The role of praise

If you are leading people, it is your duty to identify and praise the good work of the people you lead.

On the other hand, if you are the one who is supposed to receive the praise, you have a couple of choices.

You can wait for the praise, build up the expectation, imagine and wonder how it would feel, rehearse what you are going to say, make of the praise the motivator for your next endeavour, and inevitably feel down should the praise not come.

Or you can increase the awareness around the fact that it is not the praise that makes your work good, be proud of what you know you have achieved, and move on to the next task.

[…] a lot of our wrong conceptions, or many of them, have to do with wrong conceptions about what is happiness and what is the cause of happiness. So we think, sense objects, external things, external people, that those things are the source of our happiness and so “I want this. This can make me happy and this is gonna make me happy, and they’re all mine. I’m not going to give them up.”

Venerable Thubten Chodron

How to win friends and influence people

The very same title kept me from reading How to win friends and influence people by Dale Carnagie for a long time. The idea that friends can be won and people influenced was something I just could not digest. People (and friends alike) would love me not because of some weird subterfuge, but certainly because of who I was and how I behaved.

The fact is, this book is a must read for everybody who wants to know how to make a relationship work. Any type of relationship, though Carnagie focuses mainly on business relationships.

The message is as simple and commonsensical as it is difficult to put into practice: if you want to have meaningful and satisfying relationships in your life, just forget about yourself.

This does not mean you have to obliterate yourself in the presence of others, or that others can do anything to you and you should just accept it and be greatful for their consideration.

It means that the next time you are talking to somebody, you should stop thinking about what’s the next smart thing you are going to say as soon as they make a pause; you should stop wondering about the fallacies of their argument to counter them with your infallible logic; you should stop telling about how wonderful you are and how they should change to match your worldview.

Instead, you could open to the other person in the conversation, do that genuinely and from the heart, focus on what they are telling you and make sure they walk out of the dialogue with a higher self-esteem they had before joining it.

Few points from the book that really resonated with me. And to some extent changed my approach to relationships.

People are not “creatures of logic”, they are “creatures of emotions”. If we really think that by proving the validity of our argument we will win their hearts, their minds and their actions, we are delusional. In this sense, Carnagie says, “any fool can criticize, condemn and complain but it takes character and self control to be understanding and forgiving”. That’s where true power lies.

Avoid interrupting others, even if it is to share an incredible idea you just had while they were talking. Leave them space to talk about themselves, and be sure you are interested and listening. At some point in my career, I realised how I had stopped asking people how they were when meeting them, probably because at some unconscious level I was not interested in knowing that. I have changed course, also thanks to this recommendation. Now, when I get asked “how are you?”, I try to keep my answer as short and to the point as possible, and then ask back “and what about you instead?”. And I listen to the answer, carefully.

I have mentioned this next point already once in my blog, and I consider it my personal key take away from reading How to win friends and influence people.

You can’t win an argument. You can’t because if you lose it, you lose it; and if you win it, you lose it.

Have you ever been so passionately and unconditionally convinced by somebody else who just proved you wrong, to go as far as changing your mind, and actually liking the person? Of course not, and others as well do not appreciate being told they are wrong. Again, this does not mean you should abandon all your opinions and ideas. It just means that it’s not by arguing that you will have other people’s goodwill. Finding common ground and moving forward together is a much better and more sensitive approach.

And finally, give praise to others. Not generic “good job”. Tell them that for sure, and also why they did a good job, what you were impressed with, why, why it is important and what would that mean to you if they would do it again. We love to be praised, and yet we find it so difficult to praise others. Make it a daily habit, if needed, and get used to it so much so that it becomes natural and genuine.

When does feedback matter?

Feedback is important, and as I wrote before the only thing to say when we get it is “thank you”.

Yet, we should not fall into the trap of taking action on every piece of feedback we get. Feedback is about the person who is giving it much more than it is about the person who is getting it. If I tell somebody “you should be more productive”, that simply means that the person does not fit into my idea of productivity. If somebody tells me “you should listen more”, that simply means that from where they stand, they are under the impression I am not listening enough.

Consider three things when you get feedback.

Who is giving it? Is that a person you care about, somebody important in your life? Is that your customer, or somebody your work is not intended for? Is that a friend, a family-member, somebody who knows you intimately?

What channel is it coming from? Did they bother picking up the phone, sharing their thoughts face-to-face, at least letting you know who they are? Or is it an anonymous feedback, something you are reading on social media, the starred opinion of a faceless and nameless reader?

What are they saying? Is it something you are hearing for the first time, or something somebody else has already noticed about you in the past? Is it a piece of advice you can act on, or just an opinion, a feeling, a thought? Are they sharing kindly, from the bottom of their heart, or are they being mean, malicious, trying to elicit any kind of reaction?

Once you have considered all this, of course still say “thank you”. And take action only if it makes sense. Otherwise, move on and continue delivering your best work.

Free throws

Rick Barry was the best free throw shooter the NBA had ever seen when he retired. The last three seasons of his career were his best seasons from the line, he even registered a high of 94.7% in his second to last season. Even today, 40 years on, he is number seven in this particular all time list.

The fact is, Rick Barry had a very peculiar way of shooting free throws.

Sometimes, you can achieve excellent results by doing something new, something unexpected, something others might actually laugh at you for. If you persist and you are good enough, you can prove there’s another way, a better way, and pass it on as a sort of legacy.

For all others, there’s the way everybody knows. Both are fine, and it’s up to you to decide how to excel. The key is to be comfortable with what you choose to do.

 

When to get prepared

When things are calm. When you are surrounded by people you love and that love you. When your job is solid, and you have the respect of your colleagues and of your managers. When waking up in the morning is a pleasure, and you find out you enjoy things that you generally do not notice. When you have everything you could ask for, you are peaceful and willing to extend a hand to others in need. When the greatest worry is something you used to not even consider a while back.

That is the moment to prepare for harsh times.

It does not mean you should not cherish what you have, just that you should keep training for what you fear the most, so that when it will come it will not be as bad as it initially seemed. Eventually, you will find that the human condition is quite bearable, even in its darkest times.

[…] it is while Fortune is kind that it should fortify itself against her violence. In days of peace the soldier performs manoeuvres, throws up earthworks with no enemy in sight, and wearies himself by gratuitous toil, in order that he may be equal to unavoidable toil.

Seneca, letter 18