SELF-AWARENESS — BRAVERY — CONNECTION

Most of my life I've been a conflict-avoider, sweeping potential disagreements under the proverbial rug. But these days I seem to face contentions head-on, boxing gloves poised and ready. This is good, for the most part--running from conflict rarely solves anything. However, now that I'm not afraid to take on the hard conversations and can bring up the minors before they become majors,  I realize I could use some fighting skills. It seems I'm doing it all wrong -- taking things personally, bringing up past issues that have nothing to do with the present, throwing in hurtful digs, albeit slight and 'hidden' (but not really). I shut down after I speak my peace and am closed-minded and judgmental when the other person expresses their side of things, wounding my dissentient and getting my own feelings hurt in the process.

So I write this article for me. And for any of you who struggle when it comes to conflict resolve.

We've developed bad habits

Of course, we don't make fighting a goal. In a perfect world, we'd tune into our emotions well before conflict arises and use these wise old friends to guide us as we manage our behavior, thwarting tensions before they erupt into battles. But then again, we're human, imperfect and immature and insensitive at times, so it's highly likely disagreements will evolve into fights. Most of us have picked up some poor habits, as early as childhood, and haven't learned there is a better way.

But before we look into acquiring some new fighting skills, let's determine first if your conflict management needs some work. Here are some things you don't want to choose to do when troubles arise:

• Fail to listen to the other person's point of view with an open mind

• Instead of seeking to find common ground, fight for your own way or ideas

• Do most of the talking in disagreements

• Feel extremely uncomfortable when conflict arises

• Don't use tact when voicing your concerns, rather, you demean the other person and/or their ideas and/or use crass language to prove your point

• Say things like "always", "never", and "everyone thinks this way..." (as if you know how everyone else in the world thinks or does things)

• Bring up the past to prove your point of "Here we go again..."

• Use put downs and demeaning words, saying things you know you'll regret later

• View the other person as an adversary or foe because they don't agree with you

• Think things like, "If only they would change, this could be resolved."

• Quit and run away before the conflict is resolved

• Use dishonesty to put an end to the conflict rather than being authentic with your feelings

• View yourself as more superior, smarter, or 'a better person' because of how the other person is feeling/acting

Which of these best describes your boxing tactics?

It starts with Self-Awareness

Whether you choose one or all of the above when conflict hits, learning a new way of fighting can take some work. As with any behavior, we can make shifts in a new direction, but it's not always easy. But devoting effort to the development of conflict resolve skills will serve us well when the next battle comes along.

“Bravery is the choice to show up and listen to another person, be it a loved one or perceived foe, even when it is uncomfortable, painful, or the last thing you want to do.” ― Alaric Hutchinson

So where do we bad fighters start?

First of all, as with most things -- becoming self-aware is a good initial step. Take note of the poor habits you use when fighting, write them down, and take a hard look at them. Do they serve you well or do they usually escalate the conflict, or cause further avoidance? How do you feel when you act that way? How does it make the other person feel when you act that way? Most likely the things you're writing are not the most positive. It's OK.  Recognizing the need to change often comes from acknowledging the hurt we are causing ourselves and others.

Managing our behavior

Now that you're ready to make some shifts, simply acknowledging bad behaviors is not enough. And just erasing them won't help either.  As with the breaking of any old habit, it's beneficial to have a new toolkit at your disposal full of actions to replace ineffective behaviors.  Here are a few to try:

• Separate the person from the problem.  Don't let yourself go down the path of "this person is bad, wrong, selfish, etc." because they have a differing opinion.  Fight the desire to label them and instead, focus on the disagreement at hand.

• Lay down preconceived ideas. It's easy to think you already have everything figured out before the conflict even begins. Be present and ask clarifying questions where needed so you're sure you understand their viewpoint, not your interpretation of their viewpoint.

• Take a deep breath and slow down.  An overload of feelings can cause an amygdala hijack.  The amygdala is the part of the brain that processes our emotions. Because the emotional processing in our brain happens much more quickly than the rational side, if the amygdala perceives the situation is at a "fight or flight" level of danger, it will trigger a response that shuts down the rational side of our brains, causing us to say and do things we'll regret later. Trust me, this is something to avoid.

