Getting to the Root Causes of Things: Why and How

A brilliant but troubled young man from a tough neighborhood in south Boston is working as a janitor at an elite technical university. Despite his incredible potential, he plans to stick around with his childhood buddies and not use his gifts. His therapist comes from the same neighborhood and is fascinated by the smug young prodigy.

Sound familiar? It’s the plot of the acclaimed film, “Good Will Hunting,” of course, starring Matt Damon, Robin Williams, Ben Affleck, and Minnie Driver. And it’s also a case study in root causes.

In their first session, Will shocked his therapist, Dr. Sean Maguire, played by Robin Williams, with cutting observations about him based on his painting on the wall. When they met a few days later at the park, Sean told Will that, while he’s brilliant, he’s just a kid. Though he knows an astonishing amount of facts and figures, he really doesn’t know what he’s talking about. Will hasn’t traveled outside of Boston. He hasn’t yet experienced the things of the world that bring you deep wisdom, or real love with a partner.

Sean sees that, though Will has incredible intellectual abilities feeding his crass self-assurance, he’s really just lost and afraid. Sean asks him:

“You think I know the first thing about how hard your life has been, how you feel, who you are, because I read Oliver Twist? Does that encapsulate you? Personally… I don’t give a shit about all that, because you know what, I can’t learn anything from you, I can’t read in some f*ckin’ book. Unless you want to talk about you, who you are. Then I’m fascinated. I’m in. But you don’t want to do that do you sport? You’re terrified of what you might say.”

Will, perhaps for the first time in his life, had the tables turned on him. Later, in an emotional exchange in Sean’s office, they trade stories of their violent fathers. Will recently broke up with his girlfriend and suspects that Sean will give him some textbook theories about attachment disorder or fear of abandonment.

But Sean does something surprising. He drops Will’s psych file on the desk and says, “It’s not your fault.”

Will says he knows that. But Sean keeps repeating it, over and over. Until it finally cracks Will’s heart open and the pain comes streaming through—and healing.

They’d finally gotten to the root of it.

 

What Are You Struggling With?

Think about whether there are any recurring patterns or challenges in your life. (If so, welcome to the human race. You’re not alone.) Common ones include feeling stuck in your career and struggling with things like money, body image, self-doubt, or toxic relationships.

Have you, like Sean and Will, gotten to the root of it?

When you’re passed over for a promotion, your first response might be to blame your ungrateful manager. Upon further reflection, though, you might realize that you’re deflecting responsibility. Without understanding and addressing the root cause, you’re stuck spinning unhelpful stories and playing the victim.

Are your financial woes really about your stingy boss or your mindset, habits, and choices?
Are your health problems really about your stressful job or about your numbing of deeper issues?

Difficult issues, for sure, but how long will they go on if you’re not addressing them at the right level?

When your yard has weeds, do you mow over them, or do you get down in the dirt and grab them by the root?

You may notice that many of the traps of living—the things that inhibit our happiness and quality of life—come with common root causes. Examples:

  • Having a victim mentality often stems from difficult experiences or trauma, leading you to feel powerless and believe that other people or outside circumstances dictate the terms of your life.
  • Blaming often originates in fear of vulnerability or failure. You may have learned to deflect responsibility as a coping mechanism to protect your self-image or avoid the irritation of accountability.
  • People-pleasing often stems from a desire for approval and acceptance, perhaps caused by early experiences of conditional love or approval. Maybe you internalized the message that your worth depends on meeting others’ expectations.
  • Workaholism can come from a need for achievement, perhaps driven by difficult or embarrassing situations early in life. Parental, peer, or societal pressures that equate success with achievement can fuel it. Your excessive work may be a means to gain control or validation.

Take the Traps Test

We all fall into traps in life. Sometimes we’re not even aware of it, and we can’t get out of traps we don’t know we’re in. Evaluate yourself with our Traps Test.

 

9 Tips to Help You Discover Root Causes

Here are nine things you can do when engaging in root cause analysis:

1. Use the “five whys” questioning technique to get beyond surface-level symptoms and drill down to root causes. When you encounter a problem, ask “Why?” five times. That inquiry can help take you down to the underlying issue. (See the “Practice” section below for more on this.)

2. Recognize that, while it may be tempting to externalize the problem and shift the blame, the root cause is often internal. Keep your focus on how and why things have happened instead of on who’s causing you difficulty. That way, you’ll focus on things you can control and avoid going down the rabbit holes of blaming and victimhood. Consider whether the root cause has to do with your mindset, beliefs, choices, attitudes, or habits.

3. Think about several challenges you’ve experienced and see if there’s a pattern. Sometimes, by looking at a series of things, you can trace them back to a common denominator. For example, it could be a fear of looking bad or of failing.

4. Challenge your limiting beliefs. Identify your limiting beliefs and then dig deeper into the assumptions behind them and consider where they come from. For example, if you believe you’re damaged goods, a failure, or not worthy of love, think about whether you somehow got the message that you need to act a certain way or achieve at a certain level to be a good person.

5. Note that while getting to the root cause is ideal, sometimes you may need immediate relief. In some cases, it’s helpful to address acute problems to give yourself more running room.

6. Note that there may be multiple root causes. Sometimes, there’s a confluence of factors causing you pain. If you’re experiencing anxiety, for example, it may stem from life events, personality traits, peer pressure, cultural influences, childhood upbringing and parenting approaches, genetic factors, and/or brain chemistry imbalances.

7. Don’t do this alone. Seek help from trusted friends and colleagues, a small, supportive group, or a therapist. That will help you identify blind spots, bring in fresh perspectives, and challenge your assumptions.

8. Look for ways to prevent the root causes from coming up in the future. For example, getting to the bottom of why you feel stuck in your career can help you identify key issues, such as a lack of clear and compelling career goals, insufficient skill development, and fear of change. Perhaps your lack of clarity stems from not taking the time to reflect on your core values, strengths, passions, and aspirations. And maybe your lack of skill development stems from complacency or an overfull schedule.

9. Also look for the root causes of your victories and successes, not just your defeats and failures. Doing so can help you continue having good results and also port those approaches to other areas of your life.

 

Conclusion

Engaging in root cause analysis is vital to success and wellbeing. By understanding the underlying factors that contribute to your struggles, you can implement targeted approaches to address them, leading to better outcomes. This proactive approach can enhance your self-awareness and your personal and professional growth. By committing to this reflective process, you can finally unshackle yourself from the things that have been holding you back.

Quality of Life Assessment

Evaluate your quality of life in ten key areas by taking our assessment. Discover your strongest areas, and the areas that need work, then act accordingly.

 

Reflection Questions

  1. Do you have recurring problems or challenges that are holding you back?
  2. Have you identified their root causes?
  3. What more will you do, starting today?

 

Tools for You

 

Postscript: Inspirations on Root Causes

  • “When solving problems, dig at the roots instead of just hacking at the leaves.” -Anthony J. D’Angelo, author
  • “Negative thinking is subtle and deceptive. It wears many faces and hides behind the mask of excuses. It is important to strip away the mask and discover the real, root emotion.” -Robert H. Schuller, pastor
  • “We lack emotional connection even when we are surrounded by other people. This feeling of being profoundly alone is the root cause of unhappiness in the human race. It is the root cause of addictions. It is the root cause of suicide. It is the root cause of acts of terror. And it is the root of the dysfunction in the way society is structured.” -Teal Swan, author

Personal Values Exercise

Complete this exercise to identify your personal values. It will help you develop self-awareness, including clarity about what’s most important to you in life and work, and serve as a safe harbor for you to return to when things are tough.

 

Practice: Using “Five Whys” to Identify the Root Cause

In the 1930s, Japanese inventor and industrialist Sakichi Toyoda developed a questioning technique known as the “five whys” method to improve manufacturing processes as part of the Toyota Production System. With this now-famous and widely used method, workers ask why at least five times when they encounter a problem, helping them discover and address the root cause of the problem instead of addressing surface-level symptoms.

Here’s how it works: When you encounter a problem, ask why it’s occurring, and then answer that. Then ask why again, and answer that. And so on, five times.

The idea is to encourage people to go deep enough and not stop too soon. But in reality, five isn’t a magic number, and the deeper why questioning process can end with any number of whys. But five is a good proxy for going deep.

Here’s an example:

  1. Why does Alicia feel stuck in her career? Because she hasn’t taken on any new responsibilities lately.
  2. Why? Because her current workload feels overwhelming.
  3. Why? Because she spends a lot of time people-pleasing and managing tasks that could be delegated.
  4. Why? Because she worries that her team members might not complete them to her standards.
  5. Why? Because she has perfectionistic tendencies and control issues.

Another example:

  1. Why isn’t our new product selling well? Because customers aren’t making repeat purchases.
  2. Why? Because they’re dissatisfied with the product’s performance.
  3. Why? Because it doesn’t meet their expectations set by our marketing claims.
  4. Why? Because they overhyped the product and didn’t do sufficient testing before launch.
  5. Why? Because there was pressure to launch too quickly due to the upcoming board meeting.

 

Appendix: Examples of Getting to the Root Causes of Things

Example: Missing Motivation. Marcus is unhappy with his job. His motivation disappeared years ago. Lately, he finds himself procrastinating and missing deadlines, which never used to happen. It’s leading to guilt and stress. Unbeknownst to him, what’s really going on beneath it all is that Marcus resents feeling undervalued. Two years ago, he was coldly overlooked for a well-deserved promotion and felt humiliated. Today, he’s filled with frustration and self-doubt—and thinking about resigning.

Example: Careening Career. Maria has been in the same work role for years but feels unfulfilled. And resentful. Despite her years of experience, she avoids seeking new opportunities because she fears she won’t be taken seriously. A previous boss dismissed her ideas callously, causing her to doubt her abilities. Today, she remains stuck in a position that bores her, feeling frustrated and trapped.

Example: Lost Leadership. When Catherine discovers that her team is missing its quarterly sales goals, she implements stricter sales quotas and adds daily check-ins. What she’s missing is that her team lacks confidence when selling because they don’t fully understand the new product’s features and functionality, and they don’t feel comfortable coming to her. Unbeknownst to her, Catherine’s task-driven approach comes across as cold and uncaring.

Example: Rocky Relationship. Cynthia and Thomas have been arguing a lot lately. They’ve been fighting about all sorts of things—the dishes, the kids, the budget, the yard. And things are escalating quickly to shouting storms. They’re frustrated and caught in a cycle of mutual blame. And they’re too busy finding fault with each other to step back and notice that, for a long time, Cynthia has felt unappreciated despite doing more around the house, and Tom feels unsupported in his stressful career.

Example: Nonprofit Nosedive. A nonprofit organization is experiencing a severe drop in participation at its events. In response, they’re ramping up their marketing efforts and changing their event formats. What they’re missing is that many families in the new demographic they’re targeting don’t have access to reliable transportation.

Example: Startup Struggles. An app development startup has a talented and dedicated team, but they’ve been missing important milestones lately—a shock to all. While they continue to blame individuals, the real problem is a lack of defined roles within the team, coupled with poor communication. Without clarity, their efforts are often redundant. Meanwhile, projects fall behind, clients get frustrated, and team members lose their enthusiasm.

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Gregg Vanourek is a writer, teacher, and TEDx speaker on personal development and leadership. He is co-author of three books, including LIFE Entrepreneurs: Ordinary People Creating Extraordinary Lives (a manifesto for living with purpose and passion) and Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations (a winner of the International Book Awards). Check out his Best Articles or get his monthly newsletter. If you found value in this article, please forward it to a friend. Every little bit helps!

How Advice Gets Ruined by Cognitive Biases

When it comes to giving and receiving good advice, your brain may be getting in the way.

Daniel Kahneman, author of the blockbuster book, Thinking, Fast & Slow, is famous for his work on the psychology of decision-making. He was awarded the Nobel Prize in Economic Sciences. An enormous body of research from Kahneman and his colleagues over decades suggests the following:

  • You’re not as rational as you think.
  • Emotions, automatic responses, and mental shortcuts are much bigger drivers of our decisions than you might think.
  • Facts matter much less than you might think when you’re making decisions.

