Using mindfulness and values in the workplace to improve performance and wellbeing
Author: Rachel Collis
Rachel gained 15 years experience as a psychiatrist before moving into leadership development in 2001. She now lectures at the Graduate School of Business, QUT and provides leadership, executive and career coaching to senior and high potential leaders.
To learn more, visit - http://rachelcollis.com.au/
I want to highly recommend this podcast to you.
Trent Codd talking with Anthony Biglan about creating nurturing environments.
Key points for me:
There are now many randomised controlled trials of family and community interventions that have been shown to make a significant difference to the development of children and adolescents. We now have the science to impact on problems that we used to think were intractable.
Helping parents let go of harsh, critical or coercive approaches and become more nurturing, supportive, loving and caring is important.
If we want to build well being then we need to create environments that:
– are richly reinforcing of pro-social behaviour
– limit opportunities and cues for damaging behaviour
– encourage psychological flexibility
Dr Biglan goes on to talk about a range of approaches that have been shown to help to create these environments.
His suggestions are highly relevant for organisations.
What would it be like if leaders decided they were going to create nurturing environments at work?
I suspect that problems with employee retention, absenteeism and engagement would significantly improve.
The end of one year and the beginning of another is often an opportunity to torment ourselves with difficult questions: Did I give enough energy to the things that really matter to me? Did I give too much energy to things that aren’t important in the long term? Did I live my values? (To get a visual picture of this, you might fill out Tobias Lundgren’s Values Bulls Eye.)
When you review the previous year, it is likely that you have done well in some areas of your life and have some regrets about others. We often don’t devote as much time and energy as we would like, to what really matters . We often don’t live our values as consistently as we want. We frequently waste time and energy on things that, it turns out, don’t really matter in the long run.
When you consider the aspects of life you neglected last year, you may notice that some are very familiar to you. They will have shown up for you many times over the course of your life. Perhaps there is some aspiration that is important to you, that just keeps being put to one side?
To give you an example.
Since I was 11, I have wanted to be a writer. I love reading and I wanted to be like the authors I admired. I wanted to be one of those people, the people that befriend strangers by sharing their thoughts in a book.
I have started many books but, despite this deep desire to be an author, I have never finished writing a book. This desire to write seems to matter a lot to me but each year goes by and I still don’t accomplish my goal.
A couple of years ago, I turned 50 and I realised that time was running out. If I really want to be an author, I need to knuckle down and actually write a book. So I started another book. It is on a topic that matters to me (Meaningful Success). Sitting at my Mac trying to express my ideas with honesty and courage is hard and scary and wonderful. Two years later and I am still wading through this project. Trying to create something useful. Something that isn’t rubbish. In the process, I am discovering that this writing lark is harder than it looks!
But even though this matters deeply to me. Even though I love writing. Even though every thing I read about how to become a good writer starts with the advice – just write.
I often don’t write. My days are filled with other stuff. Stuff that isn’t writing.
How about you? What are the goals that really matter to you? The goals that year after year, you don’t quite manage to give enough time and energy to? It could be:
And …what gets in the way of you pursuing that goal?
There are lots of reasons why we don’t pursue these important goals with the necessary energy and passion. One reason that seems increasingly common is, ‘I am too busy.’
So what are we too busy doing?
If you analyse what you are too busy doing, you can divide your actions into: 1. Things that were genuinely, at that moment, a higher priority than the important but non urgent task.
For example: spending time with the people you love; caring for your fragile human body; doing meaningful work; earning enough money to pay the bills; volunteering for causes that matter to you…
These choices are valued actions. You are being the person you want to be. Life is full of conflicting priorities, can you notice these choices and be gentle to yourself about them?
2. Things that, at that moment, felt like they were a higher priority than the important but non urgent task but they actually weren’t.
For example: trying to impress or please people; trying to earn more money than you need; doing things just to get prestige or recognition; doing things to avoid unwanted feelings.