• Listen to understand. Stop thinking about what you're going to say next and tune in to what they're saying, and not saying.  Watch for body language (are they agitated, are they scared, etc.) and attempt to hear what they need/want in this situation, not just what is coming out of their mouth.

• Before speaking, ask yourself, "Will this help or hurt the situation?"  Sounds simple, but it's very effective! Choose your words carefully and be sure not to throw out insults or put-downs in the heat of the moment.

• Remind yourself that their way may be a better way. Be curious. Have an open mind and think of the conversation as a way to brainstorm creative new ideas rather than taking offense because they don't agree with you.

“When we aren't curious in conversations we judge, tell, blame and even shame, often without even knowing it, which leads to conflict." -- Kristen Siggins

• Don't attach judgments about their character because of their opinions. Again, separate out the issue from the person and fight the urge to jump to conclusions about their moral integrity just because you don't like what they're saying.

• Be aware that the other person is experiencing his/her own set of emotions.  There may be drivers going on that you're not aware of -- past hurts, disappointments, or struggles that the other person is dealing with.  Offer some grace, in the moment, as you seek to understand the why behindhumi their actions or words.

• Find a way to say something valuing about the other person. Even if you don't agree with them, making the other person feel valued for who they are, in the heat of an argument, can do wonders to diffusing anger and frustration levels. A great sentence starter is, "You know what I like about you?" then fill in the rest with a sincere, kind word.

"A soft answer turns away wrath." -- ancient proverb

• Remember that the goal here is coming to a solution that works for both parties, not getting your own way. This may mean you have to reach a compromise where both of you give up a little to arrive at a peaceful outcome.

I know, easier said than done. If this list seems daunting, pick just one goal and focus on it for the next few weeks. Talk to a coach or counselor about the areas you struggle most with and seek an outside opinion on how you could begin to make some shifts. Then get out there and practice.

For those of you (us) who have done it all wrong, going back to that person and offering a sincere, "I'm sorry" can do wonders to soften pain of the blows you delivered. It takes humility and courage to admit our errors and ask forgiveness of the other person. They may reject you, scoff at you, or even attempt to continue the fight -- but these three magical words can do as much for your own angry heart as it can the other person.

Unless you live on an uninhabited, deserted island, where you have no contact with others, there will be conflicts on the road ahead. Coming prepared with healthy, helpful tactics will enable both of you to stay standing at the end of each round. Even better, as you work on your own conflict management skills, you may come to realize that it was never a fight at all, but a passionate interaction between two unique and worthy individuals, on the same team, working toward the same goal, each offering the gift of learning something new.

"We meet aliens every day who have something to give us. They come in the form of people with different opinions." -- William Shatner

This article was written by Amy Sargent.

Click HERE to Learn more about her work.

http://the-isei.com/home.aspx

THE SEVEN PRINCIPLES OF SOLUTION FOCUSED CONVERSATIONS

Principle 1: Master the courage to question reality.

No plan survives its collision with reality, and reality has a habit of shifting, at work and at home. Markets and economies change, requiring shifts in strategy. People change and forget to tell each other – colleagues, customers, spouses, friends. We are all changing all the time.

Not only do we neglect to share this with others, we are skilled at masking it even to ourselves.

 

Principle 2: Come out from behind yourself into the conversation and make it real.

While many fear “real”, it is the unreal conversations that should scare us to death. Unreal conversations are expensive, for the individual and the organization. No one has to change, but everyone has to have the conversation. When the conversation is real, the change occurs before the conversation is over. You will accomplish your goals in large part by making every conversation you have as real as possible.

 

Principle 3: Be here, prepared to be nowhere else.

Our work, our relationships, and our lives succeed or fail one conversation at a time. While no single conversation is guaranteed to transform a company, a relationship, or a life, any single conversation can. Speak and listen as if this is the most important conversation you will ever have with this person. It could be. Participate as if it matters. It does.

 

Principle 4: Tackle your toughest challenge today.

Burnout doesn’t occur because we’re solving problems, it occurs because we’ve been trying to solve the same problem over and over. The problem named is the problem solved. Identify and then confront the real obstacles in your path. Stay current with the people important to your success and happiness. Travel light, agenda-free.

 

Principle 5: Obey your instincts.