Kahneman and his long-time colleague, Amos Tversky, report that humans are prone to “severe and systematic errors” in their thinking because of the way their brains work. Much of that flows from cognitive biases, which are systematic errors in thinking that influence (and degrade) your decisions. Unfortunately, these cognitive biases can degrade or even ruin both the giving and receiving of advice. We address each of those in turn below.

Take the Traps Test

We all fall into traps in life. Sometimes we’re not even aware of it, and we can’t get out of traps we don’t know we’re in. Evaluate yourself with our Traps Test.

 

How Cognitive Biases Can Affect GIVING Advice

Here are several examples of how cognitive biases can degrade the thinking of advice givers and thus the quality and helpfulness of their advice:

Overconfidence Bias (when your confidence in your own knowledge or abilities exceeds the actual accuracy or skill you possess). You’re likely overestimating the probability your advice will work while also downplaying the potential difficulties. For example, if you’ve had some successful investments in the stock market, you might become overconfident in your ability to pick stocks or predict market trends. You might suggest risky investments without fully accounting for the risks and complexities involved. Big pain may follow for your friend.

Anchoring (when you rely too heavily on the first piece of information you encounter—the “anchor”—when making decisions, even if that information is irrelevant or incorrect). People tend to weight information more heavily when it appears early in a series, even when order isn’t important. For example, you might advise a colleague to accept a job offer based on the salary figure mentioned, which is higher than their current salary. Your colleague may end up overlooking other important factors like benefits, job security, flextime, and career growth opportunities.

Illusion of Control (overestimating your ability to control events). When giving advice, you’re likely forgetting many of the things that helped you address a similar situation. You may focus on your approach while downplaying the role of other key factors, such as other helpers and mentors, outside events, or even blind luck. Maybe you have navigated a few personal conflicts in your own marriage or with your team, and you start to believe you have a special knack for resolving relationship issues. You might give advice to friends experiencing relationship troubles, recommending specific approaches that worked for you. However, overestimating your ability to control and influence relationship dynamics can lead to poor advice, as each relationship is unique and influenced by complex factors that may not be addressed by the advice.

Framing (reacting to a choice differently depending on how it’s presented, whether as a loss or as a gain). For example, perhaps a business mentor advises a colleague to accept a job offer because it includes a significant annual bonus. Meanwhile, that framing is focused solely on the bonus without considering that it’s conditional on meeting challenging or even unrealistic performance targets—or that the base salary is lower than industry standards. Because of the framing, the mentee might overlook other less favorable aspects of the offer, resulting in a decision that doesn’t fully align with their current context and career goals.

Selective Recall (when you more accurately remember information or messages that are closer to your interests, values, and beliefs than those that contrast with them). You might recall more recent instances when taking an aggressive approach with your boss resulted in a big pay increase, forgetting about less successful times. Or you might be reminiscing about how a broad job search strategy worked well for you. As an investor, you might better recall the times when your stock picks were successful, conveniently forgetting the duds.

Curse of Knowledge (when you assume others also know what you know about a subject). If you have expertise in a field, you may struggle to simplify complex information for others who lack that specialized knowledge. It’s likely that you’ve known some things for so long that you forgot what it was like not to know them and thus have a hard time remembering that not everyone else knows them as well. For example, you might advise a junior employee to quit a job because you’re confident  they can quickly find a better position. Perhaps you’ve been through multiple resignations and firings. Meanwhile, you’re taking for granted your own extensive network and industry knowledge. You may be overlooking the junior employee’s less extensive network and their limited experience and job market understanding. Not to mention how overwhelmed or even terrified they may be feeling about the changes.

“Skillful performance and skillful teaching are not always the same thing,
so we shouldn’t expect the best performers to necessarily be the best teachers as well.”

-David Levari

“Hammers and Nails” (if you’re good with a tool, you may want to use it more often than is warranted). Example: If you’ve analyzed a problem in depth, you can end up exaggerating the importance of that problem. Recall that no one tool is good for everything. If your favorite tool is a hammer, look for colleagues with screwdrivers and wrenches. As a CEO, maybe you’ve used drastic cost-cutting in the past and now over-rely on that as a strategy. Or as a manager, maybe conflict-resolution training has worked well for you in the past but isn’t appropriate in the current context. As a founder, maybe you believe your inspirational speeches in front of the whole company are more impactful than they really are. (Source for the “hammer and nails” term and concept: Hans Rosling, Factfulness: Ten Reasons We’re Wrong About The World–And Why Things Are Better Than You Think.)

“We are skeptical that advisers can rid themselves of the cognitive and motivational biases that skew advice.” -Jason Dana and Daylian Cain, “Advice Versus Choice”, Current Opinion in Psychology, Volume 6, December 2015

Quality of Life Assessment

Evaluate your quality of life in ten key areas by taking our assessment. Discover your strongest areas, and the areas that need work, then act accordingly.

 

How Cognitive Biases Can Affect RECEIVING Advice

Unfortunately, cognitive biases can also downgrade or corrupt the thinking of the person receiving advice, compounding the problem even further. Here are examples:

Confirmation bias (your tendency to favor information that confirms your pre-existing beliefs and to ignore information that contradicts them). The person receiving your advice is likely not getting the message you’re trying to send. Instead, they’re subconsciously hyping the things you’re saying that fit with their existing beliefs while downplaying or even ignoring the ones that go against their beliefs. Common career beliefs that might bias their thinking include:

  • changing careers is a sign of instability or failure
  • a successful career must follow a straightforward, linear progression
  • advanced degrees or prestigious educational institutions automatically lead to better job opportunities and faster career progression

“Confirmation bias is probably the single biggest problem in business, because even the most sophisticated people get it wrong. People go out and they’re collecting the data, and they don’t realize they’re cooking the books.” -Dan Lovallo, decision-making researcher and professor

Halo Effect (when your overall positive impression of someone influences your judgments about their specific traits or advice). For example, you might get advice from a respected professor with an engaging teaching style but who has expertise in a different field. Because you admire the professor, you might follow her advice on career choices or thesis research methods that are outside her area of expertise. Meanwhile, you might be downplaying your own goals or not letting your core values guide you.

Positive Illusion (when you have unrealistically favorable attitudes about yourself or your future.) Did you know that the vast majority of us consider ourselves above average when it comes to leading, driving, getting along with others, and, yes, giving out helpful advice? Example: as an entrepreneur, you might believe that your new startup is destined for success despite numerous warning signs and market challenges. Your overconfidence can lead you to ignore critical feedback or warnings, ultimately jeopardizing your venture’s success.

Mere Exposure Effect (the tendency to develop a preference for things simply because they’re familiar). As a hiring manager, maybe you’ve repeatedly heard the name of a candidate from colleagues or advisors. This repeated exposure can lead you to favor (perhaps subconsciously) this candidate over others, even if other applicants are more qualified.

Personal Values Exercise

Complete this exercise to identify your personal values. It will help you develop self-awareness, including clarity about what’s most important to you in life and work, and serve as a safe harbor for you to return to when things are tough.

 

How Cognitive Biases Can Affect BOTH GIVING & RECEIVING Advice

Sometimes, the problem with cognitive biases and advice works in both directions—degrading the thinking of both the advice giver and receiver. A few examples:

Planning Fallacy (the tendency to underestimate the time, costs, and risks of future actions and to overestimate their benefits). For example, you might advise someone to set an ambitious deadline for a new project, underestimating the time required for research, development, and testing. Meanwhile, they’re overestimating the benefits of the work while downplaying the challenges. Ouch.

WYSIATI (“What You See Is All There Is”—the tendency to ignore the possibility that there’s missing information in a scenario). Here you might not consider that your current knowledge might be incomplete and that missing information could significantly impact your decisions. For example, if you traveled somewhere years ago, you might recommend that place based on your positive experience there, overlooking potential issues like crime, safety, seasonal weather differences, or new political problems. The person hearing about it may assume they don’t need to do their own checking based on your effusive recommendation.

Strengths Search

We all have core strengths–the things in which we most excel. Take this self-assessment to determine your core strengths so you can integrate them more into your life and work.

 

Conclusion

Clearly, advice comes with many challenges due to the way our minds work. You’re wise to be mindful of those challenges when giving and receiving advice—noting that many of these factors can be at work in a single advice session. Why not consider other ways of giving and receiving help that don’t have these pitfalls?

(This article is third in a three-part series on advice. Check out the other articles: “The Hazards of Advice” and “Don’t Give Advice. Do This Instead.”)

 

Tools for You

 

Related Articles

 

Appendix: Quantity vs. Quality of Advice

Another problem comes with the quantity of advice given. Assistant Professor David Levari of Brown University and his colleagues found, across several studies, that top performers give more advance than others, but don’t give better advice.

“In our experiments, people given advice by top performers thought that it helped them more, even though it usually didn’t…. Top performers didn’t write more helpful advice, but they did write more of it, and people in our experiments mistook quantity for quality.”
-David Levari

In a 2022 Psychological Science article, the researchers concluded the following: “People seem to mistake quantity for quality. Our studies suggest that in at least in some instances, people may overvalue advice from top performers.” (Source: David E. Levari, Daniel T. Gilbert, Timothy D. Wilson. Tips From the Top: Do the Best Performers Really Give the Best Advice? Psychological Science, 2022; 33 (5).)

Gregg Vanourek’s Newsletter

Join our rapidly growing community. Sign up now and get monthly inspirations (new articles, opportunities, and resources). Welcome!

 

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Gregg Vanourek is a writer, teacher, and TEDx speaker on personal development and leadership. He is co-author of three books, including LIFE Entrepreneurs: Ordinary People Creating Extraordinary Lives (a manifesto for living with purpose and passion) and Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations (a winner of the International Book Awards). Check out his Best Articles or get his monthly newsletter. If you found value in this article, please forward it to a friend. Every little bit helps!

Don’t Give Advice. Do This Instead

We often take for granted that advice is beneficial, but it has several hazards that are frequently overlooked. Often, it’s resisted or resented. Sometimes, it does more harm than good.

What to do, then, instead of giving advice? Here are 18 suggestions for how to help people without giving them advice:

1. Ask and listen. When people come to you seeking help, ask questions—ideally guiding questions that allow them to tap into their intuition, judgment, and deeper wisdom. Avoid jumping in to fill the silence. Give their thoughts and ideas time to percolate.

2. Clarify. Ask many questions to clarify the situation, people involved, and the relevant factors. How can you help if you don’t understand the context?

3. Invite their ideas. Don’t just leave room in the conversation for their initiative and creative ideas. Invite and celebrate them. Here are some things you could say:

What do you think?
If you had to get started on this right now, what would you do?
How could you make this work?
What are some possibilities to consider?

Focus on tapping into their inner wisdom and soliciting answers from them instead of handing down your own proclamations.

4. Detach from the results. Offer your help without attachment to what the person decides to do, or to the results. Guard against the sneaky arrival of your ego in the conversation, because it will place the focus on you instead of the person you’re trying to help.

5. Engage your heart. Share from your heart, not from a place of wanting to be right or needing to save or persuade the person. Invite their heart and wisdom into the conversation as well.

6. Provide space. Give the person space to express their own perspective, including concerns and fears.

Take the Traps Test

We all fall into traps in life. Sometimes we’re not even aware of it, and we can’t get out of traps we don’t know we’re in. Evaluate yourself with our Traps Test.

 

7. Be humble. Approach the situation with humility. Share your ideas and perspectives when appropriate (especially when asked), but allow for the fact that you may be missing something and that there may be multiple ways to address it. Recall that you don’t have all the facts and may be missing essential parts of the puzzle. Keep in mind that smart and experienced people often disagree about what to do with many situations.*

8. Focus on exploration, not certainty. Preface any input you provide by acknowledging you’re in exploration mode, not in certainty mode. For example:

Let’s bounce some ideas off each other.
This may be off but…
One idea could be…
What would you think about…

9. Empathize and offer emotional support. Don’t jump in without first pausing to observe how difficult this must be for them. Show them you recognize that—and that you care.

10. Walk alongside. Emphasize collaboration, not instruction or direction. Consider actually going for a walk so you’re literally side by side instead of facing each other.

11. Show loyalty. Have the person’s back and be totally committed to their success.

12. Show respect. Show the person deep respect with your presence and attention while acknowledging the difficulty and complexity of the situation at hand.