This is a recurring problem for many of us. I certainly keep getting hooked by these activities. I look back on my life and I have spent too much time focussing on things that seemed important at the time, but actually, from the perspective of a few months or years later, I realise didn’t really matter.
3. Things that, at that moment, didn’t even feel like they were a higher priority than the important but non urgent task.
This is basically all the things we do to procrastinate and avoid the harder stuff. It might be: watching inane TV or silly YouTube clips; checking in on Facebook; going shopping. (NB These activities can also be acts of self care – in which case they are category one activities – only you can decide this.)
At this point I could just tell you to make sure you focus your energy on the right things. But I don’t think that advice is very helpful. I know it doesn’t work for me.
So I want to encourage you to do something different. To start gently.
Just start by noticing with curiosity what you are doing. In real time. Notice which category your behaviour is in. You might also notice if you tend to berate yourself for spending time on the ‘wrong’ things. How effective has this harshness been for you? What would happen if, instead, you responded with compassionate understanding of your human failings?
Instead of harshness, could you notice how each behaviour feels? Notice how it feels in your body as you take these various actions? What emotions are you feeling? Notice which circumstances seem to encourage you to do which types of behaviour. Are there any common themes?
For me the ‘category two’ activities – the ones that seem important at the time but actually aren’t important- are often associated with a scrabbly feeling, like I am desperately trying to get something. At those times, if I pause and notice what is going on inside me; I realise that I am often hooked by thoughts that I am not good enough in some way and/or there isn’t enough of what I think I need. The best response to this seems to be to pause and breathe. To turn to myself in kindness. To be willing to be with myself and the thoughts that I am not adequate or the world is not the way I want it to be.
‘Category three’ activities – the ones where I know I am frittering time away – sometimes feel to me like I am hiding out. Trying not to think about the scary task I am avoiding. At other times these activities are accompanied by a whiny voice – ‘I don’t want to…I am too tired…I deserve a break…It is too hard…’ It feels like when I was a kid and I used to put my fingers in my ears and loudly say ‘I can’t hear you…LA…LA…LA…I can’t hear you’.
If I am courageous enough to pause and check in. I notice the thoughts and feelings I am trying to avoid. Can I turn towards these feelings with compassion, knowing they are part of being human?
I want to encourage you to do the same. Instead of trying to get it right. Instead of fighting with yourself.
Notice whether what you are doing is moving you towards your values; towards what matters to you or whether it is taking you away.
Notice what is going on inside you at those moments.
According to Ludeman and Erlandson (2004). ‘Alpha’ executives make up 70% of senior executives. They are confident and intelligent, competitive and impatient. They like to be in charge.
‘Alpha’ executives don’t tend to listen well to others. They engage in dominance behaviours, (Schmid Mast and Hall 2009) such as:
Taking charge of the conversation
Talking down to people
Expressing strong opinions
Tending to steamroll others into doing what they want (Schmid Mast and Hall 2003)
Senior alpha executives can find it hard to let others influence their decision making. (See, Morrison et al. 2011)
Alpha executives often have unrealistic expectations of themselves and others. This can lead to burnout, both in themselves and in members of their team. Alpha executives can be dismissive of others feelings and can fail to notice the negative impact that their competitive and aggressive approach has on others. Colleagues and direct reports can sometimes experience the aggressive alpha behaviour as bullying.
Alpha’s often achieve results in the short to medium term; they look confident; they speak up in meetings. They look like potential C-Suite material and they get promoted.
But once they reach higher levels of management, the need for cooperation and collaboration grows and their dominance behaviours start to hold them back and sometimes even derail them.
I often coach executives who exhibit some, if not all, of those alpha behaviours. I enjoy working with them. I like their intelligence, their focus on results and honesty. It can also feel intimidating. The curiosity and exploration that is central to good coaching can seem like a waste of time to these executives – and they let me know this assessment in no uncertain terms!
How does ACT help these executives to develop more effective leadership behaviours?
In this post, I want to explore the tricky topic of working with these executives and their emotions.
