To be ourselves

/

To be ourselves we must have ourselves — possess, if need be re-possess, our life-stories. We must “recollect” ourselves, recollect the inner drama, the narrative, of ourselves. A man needs such a narrative, a continuous inner narrative, to maintain his identity, his self.

Oliver Sacks, The Man Who Mistook His Wife For A Hat: And Other Clinical Tales

Within Arms Reach

/

Nothing has transformed my life more than realizing that it's a waste of time to evaluate my worthiness by weighing the reaction of the people in the stands.

The people who love me and will be there regardless of the outcome are within arms reach.

This realization changed everything. That's the wife and mother and friend that I now strive to be. I want our home to be a place where we can be our bravest selves are most fearful selves. Where we practice difficult conversations and share our shaming moments from school and work. I want to look at Steve and my kids and say, “I'm with you I'm in the arena. And when we fail, we’ll fail together, while daring greatly.”

We simply can't learn to be more vulnerable and courageous on our own. Sometimes our first and greatest dare is asking for support.

Brené Brown, Daring Greatly

Risk aversion kills innovation

/

The secret killer of innovation is shame. You can't measure it, but it is there. Every time someone holds back on a new idea, fails to give their manager must needed feedback, and is afraid to speak up in front of a client you can be sure that shame played a part. That deep fear we all have of being wrong, of being belittled and of feeling less than, is what stops us taking the very risks required to move our companies forward.

If you want a culture of creativity and innovation, where sensible risks are embraced on both a market and individual level, start by developing the ability of managers to cultivate an openness to vulnerability in their teams. And this, paradoxically perhaps, requires first that they are vulnerable themselves.

This notion that the leader needs to be “in charge” and to “know all the answers” is both dated and destructive. Its impact on others I the sense that they know less, and that they are less than. A recipe for risk aversion if ever I have heard it. Shame becomes fear. Fear leads to risk aversion . Risk aversion kills innovation.

Peter Sheaham

Gratitude and Self-Control

/

Studies from my lab show that gratitude directly increases self-control.

Our research also shows that when we make people feel grateful, they’ll spend more time helping anyone who asks for assistance, they’ll make financial decisions that benefit partners equally (rather than ones that allow profit at a partner’s expense), and they’ll show loyalty to those who have helped them even at costs to themselves.

What these findings show is that pride, gratitude and compassion, whether we consciously realize it or not, reduce the human mind’s tendency to discount the value of the future. In so doing, they push us not only to cooperate with other people but also to help our own future selves. Feeling pride or compassion has been shown to increase perseverance on difficult tasks by over 30 percent. Likewise, gratitude and compassion have been tied to better academic performance, a greater willingness to exercise and eat healthily, and lower levels of consumerism, impulsivity and tobacco and alcohol use.

If using willpower causes stress, using these emotions actually heals: They slow heart rate, lower blood pressure and reduce feelings of anxiety and depression. By making us value the future more, they ease the way to patience and perseverance.

Perhaps most important, while these emotions enhance self-control, they also combat another problem of modern life: loneliness. From 1985 to 2004, the percentage of people who reported having at least one friend on whom they could rely and with whom they could discuss important matters dropped to 57 percent from 80 percent. Today, more than half of all Americans report feeling lonely, especially in their professional lives. But study after study has shown that those who are seen as grateful, warm and justifiably confident draw others to them. Because these emotions automatically make us less selfish, they help ensure we can form relationships with people who will be there to support us when we need it.

Cultivating the social emotions maximizes both our “résumé virtues” (those that underlie professional success) and our “eulogy virtues” (those for which we want to be remembered). In nudging the mind to be more patient and more selfless, they benefit everyone whom our decisions impact, including our own future selves. In short, they give us not only grit but also grace.

So as 2018 commences, take more time to cultivate these emotions. Reflect on what you’re grateful to have been given. Allow your mind to step into the shoes of those in need and feel for them. Take pride in the small achievements on the path to your goals.

David DeSteno writing in the New York Times

The “Uh Oh” Effect

/

Resist the “uh oh” effect. Midpoints—of work projects and training regiments can either discourage (the oh no” effect) or motivate (“oh no, time's running out”). UCLA researchers studying teamwork found that the majority of groups did almost no work until halfway to the deadline then suddenly buckled down. Set interim goals and adopt the “chain” technique: Pick a task and mark a calendar with an X every day you do it—the string of X’s serves as an incentive.

Aaron Fernandez writing in Wired Magazine

Not Enough

/

To me, and for many of us, our first waking thought of the day is “I didn't get enough sleep.” And the next one is “I don't have enough time.” Whether true or not, the thought of not enough occurs to us automatically before we even think to question or examine it. We spend most of the hours and the days of our lives hearing, explaining, complaining, or worrying about what we don't have enough of... Before we even set up in bed, before our feet touch the floor, we're already inadequate, already behind, already losing, already lacking something. And by the time we go to bed at night, our minds are racing with a litany of what we didn't get, or didn't get done, that day. We go to sleep burdened by those thoughts and wake up to that revelry of lack... This internal condition of scarcity, this mindset of scarcity, lives at the very heart of our jealousies, our greed, our prejudices, and our arguments with life…

Lynne Twist, The Soul of Money

We Seek Familiarity

/

We believe we seek happiness in love, but it’s not quite as simple. What at times it seems we actually seek is familiarity – which may well complicate any plans we might have for happiness.

We recreate in adult relationships some of the feelings we knew in childhood. It was as children that we first came to know and understand what love meant. But unfortunately, the lessons we picked up may not have been straightforward. The love we knew as children may have come entwined with other, less pleasant dynamics: being controlled, feeling humiliated, being abandoned, never communicating.

As adults, we may then reject certain healthy candidates whom we encounter, not because they are wrong, but precisely because they are too well-balanced (too mature, too understanding, too reliable), and this rightness feels unfamiliar and alien, almost oppressive. We head instead to candidates whom our unconscious is drawn to, not because they will please us, but because they will frustrate us in familiar ways.

We marry the wrong people because the right ones feel wrong – undeserved; because we have no experience of health, because we don’t ultimately associate being loved with feeling satisfied.

The Philosophers’ Mail