Quality of Life Assessment

Evaluate your quality of life in ten key areas by taking our assessment. Discover your strongest areas, and the areas that need work, then act accordingly.

 

13. Demonstrate belief. Show them you believe in them and trust them to solve the problem. Express your confidence in them.

14. Place them in the starring role—and keep them there. It’s their challenge and their life, so the solution should come from them. Will you be the Samwise Gamgee to their Frodo? The Peeta to their Katniss Everdeen? The Mr. Miyagi to their Karate Kid? The Minions to their Gru?

15. Determine the most valuable form of help in the situation. There are many different forms of help beyond advice: input, reactions, feedback, constructive criticism, guidance, coaching, mentoring, dialogue, reframing, and more. Even playing the devil’s advocate or setting a good example. Don’t assume that because someone comes to you asking for advice that advice-giving is warranted. Read the person and the situation. Maybe they need help seeing the big picture? Or a deep dive on the root causes? Maybe they need wisdom and discernment instead of a quick fix? Perhaps they really need encouragement, motivation, or inspiration and not “the answer” handed to them on a silver platter. Or maybe they just need a sounding board—or an opportunity to brainstorm together without judgment. Or empathy and understanding. In most cases, guiding and coaching are much more helpful than giving advice.

16. Accept them as they are. Don’t try to change or control them. Help them find their own way through their travails given their personality, preferences, passions, and values, not yours.

17. Share your personal experience when appropriate. Let them draw their own conclusions. Don’t assume that because something worked out for you that it means they need to do things the way you did. Different person, different situation.

18. Lead by example. Perhaps most important of all, focus on setting a good example by what you do instead of doling out advice. Your example is your most influential tool.

“A good example has twice the value of good advice.”
-Albert Schweitzer, humanitarian, philosopher, and physician

 

Conclusion

Yes, advice can help sometimes, but too often it’s lame and ineffective, an ego boost for the giver but a downer for the receiver. Why not up your game by really thinking through how to support someone without stepping on them?

(This article is second in a three-part series on advice. Check out the other articles: “The Hazards of Advice” and “How Advice Gets Ruined by Cognitive Biases.”)

Tools for You

Strengths Search

We all have core strengths–the things in which we most excel. Take this self-assessment to determine your core strengths so you can integrate them more into your life and work.

 

Related Articles

 

Postscript: Inspirations on “Don’t Give Advice”

  • “Nobody can give you wiser advice than yourself.” -Cicero, ancient Roman poet and philosopher
  • “As much as we love advice, we often don’t need it. The answer already lies within us.” -Bruce Feiler, The Search
  • “Let us not underestimate how hard it is to be compassionate. Compassion is hard because it requires the inner disposition to go with others to the place where they are weak, vulnerable, lonely, and broken. But this is not our spontaneous response to suffering. What we desire most is to do away with suffering by fleeing from it or finding a quick cure for it. As busy, active, relevant ministers, we want to earn our bread by making a real contribution. This means first and foremost doing something to show that our presence makes a difference. And so we ignore our greatest gift, which is our ability to enter into solidarity with those who suffer.” -Henri Nouwen, The Way of the Heart
  • “We stand with simple attentiveness at the borders of their solitude—trusting that they have within themselves whatever resources they need and that our attentiveness can help bring those resources into play.” -Parker Palmer, A Hidden Wholeness

* Think of all the conflicting advice out there. For example, should you plan in detail or go with the flow and be agile? Should you specialize or diversify? Start strong and make your mark or spend the first 100 days on a listening tour? Exude confidence or demonstrate humility? Stay the course or cut your losses?

Gregg Vanourek’s Newsletter

Join our rapidly growing community. Sign up now and get monthly inspirations (new articles, opportunities, and resources). Welcome!

 

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Gregg Vanourek is a writer, teacher, and TEDx speaker on personal development and leadership. He is co-author of three books, including LIFE Entrepreneurs: Ordinary People Creating Extraordinary Lives (a manifesto for living with purpose and passion) and Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations (a winner of the International Book Awards). Check out his Best Articles or get his monthly newsletter. If you found value in this article, please forward it to a friend. Every little bit helps!

The Hazards of Advice

Article Summary: 

Advice is common, and we tend to assume it’s helpful, but there are many hazards of advice that we fail to account for. 18 risks and flaws that come with advice.

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Advice. It’s all around you. You may be drowning in it.

“You should do XYZ.”
“You need to get started on ABC, pronto.”

It comes from everywhere. From family, friends, colleagues, managers.

In most cases, their intent is good. They’re trying to help.

But many people don’t pay nearly enough attention to the negative unintended consequences of doling out advice. Sometimes advice does more harm than good.

Do you give unsolicited advice?
Are you, like so many of us, great at dishing out advice but terrible at taking it in?*
Have you ever shared a frustration with someone, really just wanting to vent about it, only to be on the receiving end of a tirade of advice from them?

Take the Traps Test

We all fall into traps in life. Sometimes we’re not even aware of it, and we can’t get out of traps we don’t know we’re in. Evaluate yourself with our Traps Test.

 

The Problem with Advice: 18 Risks and Flaws

Most people think of advice as helpful, and in some cases it is. But in many cases it misses the mark or even causes unexpected problems.

Yet, the advice train keeps rolling, in part because people haven’t taken the time to consider its downsides.

Here are 18 risks and flaws that come with advice:

1. While giving advice can feel great to the giver, receiving it can feel awful. Have you ever felt smothered by advice? Does it sometimes feel intrusive? It can put you on the defensive and make you feel put down or judged.

2. Giving advice can signal to the other person that you lack faith in their abilities. It can send the subtle message—even if unintended—that they need you or can’t get by on their own.

“It’s so counterproductive to think you can solve anyone else’s issues, because what it says is that they are not capable. It’s about the worst thing you can do for another human being.”
Karin Weber, author and life coach

3. Giving advice can undermine the other person’s confidence. Over time, that can impair their ability to address their own issues going forward.

4. Giving advice can create a cycle of dependency. It may feel good to have all the answers and be needed when people seek your advice. But you may be creating dependency on your expertise. They may start coming to you more and more. Meanwhile, you’re inadvertently preventing them from learning how to address things on their own.

5. Giving advice can be more about our own need to be helpful or to be seen as an expert or hero than about the other person’s needs. For many, giving advice can feel gratifying. It can make you feel smarter. Important and accomplished. Ask this: How much of it is really about you and your ego or control?

Quality of Life Assessment

Evaluate your quality of life in ten key areas by taking our assessment. Discover your strongest areas, and the areas that need work, then act accordingly.

 

6. Advice often comes at the wrong time. In many cases, people go out looking for advice at precisely the times they’re least able to receive it—the times when they’re down, confused, or frustrated. Similarly, when you see someone struggling, you may jump in with advice without even considering their receptivity to it.

“To rush in with success formulas when someone is emotionally low or fatigued or under a lot of pressure
is comparable to trying to teach a drowning man to swim.”

-Stephen R. Covey, Primary Greatness

7. The actual value of advice is rarely put to the test. Giving advice is easy not only because it’s quick and cost-free but also because you don’t have to stick around and implement it—and suffer the consequences if things don’t go as planned. Most people have no clue about the success or failure rate of their advice. (How could they?) And they probably overestimate their success rate by wide margins. (More on that in a coming article.) Many times, you never find out what happened after you gave your advice. What’s more, you don’t know if things worked out because of or in spite of your advice (versus other possible factors). In truth, there are many variables at play, so it’s overly simplistic to think it’s the advice that made all the difference.

8. Your advice may work for you but that doesn’t mean it will work for them. When you’re giving advice, you’re doing so from your current perspective, from your levels of consciousness and awareness. You’re doing so from a certain level of understanding and experience. You come with your own history, outlook, strengths, weaknesses, personality, passions, and predispositions. Maybe your advice would work brilliantly for you, but it’s unrealistic for them, with their personality, skills, and background.

9. Context is essential, and often it’s incomplete or flawed. Sometimes, the person seeking or getting advice hasn’t done a good job of explaining the context and the core problem, setting the stage for incomplete or faulty advice. Or you jump in without a deep dive on the situation and all the players and factors.

“There are reasons why your ideas are often not that great. To start with, you don’t have the full picture. You’ve got a few facts, a delightful collection of baggage, a robust serving of opinion, and an ocean of assumption. You think you understand what’s happening. Your brain is designed to find patterns and make connections that reassure you that you know what’s going on. Trust me, you don’t. What you’ve got is one part truth and about six parts conjecture.”
-Michael Bungay Stanier, The Advice Trap

10. People asking you for advice may not have a good sense of what you really know well and what you don’t. They may have unrealistic expectations about the things you can speak about with authority. Many young entrepreneurs, for example, are hungry for advice as they build their new venture. Makes sense. When they approach a seasoned entrepreneur, they can have questions about a hundred things. Hiring. Onboarding. Tech platforms. Stock options. Cap tables. Seed rounds. Product launches. Sales. Pricing. Strategy. Business models. Customer development. Leadership. Culture-building. A.I. Can most entrepreneurs, even if successful, address all these issues with authority and conviction, tailored to all the markets and industries of the advice-seeking young founders?

11. Nobody wants to tell someone their baby is ugly. If someone comes to you seeking advice about their new idea (e.g., for a startup or a new approach), they’re unknowingly making it exceedingly awkward for you to give forthright input. Why? Because we humans are wired to avoid conflict and have difficult conversations. You might be tempted to place negative feedback in a “sandwich” of positives (as is commonly recommended), but that risks having the recipient miss the “meat” of what they really need to hear.

12. Most advice is woefully incomplete. Think about common advice you’ve heard a hundred times: Follow your passion. Find your purpose. Don’t put all your eggs in one basket. Go the extra mile. Drink a lot of water. Network. Meditate. Be grateful. Don’t go to bed angry. Etc. Etc. True, in many cases. Even helpful. But wretchedly oversimplified and missing essential elements. For example, how do you discover your passion? Do you have just one? What is purpose, and how do you find it? What to do after diversifying? And so on.

13. Advice can easily become overwhelming. All the aspects and steps may be clear to you, because you’ve been in a similar situation before. But it may all be new, daunting, and even confounding to them.

Personal Values Exercise

Complete this exercise to identify your personal values. It will help you develop self-awareness, including clarity about what’s most important to you in life and work, and serve as a safe harbor for you to return to when things are tough.

 

14. Giving advice can put distance in relationships. People may stop sharing concerns or problems with you because they know you’ll be too quick to jump in with your thoughts on what they need to do.

15. Advice can lead to resentment, which can poison relationships. Have you ever given advice and then felt frustrated that the person didn’t do what you said? In your mind, it may be perfectly clear and settled that they’ll go out and dutifully do exactly what you said. But maybe they had reservations about your advice based on their own experiences? Maybe they weren’t comfortable handling things your way, given their personality or values? Perhaps they got vastly different advice from someone else they trust? Maybe they didn’t know how to follow through on what you said or lost their motivation? Or something changed in the interim? When people don’t follow your advice, do you take it personally and get agitated? That can damage the relationship, and it’s often a sign that it’s become more about you than them.

16. Recall that “I was only trying to help” is often a cop-out (even when your intentions are in fact pure). True help often requires a smarter and more nuanced approach than dishing out advice. It may be easy to hide behind the “only trying to help” rationalization, but that doesn’t wash away your sins or address all the risks and flaws of giving advice.

“’I was only trying to help’ sounds like a positive statement born of caring,
but how often does it mask unwelcome intrusion?”

-Deepak Chopra, The Shadow Effect

17. Advice can shut them down. Sometimes, while the advice giver gets on a roll with ideas and solutions, it can cause the person receiving advice to become passive. The exchange becomes one-sided. Worse, it can silence their inner voice and take them away from their deeper wisdom by engaging their self-consciousness and ego, with status games suddenly afoot. According to Professor Richard Boyatzis of Weatherhead School of Management at Case Western Reserve University, when people hear critical feedback, they tend to experience strong negative emotion, inhibiting their access to certain neural circuits in their brain and invoking “cognitive, emotional, and perceptual impairment.”

18. Advice is often a poor substitute for what’s really needed. Do they need to be told what to do? Fixed? Or do they need to be seen and heard, to be witnessed? Often, what people really need is connection, solidarity, and support—and to tap into their own brilliance and power.