My observation is that many, but not all, of these executives have learnt to disconnect from their own emotions. This disconnect is often contributing significantly to their insensitive and impatient behaviour. The behaviour is, in a sense, a form of running away from unwanted thoughts and feelings.
In many, the armour was actually created early in life. It may well have been adopted in the school years, as a response to the harsh experiences that many of us have during childhood. This means that many of these executives have never learnt to really notice and label their emotions, a core skill of emotional intelligence.
Emotionally intelligent leaders can tease out the different grades of their own and others emotion, for example separating impatience from frustration or anger. Emotionally intelligent leaders can notice emotions that may be pulling them in different directions. They can pause, notice their emotions and notice the urges that result from these emotions, without having to act on those impulses. They can hear the wisdom their emotions often offer, perhaps about the risks in a situation or how others may be feeling about something.
The lack of emotional awareness that some alpha executives experience is often coupled with avoidance of many of the ‘softer’ emotions. This does not mean, however, that the executives are genuinely emotionless, the emotions will still be present and will often drive behaviour unconsciously.
The aim of coaching alpha executives can often be to help them to learn to engage with their own emotions with more curiosity and wisdom.
This work can be scary for executives, many of them have an emotion phobia; where approaching certain emotions, such as sadness or fear, can make them freeze or escape. Just like with other exposure work, this needs to be done with the consent of the individual concerned and with gentleness and curiosity.
Often the most important thing that a coach can do in this situation is to help the executive to pause and notice. How does it feel in your body as you talk about this issue? And what does that tell you? And what do your values and the needs of the situation suggest you do next?
As people become more fluent with their own emotions, they become less driven by them and have a greater capacity to choose the most effective behaviour in a given moment.
As people become more open to their own emotions, they also become more aware and empathic towards others.
Now Kelly knows we are hominids not monkeys, but ‘We aren’t that kind of hominid’ is a bit less catchy.
The hominid family includes humans and our close genetic relatives – gorillas, chimpanzees, bonobos and orang-utans. Just sit with that for a moment – think about what our ‘cousins’ need to thrive…
A sense of belonging?….Lots of fresh fruit and vegetables?….Time to rest?
What if many of the problems that beset us are because we are ignoring our most basic ‘monkey’ needs?
Based on an extensive review of the literature, Kelly suggests that, in order to flourish, you probably need to:
Minimise your exposure to toxins (physical and social)
Eat real food
Move your body
Give yourself more sleep/rest opportunities
Engage in meaningful activity
Cultivate your social network, and,
Now Kelly isn’t saying that, if we do this, there will be no more illness or distress. What he is suggesting is, if we look after ourselves in these ways. Then, when stressors visit us, as they will, we will have a little more resilience. We won’t be living at the limit of our resources. We will be less vulnerable to those ‘lifestyle’ disorders.
And during less challenging times, perhaps we will be more likely to flourish?
Read that list again:
Minimise your exposure to toxins (physical and social)
Eat real food
Move your body
Give yourself more sleep/rest opportunities
Engage in meaningful activity
Cultivate your social network, and,
and ask yourself:
What would happen if I were to care for myself in these simple ways?
What would be one small step towards self care that I could take in just one of those areas?
Kelly travels the world delivering workshops. He currently in Australia teaching counselors and psychologists how to support their clients in making these simple but challenging changes. You can get details at his website. Highly recommended.
So if having a sense of meaning is a good thing. What do you do if you want to live a meaningful life?
The first step is to recognise that:
‘Meaning is not something you stumble across, like the answer to a riddle or the prize in a treasure hunt. Meaning is something you build into your life. You build it out of …your affections and loyalties…out of the things you believe in, out of the things and people you love, out of the values for which you are willing to sacrifice something. The ingredients are there. You are the only one who can put them together into that unique pattern that will be your life. Let it be a life that has dignity and meaning for you. If it does, then the particular balance of success or failure is of less account’ – John Gardner
Meaning doesn’t come from a search for some big sign that says ‘This is meaningful’. Meaning is instead built gradually through the many small choices you make, through the values you choose to express.
