relationships that do matter.

Letting go of relationship clutter isn’t about tossing people out like tatty pairs of shoes. It’s about getting reflective if our relationships honor our soul self. Is there respect, love, and a sense of wanting the best for each other?

Find ways to distance yourself from relationships that drain your soul. Don’t burn bridges, though. Don’t hold onto every issue or argument. It’s more gracious—and better for you—just walk away, head held high, mouth shut. You’ll be glad you did it that way.

Idea for Impact: To get rid of clutter is to make room for more supportive and nurturing relationships.

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  5. Avoid the Trap of Desperate Talk

Each Temperament Has Its Own Language

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From Dr. Irmgard Schlögl’s The Wisdom of the Zen Masters (1976) (she was later Ven. Myokyo-ni, Rinzai Zen Buddhist nun at the Zen Centre in London):

An elder Zen monk on his pilgrimage put up in a monastery. He came across another monk who was also on the pilgrimage. The two discovered that they had much in common, and decided next morning to continue together.

They came to a river where the ferryboat had just left. The elder took a seat to wait for its return. His new friend continued however, walking over the water.

Halfway across, he turned around and beckoned the elder to follow, “You can do it, too. Just have confidence and tread on.” The elder shook his head and stayed put.

“If you are scared, I’ll help you across. You see I can do it without much trouble.” Yet again, the elder shook his head.

The other reached the other bank of the river. He waited there until the ferry had brought the elder over. “Why did you hang back like that?” he asked.

“And what have you gained by rushing like that?” replied the elder.

“Had I known what you were like, I would not have taken up company with you.”

Wishing him farewell, the elder resumed his pilgrimage on his own.

Temperament clashes exist to some extent in almost all relationships. The language of camaraderie that two people share so effortlessly at some moments can unravel at others.

Sometimes each person believes they are deliberately communicating their needs and values, when indeed little gets through because each is working from different core assumptions and expectations—conveying and interpreting language, gestures, and intent differently, or seeking a different set of signals.

Idea for Impact: Each temperament has its own language.

Each of us has our own expectations of relating in an interpersonal relationship. When there are problems, don’t always attempt to “fix” them or back off and distance yourself. Simply give the other more space to be who they are. Seek to understand.

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Avoid Blame Language

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Refrain from using the terms “always” and “never” when you’re in a disagreement.

Making statements like “You never think about anyone but yourself” or “You always ignore how I feel!” provokes defensiveness because of the apparent exaggeration.

The actual conversation gets abstracted because the other person understandably resists the all-or-nothing argument.

Making negative judgments or proclamations about the other in extreme, absolute terms gives no wiggle room because making global attacks on their entire personality.

Idea for Impact: Try to voice your concerns in a way that focuses on your own feelings and how the other’s behavior affects you. Try “I” statements, such as “I feel neglected when you make plans without me.”

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