 

Conclusion

Of course, advice isn’t all bad. Sometimes it really helps. In many cases, you might be missing something important that another person can bring to the table with advice.

Yes, it’s folly to try to go it alone. And yes, we sometimes need help and input from others. But often, the last thing people need is the kind of advice we’re all awash in.

When it comes to advice, we can and must do better.

(This article is first in a three-part series on advice. Check out the other articles: “Don’t Give Advice. Do This Instead” and “How Advice Gets Ruined by Cognitive Biases.”)

 

Reflection Questions

  1. Are you giving this kind of unsolicited or one-sided advice too often?
  2. Have you stopped to notice that it may not be as helpful as you think and that it may come with more risks and flaws than you’re accounting for?
  3. What other kinds of exchanges might be more helpful?

 

Tools for You

Strengths Search

We all have core strengths–the things in which we most excel. Take this self-assessment to determine your core strengths so you can integrate them more into your life and work.

 

Related Articles

 

Postscript: Quotations on Advice

  • “A good example has twice the value of good advice.” -Albert Schweitzer, physician, philosopher, and humanitarian
  • “…some people walk around giving unsolicited advice. The assumption is that they’re right, others are wrong, others need correcting, and the act of doling out advice is like a gift from above. More often, though, it trounces on people’s feelings and makes things worse. People don’t want to be fixed. They want to feel supported and valued as they go through their own journey, including wins, losses, and learnings. We all want to be the heroes of our own story.” -Gregg Vanourek, “How to Give Feedback—A Communication Superpower
  • “…all advice can only be a product of the man who gives it. What is truth to one may be disaster to another. I do not see life through your eyes, nor you through mine.” -Hunter S. Thompson (Thompson was 22 years old when he wrote this letter to his friend Hume Logan in response to a request for life advice)
  • “One of the hardest things we must do sometimes is to be present to another person’s pain without trying to ‘fix’ it, to simply stand respectfully at the edge of that person’s mystery and misery. Standing there, we feel useless and powerless…. In an effort to avoid those feelings, I give advice, which sets me, not you, free.” -Parker Palmer, Let Your Life Speak
  • “Anyone who tries to force-feed you advice isn’t likely to be a competent soul guide.” -Martha Beck, The Way of Integrity: Finding the Path to True Self
  • “The human soul doesn’t want to be advised or fixed or saved. It simply wants to be witnessed—to be seen, heard, and companioned exactly as it is. When we make that kind of deep bow to the soul of a suffering person, our respect reinforces the soul’s healing resources, the only resources that can help the sufferer make it through.” -Parker Palmer, “The Gift of Presence, the Perils of Advice”

* Admittedly, part of the problem is that some people are promiscuous about soliciting advice. Sometimes, they have an ulterior motive. What they really want is for you to do something for them (go to bat for them at work or introduce them to an important person), and they’re using your vanity as a way in (e.g., making you feel smart and important by nodding breathlessly as you dispense your brilliant advice).

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Gregg Vanourek is a writer, teacher, and TEDx speaker on personal development and leadership. He is co-author of three books, including LIFE Entrepreneurs: Ordinary People Creating Extraordinary Lives (a manifesto for living with purpose and passion) and Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations (a winner of the International Book Awards). Check out his Best Articles or get his monthly newsletter. If you found value in this article, please forward it to a friend. Every little bit helps!

The Power of Relationships in Our Lives

Article Summary: 

On the costs of social isolation and loneliness, the benefits of close relationships on our health, wellbeing, and happiness, and how to develop and maintain close relationships.

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Loneliness and disconnection are big problems these days for many. This year, U.S. Surgeon General Dr. Vivek Murthy issued an advisory on the “public health crisis of loneliness, isolation, and lack of connection.” He noted, “Even before the onset of the COVID-19 pandemic, approximately half of U.S. adults reported experiencing measurable levels of loneliness.” According to a Guardian article, about 20 percent of people report that loneliness is a “major source of unhappiness in their lives.”

“Loneliness hangs over our culture today like a thick smog.”
-Johann Hari, Lost Connections

Workaholism and the dramatic increase of screen time in our lives both aggravate the problem. Average daily digital content consumption is now just under seven hours, according to a recent Forbes report.

If we want to address the issues, first we need to understand them clearly, so let’s begin by defining the relevant phenomena.

 

Defining the Problem(s)

There are several factors at work, from loneliness and social isolation to solitude.

In his book, Together: Why Social Connection Holds the Key to Better Health, Higher Performance, and Greater Happiness, Dr. Murthy defines loneliness as “the subjective feeling that you’re lacking the social connections you need.” He explains:

“It can feel like being stranded, abandoned, or cut off from the people with whom you belong—even if you’re surrounded by other people. What’s missing when you’re lonely is the feeling of closeness, trust, and the affection of genuine friends, loved ones, and community.”

Loneliness is a normal human emotion. We all experience it, but it can become problematic when we feel it too often. Researchers have identified several types of loneliness, including:

  1. intimate loneliness: when we feel we don’t have trust and a mutual bond with an intimate partner or close confidante.
  2. relational loneliness: when we feel we don’t have quality friendships and social support.
  3. collective loneliness: when we feel we don’t have a network or community of people who share our interests and values.
“These three dimensions together reflect the full range of high-quality social connections that humans need in order to thrive. The lack of relationships in any of these dimensions can make us lonely, which helps to explain why we may have a supportive marriage yet still feel lonely for friends and community.”
-Dr. Vivek H. Murthy, U.S. Surgeon General
U.S. Surgeon General Vivek Murthy and his book, Together

Loneliness isn’t the same as social isolation. Researchers define social isolation as a lack of relationships with others and little to no social contact or support. Obviously, such social isolation often leads to feelings of loneliness.

Another related phenomenon is solitude. Some people conflate it with loneliness, but that’s a mistake. Researchers define solitude as a state of being alone and note that it can be voluntary or involuntary.

Solitude, it’s worth noting, can be positive. For example, it can help us have more time to reflect (a valuable thing when many of us lack margin in our lives) and lead to greater self-awareness. Also, solitude can help us develop authenticity and become more familiar with and comfortable being ourselves. Dr. Murthy points out that, perhaps surprisingly, solitude can help protect against loneliness.

Take the Traps Test

We all fall into traps in life. Sometimes we’re not even aware of it, and we can’t get out of traps we don’t know we’re in. Evaluate yourself with our Traps Test.

 

The Costs of Loneliness and Disconnection

Loneliness and social isolation can have adverse consequences in our lives. According to a large meta-analytic review of the research literature over more than 30 years by Julianne Holt-Lunstad and her colleagues, “Actual and perceived social isolation” (i.e., living alone, having infrequent social contact, or having few ties with a social network) “are both associated with increased risk for early mortality.” (1)

According to researchers, loneliness and disconnection are associated with:

  1. a rise in cortisol (a stress hormone)
  2. increased blood pressure
  3. elevated blood sugar levels
  4. inflammation
  5. worse immune functioning
  6. poorer health behaviors (such as physical inactivity, worse sleep, and smoking)
  7. faster aging
  8. higher risk of heart disease, stroke, and dementia
  9. greater likelihood of premature mortality (1)

According to the Office of the U.S. Surgeon General, poor or insufficient connection come with a 29 percent increased risk of heart disease, 32 percent increased risk of stroke, and 50 percent increased risk of developing dementia among older adults. Also, lacking social connection can increase risk of premature death by more than 60 percent. (2) It can be just as deadly as certain diseases, according to researchers.

As if the physical health effects weren’t bad enough, loneliness and isolation often contribute to mental health challenges as well. For example, the risk of developing depression among adults who report feeling lonely often is more than double the risk among people who report feeing lonely rarely or never. When it comes to children, loneliness and social isolation elevate the risk of anxiety and depression both immediately and far into the future.

“Today it’s widely understood that one of the most important factors
in preventing and addressing toxic stress in children is healthy social connection.”
-Vivek H. Murthy, Together

Isolation can become a downward spiral, fostering discontent and shame, leading to further isolation. Many people have a tendency to go it alone through hard times and transitions, perhaps from their personality or upbringing. Unfortunately, that’s a recipe for more hardship.

“Protracted loneliness causes you to shut down socially, and to be more suspicious of any social contact…. You become hypervigilant. You start to be more likely to take offense where none was intended, and to be afraid of strangers. You start to be afraid of the very thing you need most…. disconnection spirals into more disconnection…. many depressed and anxious people receive less love, as they become harder to be around. Indeed, they receive judgment, and criticism, and this accelerates their retreat from the world. They snowball into an ever colder place.”
-Johann Hari, Lost Connections

 

The Benefits of Relationships

Forming and maintaining relationships, by contrast, comes with many benefits, according to researchers. British-Swiss journalist and author Johann Hari notes that just as bees evolved to be part of a hive, so we humans evolved to be part of a tribe. It stands to reason that there’s an evolutionary basis behind our urge to connect with others and form social bonds. Doing so helps us survive and reproduce, and it helps us access support in times of danger, distress, or trauma.

“…like food and air, we seem to need social relationships to thrive.”
-Ed Diener and Robert Biswas-Diener,
Happiness: Unlocking the Mysteries of Psychological Wealth

Social bonds are not just about surviving but also about belonging and thriving. Enter what psychologists call the “belongingness hypothesis”: that we have a “pervasive drive to form and maintain at least a minimum quantity of lasting, positive, and significant interpersonal relationships.” (3) In a major review of the research literature on interpersonal attachments, researchers Roy F. Baumeister and Mark R. Leary found that our need to belong has two main features:

  • first, we need frequent interactions with others that are positive or pleasant (or at least mostly free from conflict)
  • second, we want interpersonal bonds that are stable and continuing and marked by genuine concern (and, ideally, mutual concern)

According to researchers, social relationships benefit our immune system as well as our cardiovascular and endocrine (hormone regulation) functions. (4)

Quality of Life Assessment

Evaluate your quality of life in ten key areas by taking our assessment. Discover your strongest areas, and the areas that need work, then act accordingly.

 

Relationships and Happiness

Researchers have long tied the quality of our relationships to our wellbeing, happiness, and sense of fulfillment. The connection also shows up in surveys. According to a large 2023 Pew Research Center study, 61 percent of U.S. adults say that having close friends is extremely or very important in order for people to live a fulfilling life. (5)

The research on the link between social connections and happiness is extensive and powerful. (See the Appendix.)

“The centrality of social connections to our health and well-being cannot be overstated…. One of the strongest findings in the literature on happiness is that happy people have better relationships than do their less happy peers. It’s no surprise, then, that investing in social relationships is a potent strategy on the path to becoming happier…. people with strong social support are healthier and live longer.”
-Sonja Lyubomirsky, The How of Happiness

According to Dr. Sonja Lyubomirsky, Distinguished Professor of Psychology at University of California Riverside, “The causal relationship between social relationships and happiness is clearly bidirectional.” In other words, when we improve our relationships, we’re likely to experience positive emotions. Then, our enhanced feelings of those positive emotions are likely to help us attract more relationships (and ones that are of high quality). That, in turn, will help make us even happier. She calls it “a continuous positive feedback loop” and “an upward spiral.”

 

The Dark Side of Relationships

Though the benefits are clear, we should also note that not all relationships are positive or beneficial. Far from it.

Many people are in relationships that are poor, manipulative, abusive, or even toxic. And good people sometimes have profound flaws that not only get themselves into trouble but also hurt others. Of course, all relationships go through ups and downs, and it’s not realistic to assume that they’ll induce happiness all the time. In fact, many people get themselves into trouble by expecting too much from their relationships, as opposed to doing the inner work of intentional improvement. Researchers have noted that relationships can be extremely stressful. (6)

Personal Values Exercise

Complete this exercise to identify your personal values. It will help you develop self-awareness, including clarity about what’s most important to you in life and work, and serve as a safe harbor for you to return to when things are tough.