‘Values are intentional qualities of action that join together a string of moments into a meaningful path’ – Steve Hayes
(If you are uncertain about your values – there are some good values clarification activities here.)
You can make a conscious decision to treat whatever you are doing as meaningful. An opportunity to live your values. For example, a hospital cleaner can choose to see themselves as an important part of the process of healing patients (which, of course, they are) and as a result express values of kindness or conscientiousness in their work.
However, if your work really doesn’t align with your values. If it genuinely feels meaningless, then you might want to start to work on a career change. It might just save your life!
If you are feeling a bit uncertain about what is meaningful for you, then I recommend ‘The Photojournalist’ activity described by Steger et al in Mindfulness, Acceptance and Positive Psychology. It is a great way of unearthing the meaning that is already present in your life.
Here is what you do:
Take 10-12 photos of “What makes (or could make) your life meaningful.” It is okay to take photos of places, people, things, mementos or even other photos. As you take the photos, keep a note of what each photo represents and how it contributes to your life’s meaning currently or how you hope it will contribute to meaning in your life in the future.
When you have done – notice what you photographed and what you wrote under the photographs. Notice what stands out. Notice any recurrent themes. Craft yourself a meaning statement.
I choose to make the following meaningful….
Now as you go through your day, notice when there is an opportunity to treat an event as meaningful and see what happens.
Here is one of my photojournalist images. The photo is of my partner fixing my chicken pen. A small moment but it has deep meaning for me. It is about relationships, caring, family tradition.
My daughter, Ellie, is training her horse to touch an object. Ellie points at the object and says the word ‘touch’ and her horse, Josie, touches it with her nose. This seems like an odd skill to train. So I asked Ellie why she was doing this. She told me that if a horse sees something that is new, like a paper bag or a traffic cone, then their natural response is fear. Their focus narrows down to the thing that is frightening them, as if they were wearing blinders. Josie then becomes skittish and unpredictable and she ignores Ellie. But if she touches the threat, she realises that it is fine, settles down and opens up to Ellie’s instructions.
Of course horses aren’t the only ones that scare easily, and they aren’t the only ones that can learn to touch the fear. You and I can become skittish, unpredictable and cut off from what’s happening around us when we are afraid.
When fear, anxiety, sadness or anger turn up, we can become both preoccupied by the feelings and also focussed on getting rid of them. We tend to treat internal discomfort as if it is the same as a real threat in the external world. In the grip of painful emotions, we find it difficult to focus on what is happening around us. We tend to ignore the suggestions of our wiser self and we make foolish or impulsive decisions.
What if we could learn how to respond differently to painful emotions? What if we could lightly touch the feelings that scare us? With time we might find that although they seem very threatening they can’t actually harm us.
Eventually, when fear, anger or sadness turn up, instead of freaking out and being controlled by our emotions, we accept our feelings as signs that we are human and that we care. We are able to take actions based on both our values and what the situation affords and over time these wiser choices will help us to flourish.
So next time you feel yourself freaking out, take a breath and see if you could, just for a moment, touch your feelings with an attitude of kindness and curiosity. It might just change everything.
It was like he was performing some form of magic. He seemed to knows how to structure his questions and interactions in a way that freed people up. As I watched, I could tell that he was doing something extraordinary but I couldn’t work out how he was doing it. This was my first experience of Kelly Wilson. It was 2008 and I was at a workshop Kelly was running on applying mindfulness to psychotherapy. Kelly is a Professor of Psychology and an extraordinary therapist. He wrote the first ACT book with Steve Hayes and Kirk Strosahl.
As I watched Kelly, it was clear that he was incredibly compassionate and caring. That he was truly present in his interactions with people. That he was open to what turned up. You knew you could tell Kelly your deepest darkest secret and he would turn to you with kindness and understanding.
And he was doing something more than that.
Something I didn’t understand.