Don’t just trust your instincts – obey them. Your radar screen works perfectly. It’s the operator who is in question. An intelligence agent is sending you messages every day, all day.

Tune in. Pay attention. Share these thoughts with others. What we label as illusion is the scent of something real coming close.

 

Principle 6: Take responsibility for your emotional wake.

For a leader, there is no trivial comment. Something you don’t remember saying may have had a devastating impact on someone who looked to you for guidance and approval. The conversation is not about the relationship; the conversation is the relationship. Learning to deliver the message without the load allows you to speak with clarity, conviction, and compassion.

 

Principle 7:  Let silence do the heavy lifting.

When there is simply a whole lot of talking going on, conversations can be so empty of meaning they crackle. Memorable conversations include breathing space. Slow down the conversation, so that insight can occur in the space between words and you can discover what the conversation really wants and needs to be about.

 

This article was written by Rev. Marc Baisden, MACP, MIN

Click HERE to Learn more about Marc Baisden. 

https://www.alignable.com/anchorage-ak/recovery-intervention-services

TRUST — CONNECTION — HAPPINESS

Are you someone who builds trust or someone who tears it down?

The ability to build trust is a competency of high emotional intelligence. Being trustworthy means to be ethical when working with and relating to others. It means doing the right thing even when you know no one will find out. When you are a trust builder, others have confidence that your actions are consistent with your words and know that you have their best interest at heart -- not only your own. If you are a trust builder, you demonstrate respect for others’ experiences, understand the hurt that deceitfulness can cause, and bring more value to relationships than pain.

Those who are strong in this competency tend to share information about themselves and don't keep secrets. They treat others consistently and with respect, and maintain high standards of personal integrity. They maintain a lifestyle that they don't have to hide from others. When you hear them talk about something, you know that their actions will match up with their words, and you can count on them to deliver on their promises and commitments.

Those who aren't so strong in this competency aren't able to build open, candid, trusting relationships. They've most likely developed a reputation for lacking integrity, and often make promises that they do not keep. They will do what serves them best even if it means undermining another person to get what they want. They lie about little things, and lie about big things. If you ask them what their values are, you may get the 'deer in the headlights' look, as they often have troubles defining their standards in the name of being 'open-minded' or 'non-judgmental'. They tend to blame others for their mistakes and withhold information to keep them out of 'trouble.'

“Earn trust, earn trust, earn trust. Then you can worry about the rest.” --Seth Godin

It's impossible to lead without being able to build trust.  When others begin to doubt you, they will think twice about following you and question whether or not you are worth teaming up with. They will mistrust your ideas and direction, and worry that you may be putting YOUR best interests before their own.

It's true that it takes a long time to build trust but only an instant to destroy it.  One self-centered lie or act of deceit can ruin how others view you for days and months to come.

Why are some trust breakers? For many, the practice of deceit stems from deep-rooted fears…fear of being accepted, fear of being known, fear of punishment, fear of self, fear of being held to expectations, fear of letting others down, fear of being disliked, fear of being an disappointment...the list goes on and on. The thing is, we all have fears. We all want to be liked and accepted and valuable in others' eyes.  But the difference between trust builders and trust breakers is that the trust builders face their fears by understanding that honesty and authenticity are what bring about those results, where trust breakers think dishonesty will get them there. But a life of deceit won't bring about deep, meaningful relationships that we all desire.

“It is true that integrity alone won’t make you a leader, but without integrity you will never be one.”  -- Zig Ziglar

Not sure if you're a trust builder or a trust breaker?

Look over these statements, and give yourself a score for each, using this scale: 1= Always, 2=Almost always 3=Occasionally 4=Almost never 5=Never

1.     I share my thoughts, feelings and decision-making rationale.

2.    I am able to establish trusting relationships.

3.    I am open to others' ideas and willing to be influenced by others.

4.    I treat people with respect.

5.    I am able to influence others as a result of talking with them.

6.    I have developed a reputation for integrity.

7.    I treat all people fairly.

8.    I say what I believe rather than what I think people want to hear.

9.    I strive to behave consistently with my expressed beliefs and values.

10.I practice what I preach.

11.I focus on solving problems rather than blaming or hiding.

12.I admit my mistakes.

13.I deliver on promises and commitments.

14.I ask others for their opinions.