 

How to Maintain Close Connections and Relationships

Since relationships are so important to physical and mental health and happiness, we’re wise to reflect on what we can do to nurture them. Here are things we can do to develop and maintain our relationships:

  1. Make time for important people in our lives and avoid the traps of perpetual busyness and workaholism that pull us away from them. Stop neglecting people and start cherishing them, starting with attention and quality time.
  2. Be honest, trustworthy, and reliable.
  3. Show interest in them.
  4. Open up and share our inner life, including our hopes, challenges, and fears, with close family and friends we trust.
  5. Demonstrate loyalty and commitment to family and friends.
  6. Support family, friends, and colleagues during their times of need.
  7. Show them we care with our actions as well as our words.
  8. Show them appreciation often.
  9. Express affection (e.g., holding hands, hugging, cuddling, massage). We humans are wired to need physical contact, and researchers have found a link between touch deprivation and many negative health outcomes, including anxiety, depression, and immune system disorders.
  10. Celebrate good news with them.
  11. Be polite and considerate.
  12. Listen more and better.
  13. Be positive—and don’t fall into the traps of complaining/muttering, catastrophizing, or having a victim mentality.
  14. Strive to understand their context, interests, and perspectives.
  15. Seek common ground and mutual interests.
  16. Treat them as they wish to be treated.
  17. Show understanding and empathy.
  18. Stop blaming others so much and take responsibility for our part in things.
  19. Respect their preferences and boundaries.
  20. Manage conflict well, including forthrightly and deftly raising concerns or disagreements instead of letting them fester.
  21. Avoid disrespect and contempt.
  22. Don’t hold grudges.
“You can’t stay in your corner of the Forest waiting for others to come to you. You have to go to them sometimes.”
-A.A. Milne, Winnie-the-Pooh

 

Conclusion

Our relationships with others are among the most precious gifts we can have in life. Too many people lose sight of that as they get lost in work, materialism, concerns or the day, or petty grievances.

One of the reasons that connections and relationships are so important in our lives—and such powerful contributors to our happiness—is that they get us out of our egoic shell. They get us to focus on others. It’s through our relationships that we can become better people by developing our empathy and compassion and giving part of ourselves to others.

Connect deeply and often. Do it gladly and urgently. You won’t regret it.

 

Reflection Questions

  1. Are you neglecting any important relationships in your life?
  2. Are you doing enough to develop new relationships?
  3. Are you doing enough to maintain your existing relationships that are important to you?
  4. What else will you do, starting today?

 

Tools for You

Take the Traps Test

We all fall into traps in life. Sometimes we’re not even aware of it, and we can’t get out of traps we don’t know we’re in. Evaluate yourself with our Traps Test.

 

Related Articles

 

Related Books and Podcasts

  • Vivek Murthy, Together: Why Social Connection Holds the Key to Better Health, Higher Performance, and Greater Happiness (Harper, 2020)
  • Johann Hari, Lost Connections: Why You’re Depressed and How to Find Hope (Bloomsbury USA, 2018)
  • The Life-Changing Power of Connecting with Others,” episode 410, December 12, 2023 on the Feel Better Live More podcast with Dr. Rangan Chatterjee

 

Appendix: Research on Connections and Relationships

The research on the centrality of close relationships to our health, wellbeing, happiness, and fulfillment is extensive. Here are some important studies:

 

Harvard Study of Adult Development

The Harvard Study of Adult Development is a massive longitudinal study of hundreds of people for their entire adult lives. The study began in 1938 and is continuing to this day (after having multiple study directors) with its “Second Generation Study.” The study has evaluated mental and physical health and wellbeing, career enjoyment, retirement experience, and marital quality via interviews, questionnaires, medical exams, and psychological tests.

When asked what he’s learned from the study, Professor George Vaillant (a psychiatrist who led the study for decades) wrote: “Warmth of relationships throughout life have the greatest positive impact on ‘life satisfaction.’… (We now have) 70 years of evidence that our relationships with other people… matter more than anything else in the world…. Happiness is love. Full stop.”

 

Study of the Happiest People

In a study of 222 undergraduates, screened for high happiness using multiple confirming assessment filters, researchers sought to identify the characteristics of the happiest 10 percent of people among us. They found that the main distinguishing characteristic of the happiest people was the strength of their social relationships. (7)

“Here’s the most fundamental finding of happiness economics: the factors that most determine our happiness are social, not material…. social connectedness is the most important of all the variables which contribute to a sense of wellbeing in life.
And that is true at any age…. We are each other’s safety nets.”
-Jonathan Rauch, The Happiness Curve

 

World Values Survey

According to researchers who evaluated data from the World Values Survey, which surveyed people in more than 150 countries about their life satisfaction, the top factors that account for about three-fourths of reported well-being are: social support, generosity, trust, freedom, income per capita, and healthy life expectancy. (Note how many of these factors are social.)

 

The Blue Zones

Dan Buettner, explorer, author, and American National Geographic Fellow, has written extensively about the “blue zones”: regions in the world where people live, or have recently lived, much longer than average, including many centenarians. The blue zones identified are: Okinawa Prefecture, Japan; Nuoro Province, Sardinia, Italy; the Nicoya Peninsula, Costa Rica; Icaria, Greece; and Loma Linda, California, U.S.

According to Buettner, there are common patterns of behavior across the blue zones, several of which concern relationships:

  • Belong”: belonging to and participating in a faith-based or spiritual community and attending services regularly.
  • Loved Ones First”: putting their families first, committing to a life partner, investing in their children with time and love, establishing and maintaining family and social rituals, and keeping aging parents and grandparents nearby or in the home
  • “Right Tribe”: surrounding themselves with a tribe of people that they interact act with often and over their lifetimes (e.g., Okinawans created ”moais”–groups of five friends that committed to each other for life).
“The most successful centenarians we met in the Blue Zones put their families first. They tend to marry, have children, and build their lives around that core. Their lives were imbued with familial duty, ritual, and a certain emphasis on togetherness.”
-Dan Buettner, The Blue Zones

 

Postscript: Inspirations on Relationships and Connections

  • “Union gives strength.” -Aesop, “The Bundle of Sticks,” 550 B.C.
  • “Two are better than one, because they have a good reward for their toil. For if they fall, one will lift up his fellow. But woe to him who is alone when he falls and has not another to lift him up! Again, if two lie together, they keep warm, but how can one keep warm alone? And though a man might prevail against one who is alone, two will withstand him—a threefold cord is not quickly broken.” -Ecclesiastes 4:9–12 (English Standard Version)
  • “The better part of one’s life consists of his friendships.” -Abraham Lincoln, lawyer, statesman, and U.S. president
  • “Love is the only sane and satisfactory answer to the problem of human existence.” -Erich Fromm, German-American social psychologist, psychoanalyst, and sociologist
  • “Call it a clan, call it a network, call it a tribe, call it a family. Whatever you call it, whoever you are, you need one. You need one because you are human.” -Jane Howard, Families
  • “We all need to know that we matter and that we are loved…. While loneliness engenders despair and ever more isolation, togetherness raises optimism and creativity. When people feel they belong to one another, their lives are stronger, richer, and more joyful.” -Vivek H. Murthy, Together
  • “There are two pillars of happiness… One is love. The other is finding a way of coping with life that does not push love away.” -George Vaillant, psychiatrist and Harvard Medical School professor, former director of the Harvard Study of Adult Development
  • “Invest in friends. There is no other instrument that pays such high returns…. We need each other, but perversely we neglect each other. Every day we have an opportunity to exercise friendship, to make huge returns on a tiny investment, but foolishly we relapse into sleep and forgetting. Please take my advice to heart—forget bonds, forget stocks, forget gold—invest in friendship.” -Ronald Gottesman, USC professor
  • “What often matters is not the quantity or frequency of social contact but the quality of our connections and how we feel about them.” -Vivek H. Murthy, Together
  • “Isolation is fatal…. The burden of going it alone is heavy and limiting—and potentially dangerous…. In fact, social isolation can take up to seven years off of your life. Isolation contributes to heart disease and depression; it influences your immune system and leads to faster aging and advanced health problems.” -Richard Leider and Alan Webber, Life Reimagined
  • “We believe that the most terrifying and destructive feeling that a person can experience is psychological isolation. This is not the same as being alone. It is a feeling that one is locked out of the possibility of human connection and of being powerless to change the situation. In the extreme, psychological isolation can lead to a sense of hopelessness and desperation. People will do almost anything to escape this combination of condemned isolation and powerlessness.” -Jean Baker Miller and Irene Stiver, Wellesley College
  • “Our epidemic of loneliness and isolation has been an underappreciated public health crisis that has harmed individual and societal health. Our relationships are a source of healing and well-being hiding in plain sight—one that can help us live healthier, more fulfilled, and more productive lives.” -U.S. Surgeon General Dr. Vivek Murthy
“For the first time in my life I saw the truth as it is set into song by so many poets, proclaimed as the final wisdom by so many thinkers. The truth—that Love is the ultimate and highest goal to which man can aspire. Then I grasped the meaning of the greatest secret that human poetry and human thought and belief have to impart: The salvation of man is through love and in love.” -Viktor Frankl, Man’s Search for Meaning (writing about an epiphany he had while in a concentration camp and thinking about his beloved wife, Tilly)

 

References

(1) Holt-Lunstad, J., Smith, T. B., Baker, M., Harris, T., & Stephenson, D. (2015). Loneliness and social isolation as risk factors for mortality: A meta-analytic review. Perspectives on Psychological Science, 10(2), 227–237.

(2) Office of the U.S. Surgeon General, “Our Epidemic of Loneliness and Isolation: The U.S. Surgeon General’s Advisory on the Healing Effects of Social Connection and Community,” Washington, D.C., 2023.

(3) Baumeister, R.F. & Leary, M.R. (1995). The need to belong: Desire for interpersonal attachments as a fundamental human motivation. Psychological Bulletin, 117(3), 497–529.

(4) Umberson, D. & Montez, J.K. (2010). Social relationships and health: A flashpoint for health policy. Journal of Health and Social Behavior, 51(Suppl), S54–S66.

(5) Kim Parker and Rachel Minken, “Public Has Mixed Views on the Modern American Family,” Pew Research Center, September 14, 2023.

(6) Walen, Heather R.; Lachman, Margie E. Social Support and Strain from Partner, Family, and Friends: Costs and Benefits for Men and Women in Adulthood. Journal of Social and Personal Relationships. 2000; 17:5–30.

(7) Diener, E., & Seligman, M. E. P. (2002). Very Happy People. Psychological Science, 13(1), 81-84.

Gregg Vanourek’s Newsletter

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Gregg Vanourek is a writer, teacher, TEDx speaker, and coach on personal development and leadership. He is co-author of three books, including LIFE Entrepreneurs: Ordinary People Creating Extraordinary Lives (a manifesto for integrating our life and work with purpose, passion, and contribution) and Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations (a winner of the International Book Awards). Check out his Best Articles or get his monthly newsletter. If you found value in this article, please forward it to a friend. Every little bit helps!

Getting Good at Asking for Help

Many people struggle with asking for help. It just doesn’t feel right, or it goes against their nature.

This fits with a narrative we’ve been fed all our lives. In our culture, we tend to worship the self-made man or woman. We’re told to pull ourselves up by our bootstraps (a truly ridiculous phrase, if we stop to think about it).

Perhaps we grew up admiring the Lone Ranger, Superman, Ironman, or Wonder Woman. It’s part of U.S. history, with the rugged individualism and self-reliance inherited and lionized from the frontier days of the Wild West.*

We value being independent and self-sufficient, a grinder who can push through hardship and get things done.

There’s surely value in much of this, but it comes with a hefty price. If we’re reluctant to ask for help, it can get us into big trouble in life by keeping us stuck or slowing down our advances.

Asking for help is an important life skill, work skill, and leadership skill. Those who struggle with it are wise to address it urgently.

“I respect and value the ideals of rugged individualism and self-reliance. But rugged individualism didn’t defeat the British, it didn’t get us to the moon, build our nation’s highways, or map the human genome. We did that together.”
-Cory Booker, U.S. Senator, former Mayor of Newark

 

The Problem with Not Getting Help

When we fail to reach out and ask for help, we’re more likely to get and stay stuck. We’re more likely to struggle with overwork and burnout. And we’re bound to experience the emptiness of going it alone.

It can prevent us from maintaining closeness with friends and family. When we let our relationships and social ties lapse, it reduces our happiness and can lead to anxiety or depression.

