KF #10. Courage Archives - Page 2 of 6 - How to be Awesome at Your Job

Pete Mockaitis
Vanessa, welcome to How to be Awesome at Your Job.

Vanessa Patrick
Hey, Pete, lovely to be here.

Pete Mockaitis
Well, I’m so excited to dig into your book, The Power of Saying No: The New Science of How to Say No that Puts You in Charge of Your Life. This has been a challenge that many of our listeners are facing so I think this is going to be so cool to get into it. But, first, I wanted to start with is there a particularly memorable no-story you could share with us to kick things off?

Vanessa Patrick
Well, I start the book with a didn’t-say-no story that motivated this whole stream of work. I’m happy to tell you about that.

Pete Mockaitis
Let’s do it.

Vanessa Patrick
Well, it all began when I spent my 24th birthday staring at a fax machine, and it was a memorable day because I spent the evening at the office waiting for a fax. It wasn’t even an important fax. It was just a fax, which said that the client had received a fax that we had sent earlier. And I spent the whole evening waiting for the fax because my boss told me to do so.

And it was a moment where I realized that we very often, in work and life, get stuck doing very trivial things, pretty meaningless things some of the time, that we could easily say no to. And that moment made me realize the importance of learning to say no when the situation merits it.

Pete Mockaitis
All right. Well, tell me, how late was it when you left?

Vanessa Patrick
So, I wanted to leave at 5:00 o’clock. It was a Tuesday. The fax arrived at 9:30 in the evening. And so, I basically spent four and a half hours just staring at a fax machine waiting for that white paper to spew out of the machine, and all that white paper said when it arrived, was, “Received with thanks.” And I remember my 24th birthday and that crinkly white paper so distinctly because it was so trivial.

And, Pete, if I had to redo this all over again, if I were me when I was 24, if I was me, the me now, when I was 24, I would’ve negotiated that ask. I would’ve said something like, “Can I come early tomorrow morning and pick up the fax and put it on your desk? Or, can I ask a friend to please stay back and do it if it was that important?” It didn’t have to be me, and I did not have to spend my time doing that, and yet I did.

Pete Mockaitis
Wait, I’m sorry. You said you were 24 years old, and then you said birthday. This was, in fact, your 24th birthday?

Vanessa Patrick
And I missed the birthday party.

Pete Mockaitis
Oh, my goodness.

Vanessa Patrick
It was quite sad. I’ve recovered. Don’t worry.

Pete Mockaitis
But it is definitely seared. We could tell that memory was really seared into you because you remember it was a Tuesday and the exact text of the fax, and the time that it arrived. Now, these are some details.

Vanessa Patrick
Yes, because when you’re sitting over there for four and a half hours, knowing that everyone in your house is having a party, people are coming and going, people are eating dinner, they’re leaving, you think about these things and you realize, “Why am I doing this? Is this worth it?” And those are the feelings that we need to kind of capture and memorize so that we don’t make those same mistakes again.

So, I talk about, in the book, the importance of learning from our mistakes, and the fact that when we say yes when we want to say no, we sometimes have to pause and actually let ourselves feel bad about that because we naturally, as human beings, have this coping mechanism, something called the psychological immune system, which jumps in as soon as we feel bad and tries to repair the situation, trying to find the silver lining, trying to look for something good out of that bad situation.

And that is why we don’t learn very well from bad situations. We need to stop, embrace that horrible feeling so that we learn from it, so the next time we’re in that situation, we can manage it a little bit better.

Pete Mockaitis
Absolutely. And what’s interesting is because of the drama of this particular instance, like it’s a task that is so trivial, I don’t know, maybe there’s lives on the line associated with this fax.

Vanessa Patrick
There were not.

Pete Mockaitis
Okay, there weren’t. So, it seems super trivial, and it’s four and a half unnecessary hours in which you’re not actively engaged, and you’re missing out on something really cool, all really come together. So, in a weird way, I like the notion, the psychological immune system, this was kind of a blessing because you had an epiphany that, I believe, has served you well over the subsequent years, and now you’re enriching many thousands with this work. So, indirectly, I guess we can thank that boss for this request.

Vanessa Patrick
Yes, I do think that it did kind of change the trajectory of my life. You start questioning. It was my first job, you start questioning, “Is this the kind of job that I want? Is there something more meaningful and important I could do?” And, also, the curiosity about “Why do people do this? Why do people behave in certain ways?” which has shaped my career as a consumer psychologist.

Pete Mockaitis
And for many of us, when we say yes when we should’ve said no, the pain we experience is more minor. It may not be enough for us to really rewind, evaluate, and make some changes.

Vanessa Patrick
But we do feel resentful very often. A lot of the people in my studies often talk about the fact that they’ve said yes when they want to say no, and they feel very resentful towards the other person, and really wished they did not do that. And so, in many ways, but we also search for reasons as to why we said yes and come up with the fact that it might be a growth opportunity. It could open doors. It could lead to a promotion. So, we make up these things to make ourselves feel better but sometimes we need to just see it for what it is and not make the mistake again.

Pete Mockaitis
Yeah, that’s interesting how we resent them, and, though, I guess we’ve got at least 50% responsibility as to having said yes.

Vanessa Patrick
Yes.

Pete Mockaitis
Okay. So, you’ve done a lot of studies, you’ve engaged a lot of people here. Any particularly surprising, fascinating, counterintuitive discoveries you’ve made here when it comes to us humans and our relationships saying no?

Vanessa Patrick
Yes. It’s no surprise that, of course, human beings have trouble saying no, but one of the things that come out consistently in my research is the fact that no is a gendered issue, that women struggle way more to say no than men do. Women are more likely to say yes to a workplace request than men are. Women are more likely to be asked to do unpromotable work, or unpaid work, or the office housework, but they’re also more likely to take those things on.