15.I listen to people's thoughts, feelings, and concerns, and am able to feel empathy.

16.I solicit feedback about my performance.

17.I acknowledge the contributions and worth of others.

18.When there is a problem, I work directly with those involved to resolve it.

19.I treat people consistently.

20.I follow through on the things I commit to do, even if it's not convenient for me.

Now, add up your scores and see where you land, below:

1-20 - Your ability to build trust is high

21-40 - Your ability to build trust is moderately high

41-60 - Your ability to build trust is moderate

61-80 - Your ability to build trust has room for improvement

81-100 -  Your ability to build trust needs serious improvement

“Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships.” --Stephen R. Covey

If your ability to build trust needs some work, take heart. We are talking about behavior--what you do, not who you are. Behaviors can be changed. If you would like to shift from being a trust breaker to a trust builder, here are some developmental tips to try:

• Team up with an emotional intelligence coach to help you set goals and hold you accountable as you begin this journey.

• Practice listening to others in a way that allows you to know what's on their minds and in their hearts.

• Always deliver on your commitments.  No excuses. If you are one who tends to promise then cancel --stop making the promises in the first place. 

• Be emotionally available to those around you -- share the things in your heart without stretching the truth to make yourself look good.

• Never knowingly mislead or lie.  If you catch yourself doing it -- stop and admit the truth.  It's so very freeing and you'll find people respect you when you admit it in the moment.

• Articulate your values to those around you and ask them if your actions match up.

• Admit your mistakes without blame or shame.

• Get in the habit of putting others' needs in front of your own.

• Check to see if what you do in secret matches up to your public persona -- if not, in which arena are you not being true? Then ask yourself why.  Just being aware of the gap is a good start to changing behaviors.

• Forgive yourself of past mistakes.  If you've spent a lifetime lying, it's never too late to come clean and make a fresh start.  

The next time you find yourself in a situation where you're not sure if you should be honest or not -- keep this in mind:  

“For every good reason there is to lie, there is a better reason to tell the truth.” -- Bo Bennett

Putting aside your patterns of lying, deceiving and hiding, and stepping into the brave new world of integrity will open up the doors of opportunity for stronger, healthier relationships. Yes, it's going to take some work and effort. It may feel uncomfortable to begin to let others truly know you. You may face rejection and at times, disappoint people. But though it's can be a difficult process to shift behaviors, it's worth it. Becoming someone others can trust will help you develop the connection, both at work and in your personal life, that you need and desire. 

This article was written by Amy Sargent.

Click HERE to Learn more about her work.

http://the-isei.com/home.aspx

RELATIONSHIPS AND TRAUMA, PART TWO

“Trauma and its psychological wounds often destroy relationships, families, and communities, even claiming lives.” - From Trauma: Healing the Hidden Epidemic

Last month, we looked at the ways unresolved trauma affects, or almost “infects” relationships. We examined both the practical and the personal burdens that partners of individuals with unresolved trauma can bear. But what happens when both individuals in a relationship—a family, a marriage, a business partnership—carry wounds from the past?

Yours, Mine and Ours

The challenges in a relationship where both individuals carry unresolved trauma can be illustrated by considering the challenges in blending a step-family. As in a marriage between two individuals with children from other relationships, each individual may bring personal difficulties into the relationship that have nothing to do with their new partner, family member, or loved-one. These painful issues may express themselves in a variety of negative or undesirable symptoms and behaviors.

Each individual in the relationship may have some awareness of their own troubling issues. Each individual may also have some awareness of the emotional difficulties their new partners struggle with. Often, however, such awarenesses are hard to grasp. A great deal of confusion and conflict can arise in the day-to-day give-and-take of relationships when pain from the past is influencing behavior and attitudes in the present.

The confusion only deepens when the third set of challenges arise. To use our illustration, if the painful issues of each individual are the “yours” and “mine” stepchildren of the blended family, the third set of painful challenges will be the “ours” children, or the issues the new couple have with each other. These are the challenges and difficulties which arise precisely because of the nature of being in relationship.