 

Types of Help

Since many people aren’t accustomed to seeking and accepting help, they may not be clear on the many distinct types of help available to them. For example, types of help we can receive include:

  1. listening as we process difficult emotions
  2. sharing their experience with similar challenges
  3. brainstorming potential solutions
  4. serving as a sounding board
  5. providing input and feedback
  6. reviewing our work for errors or things we’ve missed
  7. encouraging us to stay the course despite challenges
  8. giving advice or counsel
  9. teaching us a new skill
  10. asking tough questions
  11. holding us accountable to our commitments
  12. introducing us to people who can help

At any given time, any one of these can be significant. We’re wise to be open to them so we can operate at our best.

Take the Traps Test

We all fall into traps in life. Sometimes we’re not even aware of it, and we can’t get out of traps we don’t know we’re in. Evaluate yourself with our Traps Test.

 

What Prevents Us from Asking for Help

We may “get” the conceptual case for seeking help, but that doesn’t make it easy to do. There are many reasons we may be reluctant to do so, including that we:

  • don’t want to feel stupid or embarrassed
  • are too proud
  • don’t want to be a bother
  • are too shy
  • would rather just figure it out on our own
  • are afraid of appearing weak, stupid, or incompetent (at work here is the deeply mistaken belief that vulnerability is weakness)
  • fear rejection
  • worry about losing status (e.g., tarnishing our image of being a go-getter) or control
  • don’t want to feel beholden to others
  • believe we don’t deserve help

Sometimes, we can trace one or more of these common thoughts and feelings to a source. For example, maybe someone criticized or belittled us as a kid when we asked for help. According to Deborah Grayson Riegel, coauthor of Go To Help: 31 Strategies to Offer, Ask For, and Accept Help, “starting at about seven years old, we start to associate asking for help with reputational costs. We’ve been conditioned to think ‘They’re going to think I’m dumb/bad/lazy/weak if I admit I need help.’”

Additionally, we may have inherited a personality trait that makes it difficult to ask for help. For example, perfectionists often insist on doing everything on their own because they feel strongly that things must be done a certain way and believe it’s better just to do it all themselves—even though that often makes them a bottleneck and prone to overload.

Our mindset is also relevant here. Dr. Carol Dweck, a Stanford University psychologist, distinguishes between a fixed mindset (in which we believe our intelligence, abilities, and talents are static and fixed) and a “growth mindset” (in which we believe we can develop them). A fixed mindset, she argues, leads to a desire to look smart in front of others, making it harder for us to ask for help.

Our personal core values can also get in the way. Those who have self-reliance as a core value, for instance, may pride themselves on being able to manage things on their own. Or perhaps we identify as a high-performer and overachiever and feel like it’s beneath us to ask for help, or we’re a martyr and wish to make others feel guilty for our suffering.

Cultural influences are also relevant. Many Western societies value individualism, as do many families and organizations. It’s part of their ethos. People don’t want to ask for help in cultures where it’s looked down upon.

Finally, we often misjudge how others will respond to our requests. According to a 2022 study by researchers Xuan Zhao and Nicholas Epley published in Psychological Science:

“Those needing help consistently underestimated others’ willingness to help, underestimated how positively helpers would feel, and overestimated how inconvenienced helpers would feel…. Undervaluing prosociality could create a misplaced barrier to asking for help when needed.” **

There’s research indicating that serving others may promote feelings of happiness, increase social connection and self-esteem, lower stress levels and blood pressure, and promote longevity. *** In other words, when we ask for help, in some ways we’re helping those we’re asking, because it allows them to do things that help them enjoy life and thrive. It’s called the “helper’s high.”

“The person who is being asked to help also gets a huge benefit from being in that position. They are strengthening social ties and they are able to feel generous. Asking for help is quite generative for both parties.”
-Dr. Pooja Lakshmin, M.D.

At the World Economic Forum, Bill Gates said, “there are two great forces of human nature: self-interest, and caring for others,” and we’re most successful when we’re driven by a “hybrid” engine of those two forces.

 

The Benefits of Seeking Help

Getting good at asking for help can lead to big wins in our life and work, because it can affect so many things. For example, it can help us deepen our relationship with others, because asking for help involves courage, vulnerability, authenticity, and trust, which are powerful connecting forces in relationships.

“We cultivate love when we allow our most vulnerable and powerful selves to be deeply seen and known, and when we honor the spiritual connection that grows from that offering with trust, respect, kindness, and affection.”
-Brene Brown, researcher, speaker, and author

Asking for help can help us gain clarity on the issue at hand as we describe it to others. It can set up a powerful dynamic of reciprocity that benefits all. And it can inspire others to stop going it alone and ask for help more as well.

In her book, Daring Greatly, Brene Brown recounted the personal implications of this in her life:

“…my greatest personal and professional transformations happened when I started asking hard questions about how my fear of being vulnerable was holding me back and when I found the courage to share my struggles and ask for help…. I also learned that the people who love me, the people I really depend on, were never critics who were pointing at me while I stumbled. They weren’t in the bleachers at all. They were with me in the arena. Fighting for me and with me…. Sometimes out first and greatest dare is asking for support.”

Quality of Life Assessment

Evaluate your quality of life in ten key areas by taking our assessment. Discover your strongest areas, and the areas that need work, then act accordingly.

 

How to Get Better at Asking for Help

Though it’s sometimes hard to ask for help, thankfully there are many things we can do to develop this valuable skill. For example, we can:

  1. recognize that asking for help is a strength, not a weakness, because it means we’re committed to our goals and confident enough to demonstrate some vulnerability
  2. consider that the alternative (not asking for help) means continuing our frustration or suffering
  3. recognize that nobody succeeds in life without the help of many people from different areas of life (e.g., parents, teachers, coaches, mentors, friends, even rivals sometimes)
  4. recognize that our fears about asking for help (e.g., that we’ll lose status) are misplaced, given all the research on how people underestimate others’ willingness to help
  5. recall that most people like to help others, as it makes them feel good
  6. evaluate whether it’s a good time to ask for help, given that most people tend to wait too long to do so (good things to consider include how much time we’ve already spent on the issue at hand, whether we have the time to keep working on it alone, whether it’s something we’re good at solving, and whether there are better uses of our time and energy)
  7. trust others to set boundaries for themselves and say “no” if warranted
  8. flip the script and recall times when people asked us for help and whether that made us feel burdened and resentful or glad to be asked and happy to help
  9. consider the worst-case scenario (i.e., the person refuses to help or can’t right now, and perhaps we feel awkward for a bit)
  10. tally the potential benefits of getting help (e.g., having more bright people working on potential solutions or sharing how they’ve solved a similar problem, as well as the support and solidarity that may arise)
  11. start small when first learning to ask for help, and build out from there (this will make it more manageable and less likely that we’ll abandon it)
  12. share with others that we struggle with asking for help but want to improve (this will make it easier to ask when the time comes and help us be accountable for improving)
  13. set a target for how many “asks” we’ll make in a week or month—and keep track

 

Things to Do When Making the Ask

Sometimes it’s helpful to address the mechanics of how exactly to go about asking for help. Here are some tips:

Do substantial initial work and thinking on the issue before turning to others. Don’t be the person who goes straight to asking others without putting in some initial thought or work, as that can drift into taking advantage of them. Sometimes, Google and YouTube searches can go a long way.

Ask in person or by videoconference or phone and not email or text, if possible. That will help make it more personal. (According to the research, in-person requests are much more successful anyway.)****

Provide enough information and context for the person to make an informed decision about whether and how they can help. The more clarity and transparency upfront, the better.

Respect their time, expertise, context, and preferences.

Be specific on what the ask is and isn’t, with clear boundaries, including why it matters to us and how we think the person we’re asking can contribute. Many experts recommend making what they call “SMART” requests for help, an acronym that stands for Specific, Meaningful, Action-oriented, Realistic, and Time-bound. The clearer we can be on exactly what kind of help we want and need, including the time and resources involved, the better. But even while we make our requests specific, we should be open to new information as we learn what people know, who they know, and how they can help. Let the people we’re asking for help decide how much help they can offer (or not)—and how.

Don’t apologize for asking and don’t minimize the request. That can take away from the other person’s generosity. Be straightforward and matter-of-fact.

Don’t emphasize reciprocity when making the ask. By promising a return favor, we risk turning the request from altruistic and noble to transactional.

Follow up afterward to thank them and let them know how things went (and, ideally, what impact they made).

Watch out for the “illusion of transparency” (the mistaken belief that our thoughts, feelings, and needs are obvious to others). Don’t expect people to read our minds about what we want and need. Also, watch out for the “curse of knowledge” (when better informed people find it difficult to adopt the perspective of others—or subconsciously assuming others know what you know about a topic or situation).

Recognize that it can take time to become comfortable with and good at asking for help, because old habits die hard. We can surely get better at it with practice. According to Dr. Wayne Baker, faculty director of the Center for Positive Organizations and the University of Michigan’s Ross School of Business, “You’re working to become desensitized to the fear of what might happen when you ask for help.”

Develop this practice into a habit, not a one-and-done activity.

Ensure this is reciprocal. If we want help from others, we must be willing to give help—and sometimes actively to seek ways to help others (but without being needy about it). Ideally, we can earn help from others by being a helpful person—not just once but consistently over time. Still, someone has to start the cycle of helping first, which means that someone needs to receive help first.

Try a “reciprocity ring,” a fun and rewarding approach created by Wayne and Cheryl Baker. In such a ring, a group convenes so that each person can ask for something they need and can’t easily get or do themselves. As each person takes a turn articulating their request, the others think about the resources they might have to help. They can make as many offers of help as they like. Even if they can’t help personally, they can connect the person to someone in their network who might be able to help. Such a practice is powerful because reciprocity is hardwired into our brains, and it can normalize the act of asking for help.

 

Implication for Leaders

Leaders are wise to create a culture in their team or organization in which asking for help is not only encouraged and common but also rewarded. At IDEO, designers receive coaching on this and executives model it. And at Zingerman’s, a Midwestern food company, all attendees at the induction of new managing partners state what they’ll do to help each new partner succeed. The company’s founding partners participate as well, sending an important message from the top.

Notably, asking for help can help reduce burnout levels in organizations. A global study conducted by Rebecca Zucker from Next Step Partners found that lack of help-seeking was one of the top two predictors of feeling overwhelmed at work. Those who don’t ask for help, she found, scored 23% higher on overwhelm.

 

Conclusion

For many, asking for help is difficult—and one of the most important skills we can develop because of the connections and breakthroughs it can engender.

Be patient with this process. It may take time, because it involves unlearning old habits. But it’s well worth it.

“If I can leave you with only one piece of advice to increase your probability of creating an earned life, it is this:
Ask for help. You need it more than you know.”
-Marshall Goldsmith, The Earned Life

 

Reflection Questions

  1. Are you in the habit of powering through adversity without asking for help—or even considering it?
  2. Do you wait too long before seeking help, wasting precious time along the way?
  3. In what areas are you comfortable asking for help?
  4. In which cases did you not ask for help when you should have, and why?
  5. What will you do today to develop this important skill?

 

Tools for You

Personal Values Exercise

Complete this exercise to identify your personal values. It will help you develop self-awareness, including clarity about what’s most important to you in life and work, and serve as a safe harbor for you to return to when things are tough.

 

Related Traps & Articles

 

Postscript: Inspirations on Seeking Help

  • “Going it alone in times of hardship is never a good idea.” -Jonathan Rauch, The Happiness Curve
  • “When we were children, we used to think that when we were grown up we would no longer be vulnerable. But to grow up is to accept vulnerability. To be alive is to be vulnerable.” -Madeleine L’Engle, writer
  • “Until we can receive with an open heart, we are never really giving with an open heart.” -Brene Brown, The Gifts of Imperfection
  • “Isolation is fatal…. The burden of going it alone is heavy and limiting—and potentially dangerous…. In fact, social isolation can take up to seven years off of your life. Isolation contributes to heart disease and depression; it influences your immune system and leads to faster aging and advanced health problems.” -Richard Leider and Alan Webber, Life Reimagined
  • “Economists call it the warm glow of giving, and psychologists call it the helper’s high. Recent neuroscience evidence shows that giving actually activates the reward and meaning centers in our brains, which send us pleasure and purpose signals when we act for the benefit of others. These benefits are not limited to giving money: they also show up for giving time.” -Adam Grant, Give and Take
  • “How have you felt when you have helped others? I think we can agree that’s one of the great feelings, right? Why would you deprive others of the same feeling?” -Marshall Goldsmith, The Earned Life

Gregg Vanourek’s Newsletter

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* There are cultural differences at work here. For example, many Western societies value individualism, while East Asian and Latin American societies tend to place a greater value on the group, the community, and the collective.