When Kelly asked a question it was as though he was selecting the exact words and phrases deliberately, like a master chef who knows that the dish needs just a tiny pinch of nutmeg to turn pleasant into exquisite.I had no idea how he chose which words were the right ones but I wanted to discover what he was doing. I wanted to use those skills to help my coaching clients.
That desire took me on a long and arduous journey.
It was hard.
I felt lost a lot of the time. I felt stupid. But I knew that there was something important here. Over time, I saw other people doing the same extraordinary thing as Kelly.
Sitting in the cool marble foyer of a hotel in Parma, Italy in 2011, Jonathan Kanter said one sentence to me. When I heard it, pain that I had held tight since childhood simply unravelled. Years of therapy had barely dented this pain but Jonathan says this one sentence and it melts, never to return again (more on that in another post).
A few months later, I had a 1:1 Skype session with Benji Schoendorff. This kind Frenchman asked me a few simple questions and the anxiety I feel when I give a presentation changed from something bad to something that now makes me smile.
I was impressed. I wanted to be able to do what these people could do. To be able to use language to do magic.
Step by step, I discovered that what makes these people so extraordinarily effective is a deep understanding of something very nerdy and scientific – contextual behavioural science, in general and relational frame theory, in particular. (You can read the research support for this approach here.)
The reason contextual behavioural scientists can use words with the same precision a master chef uses spices is that they understand the impact each person’s learning history has on their current behaviour. They understand how everything we do is an attempt to get something – even if that something is just avoiding the voice inside that says, ‘You aren’t good enough’. Contextual behavioural scientists understand how metaphors work and why they are so powerful. They understand how each new piece of information we are given slots into the network of what we have learnt in the past. They know that ideas don’t stand alone, they are inextricably linked to thousands of other thoughts and memories.
Kelly, Benji, Jonathan and thousands of other ACT therapists and coaches use that knowledge to help people to move towards flourishing. Bit by bit I am slowly getting a sense of how to do this. These theories are very complex. We touch on them over and over again in this blog. So, in this post I just want to give you a bite sized portion.
I want to describe how ‘transformation of stimulus functions’ can help people to grow.
‘The transformation of stimulus functions is said to occur when the functions of one stimulus alter or transform the functions of another stimulus in accordance with the derived relation between the two, without additional training.’ Dymond & Rehfelt 2000
What does transformation of stimulus functions mean in practical language? A stimulus is an event that influences behaviour. A stimulus can serve a range of functions, which means that it can make certain behaviours (both in our body and our mind) more or less likely.
Our environment and the people around us teach us many of these responses (i.e. we learn the function a stimulus has in a particular situation). Once you have learnt a particular response it is very difficult to unlearn it, but you can change your response to the stimulus by linking it to something that has a different function. (for RFT folk reading this and judging me, I know this is a ridiculous oversimplification but you didn’t really expect me to explain this, did you?)
For example, when I stand in front of a group to give a presentation I often feel very anxious. That anxiety then triggers an urge to make myself small and stay safe by sticking to dry clever theory. I have discovered that if I give in to those urges then my speech tends to become boring!
In our Skype session, Benji, asked me some questions about the anxiety I feel when I give a speech. As we talked, I started to see how the anxiety turns up because I care deeply about being genuinely helpful to the people in the room. This sounds obvious but noticing that connection between my anxiety and what matters to me has meant that the stimulus of anxiety now acts as a reminder that I care very much about what I am doing. It tells me that now is the moment to speak from my heart, risking rejection and judgement because I genuinely care about the impact of my session. I find myself smiling with the joy of knowing that right here, right now I can do something meaningful. When I do that my speeches tend to become more interesting!
Benji used language to create something that felt like magic to me. The function of my anxiety changed, it was now linked to my values. Transformation happened!
I want to walk you through an example of how you could transform your relationship with a tricky stimulus in your life.
Using Words to Weave Your Own Magic
Firstly, consider what tends to trigger you to be safe and boring rather than courageous and impactful?
When you are in the grip of that trigger, exactly how do you feel? What thoughts tend to be there for you? How does it feel in your body?