Putting it briefly, two key ingredients in significant relationships are intimacy and dependency. For traumatized individuals, intimacy and dependency are very substantial challenges in themselves. The experience of trauma—whether prolonged developmental trauma or events of shock trauma—frequently, if not always, damages an individual’s ability to trust and feel safe in the world. Healthy intimacy and dependency require some ability to trust, and the willingness to allow that trust to grow and deepen. Individuals must be able to feel some essential element of safety in the relationship and be willing to help create a safe place for their partners and loved-ones.

Often, individuals with unresolved trauma lack the objectivity and awareness to sort out the “yours, mine, and ours” in their relationships. They may find themselves creating unfulfilling, destructive relationships over and over in similar patterns, or their painful pasts may be so overwhelming that they avoid relationships altogether. Competent, effective counseling can help with the sorting-out process to help individuals heal and strengthen their relationships.

By Dr. Peter Bernstein

To read more of his articles, please visit: http://www.bernsteininstitute.com/blog/

*** "This article was written and originally published when Peter Bernstein, PhD was a licensed psychotherapist. His practice has evolved and he is currently a life coach, mentor and consultant."

RELATIONSHIPS AND TRAUMA, PART 1

Trauma affects, or almost “infects” relationships. The partners of individuals with unresolved trauma bear burdens that can be both practical and personal.

Practical Burdens

The lives of partners of trauma-affected individuals are burdened in practical ways because they must often fill in for their loved-one who is in some way “not there” to help with the daily demands of life. The spectrum of “not there” can range in severity from mild impairment to highly dysfunctional. Not only is the individual “not there” to help, they can add to the partner’s burdens with their trauma-related demands and needs for care. Trauma-affected individuals can have symptoms (including depression, anxiety, sleep disturbances, sexual dysfunction, mood swings, chronic fatigue, panic attacks, physical pain and disease, See Chapter 1: “Understanding Trauma”) which require care or accommodation. They can also have self-destructive behaviors (addictions, infidelity, risk-seeking activities) which result in negative consequences to the relationship.

Personal Burdens

Partners of trauma-affected individuals are also burdened personally within the relationship. Trauma-sufferers often want to avoid their pain by staying numb, isolating themselves, and refusing to be vulnerable. By limiting the amount of relating or connecting they do with their partners, they reduce the level of intimacy in their relationships, which removes the likelihood of having to feel pain. Partners become a “threat” to the traumatized individual’s sense of safety because they challenge the individual’s carefully constructed defenses against feeling.

The story of Brandon, a veteran of the war in Iraq, illustrates the desire for “numbness” shared by many traumatized individuals:

“But when he was home, the numbness began to wear off. He began to feel the emotional and physical pain of his experiences. Without the tools to successfully confront those feelings and learn to interact with his civilian family and friends, the feelings were completely overwhelming. The symptoms of his trauma were so intense that they were unbearable. Many service members, such as Brandon, feel that the only way to find relief is to be numb again.”
From Chapter 7: “A Note to Veterans and Their Loved Ones”

— Click HERE to speak to highly trained and experienced psychologists online. https://onlinetherapies.com

Self-medication through substance abuse is one way trauma-affected individuals attempt to remain numb, with often devastating effects on their relationships. They often turn to drugs and alcohol, I explain in Chapter 7, “because they want to numb symptoms of trauma. These substances keep the feelings and memories at bay. Their symptoms return when the high wears off, however, and the need to alleviate these symptoms creates an addictive pattern. It isn’t accurate to say that they want to abuse drugs and alcohol. Rather, the issue is that they will do anything to feel ‘normal’ again, or at least, comfortably numb.”

Partners of trauma-affected individuals often feel alone and rejected on some level. They may feel they must always tread lightly in their relationships. They may end up feeling helpless and powerless to make a difference in the lives of their suffering loved ones. Trauma-affected individuals often promote these feelings of powerlessness, because they are committed at all costs to maintaining control and protecting themselves from feeling their pain. Instead of cooperating with their partners by working through their traumas in order to have better relationships, they can actively resist and thwart their partner’s compassionate efforts. This conflictual, combative pattern, if it continues, can destroy trust within the relationship.

By Dr. Peter Bernstein

To read more of his articles, please visit: http://www.bernsteininstitute.com/blog/

*** "This article was written and originally published when Peter Bernstein, PhD was a licensed psychotherapist. His practice has evolved and he is currently a life coach, mentor and consultant."