** Zhao, X., & Epley, N. (2022). Surprisingly Happy to Have Helped: Underestimating Prosociality Creates a Misplaced Barrier to Asking for Help. Psychological Science33(10), 1708–1731.

*** Oliver Scott Curry, Lee A. Rowland, Caspar J. Van Lissa, Sally Zlotowitz, John McAlaney, Harvey Whitehouse, Happy to help? A systematic review and meta-analysis of the effects of performing acts of kindness on the well-being of the actor, Journal of Experimental Social Psychology, Volume 76, 2018, 320–329.

**** M. Mahdi Roghanizad, Vanessa K. Bohns, Ask in person: You’re less persuasive than you think over email, Journal of Experimental Social Psychology, Volume 69, 2017, 223–226,

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Gregg Vanourek is a writer, teacher, TEDx speaker, and coach on personal development and leadership He is co-author of three books, including LIFE Entrepreneurs: Ordinary People Creating Extraordinary Lives (a manifesto for living with purpose and passion) and Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations (a winner of the International Book Awards). Check out his Best Articles or get his monthly newsletter. If you found value in this article, please forward it to a friend. Every little bit helps!

The Most Important Contributor to Happiness

In our search for happiness and its close cousins, well-being and life satisfaction, we’ve seen that it’s complex. In a previous post, we noted 20 research-based practices that lead to happiness. What’s the biggest contributor to happiness?

Relationships.

 

Happiness and Relationships

“No man is an island.”
-John Donne

Connecting with others gives us a sense of worth, meaning, and belonging. When we’re in close relationship with others, we’re more likely to receive support when we need it most. And to provide it when others need it.

According to many researchers, strong social relationships are the most important contributor to enduring happiness for most people. Those who are happiest generally devote a great amount of time to their family, friends, and colleagues. They nurture and enjoy those relationships.

In her book, The How of Happiness, professor Sonja Lyubomirsky writes:

“The centrality of social connections to our health and well-being cannot be overstated…. One of the strongest findings in the literature on happiness is that happy people have better relationships than do their less happy peers. It’s no surprise, then, that investing in social relationships is a potent strategy on the path to becoming happier…. Happier people are exceptionally good at their friendships, families, and intimate relationships…. people with strong social support are healthier and live longer.”

What’s going on here? Are people with close relationships happier? Or does being happy make us more likely to have close relationships with lovers, family, friends, and colleagues?

Both, it turns out. “The causal relationship between social relationships and happiness is clearly bidirectional,” Lyubomirsky writes. “If you begin today to improve and cultivate your relationships, you will reap the gift of positive emotions. In turn, the enhanced feelings of happiness will help you attract more and higher-quality relationships, which will make you even happier… a continuous positive feedback loop… an upward spiral.”

There’s more: social relationships give us a positive experience in the moment, but they can also strengthen and deepen relationships over time. That further increases our happiness and sense of life satisfaction.

 

The Happiness of a Lifetime

A remarkable collection of studies of mental and physical well-being has been going on for many decades. These studies track people over their entire adult lives. The Study of Adult Development at Harvard Medical School is a longitudinal study—started more than 80 years ago—of 268 physically and mentally healthy Harvard college sophomores from the classes of 1939–1944. It has run in tandem with a study called the Glueck Study, which included a second cohort of 456 disadvantaged inner-city youths who grew up in Boston neighborhoods between 1940 and 1945.

Writing about the Harvard Study of Adult Development in The Atlantic, Joshua Wolf Shenk reported, “The project is one of the longest-running—and probably the most exhaustive—longitudinal studies of mental and physical well-being in history,” including interviews, questionnaires, medical exams, and psychological tests.

The studies included evaluations at least every two years by questionnaires, information from their doctors, and in many cases personal interviews. Researchers gather information about their mental and physical health, marital quality, career enjoyment, retirement experience, and more. The study and its results are described in several books by George Vaillant (a psychiatrist and professor who led the study for decades).

What were the main findings? That the people who were happiest and healthier reported strong interpersonal relationships. When asked what he learned from the study, Vaillant wrote:

“Warmth of relationships throughout life have the greatest positive impact on ‘life satisfaction.’… (We now have) “70 years of evidence that our relationships with other people… matter more than anything else in the world…. Happiness is love. Full stop.”

Quality of Life Assessment

Evaluate your quality of life in ten key areas by taking our assessment. Discover your strongest areas, and the areas that need work, then act accordingly.

 

Learning from the Happiest People

In another study, researchers sought to identify the characteristics of the happiest 10 percent of people among us. This was the first-ever study of the behavioral and personality correlates of high happiness in people. What did they find? Wealth? Beauty? Fame? Health?

No, the main distinguishing characteristic of the happiest 10 percent was the strength of their social relationships. The findings:

“The very happy group differed substantially from the average and the very unhappy groups in their fulsome and satisfying interpersonal lives. The very happy group spent the least time alone and the most time socializing, and was rated highest on good relationships…. All members of the very happy group reported good-quality social relationships…. Our findings suggest that very happy people have rich and satisfying social relationships and spend little time alone relative to average people….
We do not know if rich social lives caused happiness, or if happiness caused rich social lives, or if both were caused by some third variable…. Social relationships form a necessary but not sufficient condition for high happiness—that is, they do not guarantee high happiness, but it does not appear to occur without them…. there appears to be no single key to high happiness that automatically produces this state…. High happiness seems to be like beautiful symphonic music—necessitating many instruments, without any one being sufficient for the beautiful quality.”

 

More Evidence about Happiness and Relationships

In his book, The Happiness Curve, award-winning journalist Jonathan Rauch wrote:

“Here’s the most fundamental finding of happiness economics: the factors that most determine our happiness are social, not material…. social connectedness is the most important of all the variables which contribute to a sense of wellbeing in life…. The truest form of wealth is social, not material.”

The finding that happiness is sweeter when shared isn’t only known by researchers. Many of us have an intuitive sense of this. According to a Charles Schwab 2020 survey of 1,000 Americans aged 21 to 75, Americans indicated that relationships are the most important factor for their overall happiness. According to the survey, 39% of respondents ranked relationships as the top driver of overall happiness, compared to 27% reporting health, 17% saying money, 14% saying lifestyle, and 3% saying career.

This makes sense from a biological perspective. Most scientists who study happiness agree that there’s an evolutionary basis for our desire to form and preserve social connections. Social bonds, of course, help us survive and reproduce.

“…like food and air, we seem to need social relationships to thrive.”
-Ed Diener and Robert Biswas-Diener

Personal Values Exercise

Complete this exercise to identify your personal values. It will help you develop self-awareness, including clarity about what’s most important to you in life and work, and serve as a safe harbor for you to return to when things are tough.

 

Happiness and Relationships during the Pandemic

Given that we’re now about two years into a global pandemic that has resulted in lockdowns, social distancing, and tectonic changes to our lives at home and work, what do we know about happiness and relationships during the time of covid-19?

The World Happiness Report 2021 included a chapter on “Social Connection and Well-Being during COVID-19,” by Karynna Okabe-Miyamoto and Sonja Lyubomirsky. Highlights from that chapter:

  • “over a century of research has proven how crucial social connection is for well-being.”
  • “…social factors and social behaviors—including the quality and quantity of people’s social relationships—have also been shown to protect well-being during the pandemic.”
  • a 2020 survey in Austria found that those who had larger social networks (more social connections) reported less worry and stress during the pandemic lockdown.
  • the greater perceived threat of the covid-19 virus was linked to greater everyday acts of kindness in response.
  • a 2000 U.K. study of more than 50,000 adults found that having poor social support was associated with severe depressive symptoms.

According to this research, protective factors for psychological well-being included: feelings of connectedness, quality of relationships, positivity resonance (shared feelings of positivity and caring for one another), quantity of relationships, and prosocial (helping) behaviors such as volunteering and charitable giving.

“Happiness is a perfume you cannot pour on others without getting a few drops on yourself.”
-Ralph Waldo Emerson

On the flip side, risk factors for distress and unhappiness included: engaging in distancing, loneliness, poor social support, and abuse.

 

Social Support at Work

Since work comprises a large portion of our waking hours for many of us, what do we know about work and relationships?

In his book, The Happiness Advantage, author and researcher Shawn Achor calls social support “your single greatest asset.” He points to research on more than a thousand highly successful professional people who were interviewed as they approached retirement.

When asked what motivated them the most throughout their careers, the top response was work friendships—above the responses about financial gain and individual status.

Take the Traps Test

We all fall into traps in life. Sometimes we’re not even aware of it, and we can’t get out of traps we don’t know we’re in. Evaluate yourself with our Traps Test.

 

The Problem with a Lack of Social Connections

A lack of social connections is harmful to our health, can lead to depression, and can be just as deadly as certain diseases, according to researchers. Also, social support has as big an effect on life expectancy as things like smoking, obesity, high blood pressure, and regular physical activity.

And as we look back on our lives, we may come to regret not honoring and valuing our relationships. Three of the top 5 “regrets of the dying” that Australian palliative nurse Bronnie Ware famously identified in her work with people in the final weeks and months of their lives are directly related to social connections:

Regret #2. “I wish I hadn’t worked so hard.
This came from every male patient that I nursed. They missed their children’s youth and their partner’s companionship. Women also spoke of this regret…. All of the men I nursed deeply regretted spending so much of their lives on the treadmill of a work existence.”
Regret #3. “I wish I’d had the courage to express my feelings.
Many people suppressed their feelings in order to keep peace with others…. Many developed illnesses relating to the bitterness and resentment they carried as a result.”
Regret #4. “I wish I had stayed in touch with my friends.
Often they would not truly realise the full benefits of old friends until their dying weeks and it was not always possible to track them down. Many had become so caught up in their own lives that they had let golden friendships slip by over the years. There were many deep regrets about not giving friendships the time and effort that they deserved. Everyone misses their friends when they are dying…. It all comes down to love and relationships in the end. That is all that remains in the final weeks, love and relationships.”

“…there is much more to life than your career…. In my experience, high-achievers focus a great deal on becoming the person they want to be at work—and far too little on the person they want to be at home. Investing our time and energy in raising wonderful children or deepening our love with our spouse often doesn’t return clear evidence of success for many years. What this leads to is over-investing in our careers, and under-investing in our families—starving one of the most important parts of our life.” -Clayton Christensen, How Will You Measure Your Life?

We should also recognize that close relationships can also be a source of great pain in our lives. Pain from hurtful encounters. From broken trust. Pain from disappointment, and from loss.

Sometimes the pain is redeemable and can be folded back into love. Other times not.

But still relationships are a powerful source of meaning, growth, and love for us.

 

The Problem of Loneliness

Loneliness is a big problem these days—and not just in our time of social distancing and remote work.

According to a Guardian article, about 20% of people report that loneliness is a “major source of unhappiness in their lives,” and about a third of Americans 45 and older report being lonely.

The problem is aggravated by workaholism and the increasing prevalence of screen time in our lives, from streaming services to email and social media. The evidence is disturbing. Average daily digital content consumption is now just under seven hours (six hours and 59 minutes), according to a recent Forbes report.

 

Actions for Nurturing Our Relationships

Since relationships are so important, and since loneliness is such a big problem, we’re wise to reflect on what we can do to nurture our relationships at home and work. Here’s a punch list:

  • Making time for relationships and investing in them. Avoiding the traps of perpetual busyness or workaholism that pull us away from family and friends.
  • Being vulnerable and sharing our inner life, including our hopes and fears, with close family and friends we trust.
  • Showing support for our family, friends, and colleagues during their times of need.
  • Being loyal to them.
  • Expressing support and positive emotions, including appreciation, affection, and admiration.
  • Celebrating good news with family, friends, and colleagues.
  • Managing conflict appropriately, including raising important concerns or disagreements (instead of letting them fester) while handling them appropriately (i.e., with empathy, genuine interest in their perspective, and avoiding triggers like contempt and stonewalling).
  • Sharing physical affection, including hugs and pats on the back.