Really sink into that question. How does it feel to be inside your skin at that moment?
Once you have got a sense of what is important to you here, ask yourself – If I was being the person I want to be, how would I respond to that trigger?
Next time you notice that trigger and the associated thoughts and feelings, ask yourself:
Am I willing to take a small step towards being the person I want to be?
What would that look like?
And how would it feel?
I hope that for at least some of you, the trigger now acts to remind you to live your values.
If you are interested in learning how Benji uses RFT to transform people’s relationship with painful emotions then watch this presentation. (I particularly enjoy his gorgeous French accent and the cooing of his baby in the background)
If you want to know how Kelly weaves his magic then read this book and if you want to understand what Jonathan does then read this book.
And, if you are interested in learning how to apply ACT and RFT to workplace coaching and you are in Australia then check out this workshop. It would be great to see you there.
A reader wrote to us about a problem she encountered when she moved from a hostile, aggressive environment to a much more harmonious workplace.
She was really happy in her new job and was doing well but she was given feedback that her communication skills needed work. This hadn’t been a problem for her in previous workplaces. She realised that she had learnt some unhelpful habits in her last role. Now she needed to relearn how to interact in more workable ways. She was worried that she didn’t know how to bring about this change.
So how do you let go of problematic interpersonal behaviour and start to behave in ways that work? Here are some tips:
1. Start with self-compassion. The less you beat yourself up for your failings, the more you will be able to notice the times when your behaviour isn’t working.
3. Do a self-assessment and get feedback from people you trust. There are some good questions about interpersonal functioning here that you could adapt to the workplace.
4. Don’t just change as a reaction to what others want. Spend some time thinking deeply about your values. Who do you want to be at work? How do you want others to experience you? Changing your behaviour is a hard slog, linking the change to your values will help you to keep going.
6. Get really present in your interactions with people. Notice the impact of your behaviour on others. See if you can get out of your head and into this moment now.
7. Accept that when you feel threatened you are likely to revert to self-protective and unhelpful behaviours. Consider what might trigger that in you and make a plan to be particularly mindful and self-compassionate at those moment. Hold those feelings gently.
Last week I was wandering around Kmart trying to find an adapter plug. In my search I found myself walking through the Lego aisle. I was taken aback by the fierce feeling of joy and longing that hit me as I walked into that aisle. When my son, Patrick, was little we would spend a lot of time in this aisle. Pat would carefully examine each box – trying to decide, ‘Is a Luke Skywalker + Desert Skiff set better than a Hans Solo + StarFighter set?’ I would get bored and impatient as he carefully pondered these questions and start to hurry him along.
Standing in that aisle, those memories came back to me with such intensity. I felt so proud of the young man that Pat has become and at the same time I longed to go back in time, hug that earnest little boy and gently tell that younger version of myself not to be in such a rush, that these moments were precious.
I drank in that memory and walked on. A moment later, I saw these bargain jeans.
I thought, ‘How can they do that for $7?’ and unbidden, thoughts of the recent news about deaths in garment factories in Bangladesh came to mind. I felt sad, guilty and powerless.
Someone watching me might have been surprised by the emotions I seemed to be experiencing. They might have come up with a story for why I seemed upset looking at a pile of jeans or why I had a tender smile in the Lego aisle. It is unlikely that they would accurately work out what was going on inside me.
These two moments show why perspective taking can be so hard.
On the surface they seem very similar. I was reminded of something and then I felt an emotion. But they are quite different in one important respect. In the Lego Aisle I was reminded of something that had actually happened to me. But in the jeans aisle the ideas that provoked the painful emotions weren’t a result of my direct experience. I had looked at a series of squiggles on a computer screen a few days earlier and now seeing some jeans makes me sad. This difference might seem pedantic but it has some important practical implications.
The second incident requires language. Language means that a pair of jeans can make me sad because of something that has happened to some people I have never met, in a place I have never been to. This is an important difference between humans and other animals. It is part of the reason that humans are much more vulnerable to emotional pain than other animals. It also means it can be incredibly hard to interpret, predict and influence our own and other people’s emotions.