Life and work are all about relationships.

Are you doing enough to maintain your close connections with the people you love, care about, and work with?
What’s the biggest contributor to happiness for you?

 

Tools for You

 

More Articles in this Happiness Series

 

Postscript: Quotations on Relationships and Happiness

  • “We cultivate love when we allow our most vulnerable and powerful selves to be deeply seen and known, and when we honor the spiritual connection that grows from that offering with trust, respect, kindness, and affection.” -Brene Brown
  • “You can spend a lifetime being curious about the inner world of your partner, and being brave enough to share your own inner world, and never be done discovering all there is to know about each other. It’s exciting.” -John Gottman
  • “If I had written the greatest book, composed the greatest symphony, painted the most beautiful painting or carved the most exquisite figure I could not have felt the more exalted creator than I did when they placed my child in my arms.” -Dorothy Day
  • “Imagine life as a game in which you are juggling five balls… work, family, health, friends, and spirit. Work is a rubber ball. If you drop it, it will bounce back. But the other four balls are made of glass. If you drop one of these, they will never be the same.”- Brian Dyson
  • “Well, what are you? What is it about you that you have always known as yourself? What are you conscious of in yourself: your kidneys, your liver, your blood vessels? No. However far you go in your memory it is always some external manifestation of yourself where you came across your identity: in the work of your hands, your family, in other people. And now, listen carefully. You in others—this is what you are, this is what your consciousness has breathed, and lived on, and enjoyed throughout your life, your soul, your immortality—your life in others.” -Boris Pasternak (Doctor Zhivago)
  • “I’ve had a wonderful and successful career. But next to my family, it really hasn’t mattered at all.” -Lee Iacocca
  • “The home is the ultimate career. All other careers exist to support the ultimate career.” -C.S. Lewis
  • “A man travels the world over in search of what he needs, and returns home to find it.” -George Moore
  • “Family is a way of holding hands with forever.” -Noah benShea
  • “Invest in friends. There is no other instrument that pays such high returns…. We need each other, but perversely we neglect each other. Every day we have an opportunity to exercise friendship, to make huge returns on a tiny investment, but foolishly we relapse into sleep and forgetting. Please take my advice to heart—forget bonds, forget stocks, forget gold—invest in friendship.” -Ronald Gottesman
  • “The worst solitude is to be destitute of sincere friendship.” -Sir Francis Bacon
  • “A Friend may well be reckoned the masterpiece of Nature.” -Ralph Waldo Emerson
  • “The better part of one’s life consists of his friendships.” -Abraham Lincoln
  • “Some friends leave footprints in your heart.” Eleanor Roosevelt
  • “A society of genuine loving friends, set free from the self-seeking struggle for personal prestige and from all unreality, would be something unutterably priceless and powerful. A wise person would travel any distance to join it.” -Elton Trueblood
  • “You can’t stay in your corner of the Forest waiting for others to come to you. You have to go to them sometimes.” -Winnie the Pooh
  • “Research has shown that among the benefits that come with being in a relationship or a group, a sense of belonging clocks in as the most important driver of meaning.” -Emily Esfahani Smith, in The Power of Meaning: Crafting a Life that Matters

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Gregg Vanourek is a writer, teacher, TEDx speaker, and coach on leadership and personal development. He is co-author of three books, including LIFE Entrepreneurs: Ordinary People Creating Extraordinary Lives (a manifesto for integrating our life and work with purpose, passion, and contribution) and Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations (a winner of the International Book Awards). Check out his Best Articles or get his monthly newsletter. If you found value in this article, please forward it to a friend. Every little bit helps!

The Problem of Going It Alone

One of the silver linings of the covid-19 pandemic was what it reminded us about our longing for relationship, for connection, for human touch. What was suddenly stolen was dearly missed and now cherished. We see the problem of going it alone.

Close connection with family and friends and a sense of belonging are the most important building blocks of a life well lived. Yet today we have forces driving us apart.

One is a culture of excessive individualism and egocentric living, a sense that life is all about us. It’s the trap of being self-absorbed and caught up in our own stuff, without focusing on something larger than ourselves. If we’re fortunate enough to live a comfortable life with our needs met, one danger is that we can “cocoon” into our big homes with big yards with more stuff than we need and wall ourselves off into social isolation.

Here we encounter the emptiness of egocentric living. By contrast, we can pursue the meaningfulness of relational commitment, of being there for others and letting them be there for us.

 

Burnout and Overwork

Another problem is our culture of burnout,  overwork, and work addiction. In his wonderful book, How Will Your Measure Your Life?, written with his colleagues James Allworth and Karen Dillon before he passed away, Clayton Christensen wrote:

“…there is much more to life than your career…. In my experience, high-achievers focus a great deal on becoming the person they want to be at work–and far too little on the person they want to be at home. Investing our time and energy in raising wonderful children or deepening our love with our spouse often doesn’t return clear evidence of success for many years. What this leads to is over-investing in our careers, and under-investing in our families–starving one of the most important parts of our life.”

Take the Traps Test

We all fall into traps in life. Sometimes we’re not even aware of it, and we can’t get out of traps we don’t know we’re in. Evaluate yourself with our Traps Test.

 

Happiness Is Social

There’s a mountain of research demonstrating the importance of relationships, belonging, and social connectedness to our happiness. Take the Harvard Study of Adult Development, a massive longitudinal study of hundreds of people for about 80 years now. Writing about the study in The Atlantic, Joshua Wolf Shenk reported, “The project is one of the longest-running—and probably the most exhaustive—longitudinal studies of mental and physical well-being in history,” including interviews, questionnaires, medical exams, and psychological tests.

The subjects continue to be studied to this day. They’re evaluated at least every two years by questionnaires, information from their doctors, and interviews. Researchers gathered information about their mental and physical health, career enjoyment, retirement experience, and marital quality.

When asked what he’s learned from the study, psychiatrist and professor George Vaillant (a psychiatrist who led the study for decades) wrote: “Warmth of relationships throughout life have the greatest positive impact on ‘life satisfaction.’… (We now have) “70 years of evidence that our relationships with other people… matter more than anything else in the world…. Happiness is love. Full stop.”

“All you need is love.”
-The Beatles

 

Sources of Happiness

In another study, researchers sought to identify the characteristics of the happiest 10 percent of people among us. What did they find? Wealth? Beauty? Fame? Fitness? No, the main distinguishing characteristic of the happiest 10 percent: the strength of their social relationships.

In their book, Happiness: Unlocking the Mysteries of Psychological Wealth, Ed Diener and Robert Biswas-Diener write: “…like food and air, we seem to need social relationships to thrive.”

According to summary findings on happiness from Professor Sonja Lyubomirsky and other researchers she’s studied (from her book, The How of Happiness), the happiest people:

  • Devote a great amount of time to their family and friends, nurturing and enjoying those relationships
  • Are comfortable expressing gratitude for all they have
  • Are often the first to offer helping hands to co-workers and others
  • Practice optimism when imagining their futures
  • Savor life and live in the present moment
  • Exercise regularly
  • Are deeply committed to lifelong goals and ambitions (e.g., teaching children their values)
  • Show poise and strength when coping with challenges

(Note how many of those activities involve relationships.)

According to researchers who evaluated data from the World Values Survey, which surveyed people in more than 150 countries about their life satisfaction, the top factors that account for about three-fourths of reported well-being are:

  • social support
  • generosity
  • trust
  • freedom
  • income per capita
  • healthy life expectancy

(Note how many of these factors are social. The link between life satisfaction and social connection has held up very well across time and place, according to the World Happiness Report 2015.)

“Here’s the most fundamental finding of happiness economics: the factors that most determine our happiness are social, not material…. social connectedness is the most important of all the variables which contribute to a sense of wellbeing in life. And that is true at any age…. We are each other’s safety nets.”
-Jonathan Rauch, The Happiness Curve

 

Isolation and Going It Alone

Alas, the flip side is also true. Isolation can become a downward spiral, fostering discontent and shame, leading to further isolation. It turns out that going it alone through hard times and transitions, though an instinct for many, is a recipe for more hardship.

“Isolation is fatal…. The burden of going it alone is heavy and limiting—and potentially dangerous…. In fact, social isolation can take up to seven years off of your life. Isolation contributes to heart disease and depression; it influences your immune system and leads to faster aging and advanced health problems.”
-Richard Leider and Alan Webber, Life Reimagined

Truth be told, staying connected to others can be hard at times. It doesn’t help that we have so much political division and distrust, with so many people dismissing or dehumanizing others who have different views. Our age of political contempt, partisan warfare, and take-no-prisoners tribalism is surely not helping.

Quality of Life Assessment

Evaluate your quality of life in ten key areas by taking our assessment. Discover your strongest areas, and the areas that need work, then act accordingly.

 

Vulnerability and Connection

Many of us also struggle with vulnerability, with asking for help. We fear feeling uncomfortable and a potential loss of social status if we admit that our lives are not Instagram-perfect. So we resort to superficial conversations that feel safer, neglecting the deeper territory of openness and self-disclosure through meaningful dialogue.

“We cultivate love when we allow our most vulnerable and powerful selves to be deeply seen and known, and when we honor the spiritual connection that grows from that offering with trust, respect, kindness, and affection.”
-Brene Brown, researcher, speaker, and author

What’s needed, though, is more of what design thinkers call “radical collaboration,” which can be thought of as collaborating much more than you normally would—proactively seeking mentors, coaches, friends, peer groups, and people to learn from and ask questions.

The problem of going it alone in times of trouble or transition is that it doesn’t work very well. A better approach: reach out and connect. Share. Listen. Help, and accept help. You and your family, friends, and colleagues will be glad you did.

 

Tools for You

Personal Values Exercise

Complete this exercise to identify your personal values. It will help you develop self-awareness, including clarity about what’s most important to you in life and work, and serve as a safe harbor for you to return to when things are tough.

 

Related Articles

 

Postscript: Quotes on Relationships and Not Going It Alone

  • “In everyone’s life, at some time, an inner fire goes out. It is then burst into flame by an encounter with another human being. We should all be thankful for those people who rekindle the inner spirit.” -Stephen R. Covey, author, executive, and speaker
  • “Belonging begins with safety…. this is a place and a relationship where you feel safe enough to be the real you.” -Jonathan Fields, How to Live a Good Life
  • “Going it alone in times of hardship is never a good idea.” -Jonathan Rauch, The Happiness Curve 
  • “Being in a state of in between means being in some state of loneliness. Being neither here nor there often feels like being nowhere. Which is why connecting with others is so central to getting through one of these times. Human beings like to share.” -Bruce Feiler, Life Is in the Transitions
  • “I came to understand that while many of us might default to measuring our lives by summary statistics, such as number of people presided over, number of awards, or dollars accumulated in a bank, and so on, the only metrics that will truly matter to my life are the individuals whom I have been able to help, one by one, to become better people.” -Clayton Christensen, How Will You Measure Your Life?
  • “Well, what are you? What is it about you that you have always known as yourself? What are you conscious of in yourself: your kidneys, your liver, your blood vessels? No. However far you go in your memory it is always some external manifestation of yourself where you came across your identity: in the work of your hands, your family, in other people. And now, listen carefully. You in others—this is what you are, this is what your consciousness has breathed, and lived on, and enjoyed throughout your life, your soul, your immortality—your life in others.” -Boris Pasternak, Russian poet and novelist (Doctor Zhivago)

Gregg Vanourek’s Newsletter

Join our rapidly growing community. Sign up now and get monthly inspirations (new articles, opportunities, and resources). Welcome!

 

++++++++++++++++++++++++++++++
Gregg Vanourek is a writer, teacher, TEDx speaker, and coach on personal development and leadership. He is co-author of three books, including LIFE Entrepreneurs: Ordinary People Creating Extraordinary Lives (a manifesto for integrating our life and work with purpose, passion, and contribution) and Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations (a winner of the International Book Awards). Check out his Best Articles or get his monthly newsletter. If you found value in this article, please forward it to a friend. Every little bit helps!