Say my manager tells me I haven’t done a good job on a piece of work. My response won’t just be to that event, it won’t even just relate to all the other experiences I have had that my mind tells me are similar – conversations with this manager, with previous managers or other colleagues and possibly even that time 40 years ago when Mrs Leary (the scary teacher) shouted at me in grade 3. (I asked to go to the bathroom 10 minutes after we had returned from lunch break, she found this annoying.) Experiences I have had in the real world won’t be the only factors influencing me. I will also be influenced by what I have learnt through language. It could be my Dad telling me that most managers are fools, the theory I learnt at university about how these conversations should go or the story I have about myself that I am disorganised and incompetent. The factors influencing my response could be numerous. (Psychological flexibility is the skill of not being pushed around by these responses and is the central theme of this blog.)
This means that when my manager tries to do the right thing and work out my perspective on the feedback, she is likely to get it wrong.
It is almost impossible to really see the world through another person’s eyes. Insoo Kim Berg used to say ‘You must have a good reason to…’ She believed that people’s behaviour always made sense to them. If the behaviour doesn’t make sense to us then it is because we don’t have enough information. Her response was to ask questions with a stance of genuine curiosity and a real interest in understanding the other person and their behaviour.
So next time you need to have a difficult conversation with someone – do spend time considering their perspective before the conversation but also make sure you remain curious throughout the conversation, gathering information that will help you both to reach a good outcome.
Saying thank you is important. Your parents probably spent hours drilling this into you. A polite ‘Thank you’ smooths social interaction and makes life a little kinder.
But what your Mum probably didn’t teach you, was how to express heartfelt gratitude in a way that enriches your relationships, has genuine meaningful impact on the other person and can also make you happier.
Expressing sincere appreciation is risky. The other person is often pleased but sometimes they seem uncomfortable and occasionally they seem to see it as an invitation to tell you how disappointing you are. Which can be unpleasant.
Is it possible to be more skilful in the way we express gratitude?
Behavioural science has some suggestions.
How Behavioural Psychology Can Increase The Impact Of Gratitude
This activity involves writing a letter of gratitude and delivering it in person.
Foody et al suggest that, in behavioural terms, gratitude involves a complex interplay between the thanker and thankee.
If you thank someone for something they don’t see as important or if your ‘thank you’ feels transactional, that you are doing it out of obligation or as a reward for good behaviour rather than as a genuine expression of what really matters to you, then the interaction can easily go awry.
So the first step is to ask yourself whether expressing gratitude is a behaviour that you value. Is it an expression of your best self?
If your answer to this is ‘Yes’ (and research would encourage you in this) then the next step is to realise that:
‘Gratitude requires complex levels of perspective taking, in terms of recognising what you value for yourself and how you perceive this should be … appreciated by others’
“Gratitude is an intimate expression of shared values that goes above and beyond what is felt’
This means that if you want your expression of gratitude to have the best chance of positively impacting on the other person, it would be wise to consider:
1. How does what happened link to the values of the other person? For example, ‘Thanks for signing my expenses form when I don’t have the receipts’ is unlikely to link to your manager’s values but ‘Thank you for trusting me enough to know I wouldn’t put in a false expenses claim. I promise to be more careful with my receipts next time’ might have more meaning for them.
2. How does what happened link to your own values? And where is the overlap between your values and theirs? It is in this shared space that deeper connection can form.
Taking a moment to think through these questions is likely to increase the chance that your expression of gratitude feels meaningful to the other person. And if, despite your best efforts at perspective taking, your thanks still don’t seem to have the positive impact you were hoping for – you will know that in that moment you were doing your best to be the person you want to be, which isn’t bad.
I want to thank you for reading this blog post to the end; for trusting that I will do my best to write something helpful and meaningful that, in some small way, enriches your life.
PS For Brisbane based readers – I am running another low-cost ‘Introduction to ACT’ session on May 26th. Details here.