One of the most interesting things in my studies is something that I call the spotlight effect. And the spotlight effect is this feeling of being in the spotlight when someone makes their ask of you. So, in a study, I put people in different conditions. In one condition, I told them that they were asked to do something that they didn’t want to do, and there was a crowd of people who had already agreed to do it.

And based on the research of social psychology, we know that we are more likely to conform to that ask. The spotlight is going to shine way more brightly on us when we know that other people are watching and expecting us to say yes. So, of course, both men and women are more likely to say yes when there are lots of people watching even if they want to say no.

I also do another scenario where that request is an interpersonal request. There’s no crowd, it’s just one person versus another person, the asker and the askee. And in that situation, you find that men are significantly more likely to say, “No, this is not going to work,” if it’s a one on one, but women still respond at the same level as if there was a crowd watching.

So, women, it’s almost like women have conjured up this imaginary crowd that is watching them, and the spotlight shines brightly on them, whether it’s a one-on-one interaction or whether it’s a group. I, personally, think that’s a super interesting finding, and it’s fascinating to think about why that is, and why women feel that pressure to say yes, feel more intense spotlight regardless of whether it’s a one-on-one ask or it’s a crowd.

Pete Mockaitis
And can you share with us a rough sense of these figures here, the crowd effect versus the one-on-one effect, that is at stake here? Is it a smidgen more pressure and probability of saying yes, or is it like double, triple, quadruple?

Vanessa Patrick
So, when it was a social ask, and when both men and women responded equivalently, so about five on a scale of one to seven, on, “How much attention did you feel was on you?” That drops to four for men, which was significantly different, statistically significantly lower compared to women who remained at around 4.5.

Pete Mockaitis
Oh, got you. And I guess I’m curious about the percentage of percent of time said yes and didn’t want to.

Vanessa Patrick
The number of times they said yes, so we don’t have that. In the experiment, we didn’t look at that. The scenario required everyone to say yes or no.

Pete Mockaitis
Okay, got you.

Vanessa Patrick
So, everyone wanted to say no. It was a clear scenario when no one wanted to do it.

Pete Mockaitis
What is our scenario?

Vanessa Patrick
Yeah, so it was something like spending your spring break doing some volunteer work for a friend who just caught you. So, it was the first day of spring break and someone pulled you aside, and said, “No, you need to help me with this volunteer work, and spend your entire spring break doing this, making calls on my behalf,” which is something we pre-tested no one wanted to do, no one wanted to spend their spring break doing.

Pete Mockaitis
Yeah, it would have to be some pretty, meaningfully interesting, powerful calls. It’s hard to dream up the scenario where that would be a win, like, “Oh, yeah.” Okay. Cool. Thank you. All right. So, there we have it, interesting tidbits there. So, then, overall, what would you say is sort of the main thesis or big idea behind the book The Power of Saying No?

Vanessa Patrick
So, a lot of people, successful people, and, in general, most people know that it’s a good thing to say no to the things that you don’t want to do. The question is how. So, the big idea behind the book is the way in which you communicate your refusal and something called empowered refusal, which is the basis of my research.

Empowered refusal is a super skill of being able to say no in a way that’s effective. And what effective, essentially, means is that you are able to communicate a no response while maintaining your relationship with the other person and securing your reputation.

Pete Mockaitis
That sounds perfect.

Vanessa Patrick
It does.

Pete Mockaitis
How do we do that?

Vanessa Patrick
So, I talk about the fact that you need to develop three competencies to develop the skill of empowered refusal but, essentially, empowered refusal requires you to say no by looking inwards. You need to say no by giving voice to your values, priorities, preferences, and beliefs. So, it’s a no that stems from your identity. And when you say no that stems from your identity, giving voice to what you believe, the way you believe things should be, people are less likely to give you pushback and more likely to be persuaded by your no.

Pete Mockaitis
Well, tell us, what are the three competencies and how do we develop them?

Vanessa Patrick
Right. So, the three competencies, I call the ART of empowered refusal, A-R-T, awareness, rules not decisions, and totality of self. So, your empowered refusal begins with self-awareness. It begins with you looking inwards and developing a sense of what you uniquely bring to the table, what you care about, what do you value, how do you want to find meaning in your life.

So, an awareness of your preferences, your beliefs, your values, forms the foundation of step number two, which is setting up a system of rules, and not having to make decisions all the time. So, once you understand yourself, then you can set yourself up with a set of personal policies or simple rules that guide your actions and decisions. So, if you have rules in place, or policies in place, it’s much easier for you to say no because you already have a very firm stance on what you believe and how you want things to be.

And the final piece of the puzzle is the way you communicate your empowered refusal, which is using your whole self, using not only your language but also your nonverbal cues. Nonverbal cues that both convey empowerment but also secure your relationship with the other person. So, I can give you a few examples.

Pete Mockaitis
Okay.

Vanessa Patrick
Let’s imagine that someone asked you to fly somewhere. Unprepared, unannounced, you’ve got fly over the weekend to do something that is not part of your job, and you don’t want to do it because you do not work on weekends, or weekends are family time as far as you’re concerned. So, you have a personal policy in place about how you’d like to spend your weekends, and you are able to better communicate your refusal based on that stance.

What usually happens when people ask you for something that you want to say no to is that we grasp for the first available excuse. And excuses are much less effective than policies. Policies reflect a long-standing stance which stem from something that’s important to you, something that you value. And when you use a policy, you are more likely to get compliance than if you use an excuse.

Pete Mockaitis
Interesting. You say compliance, as in the requestor just overrides you.

Vanessa Patrick
No, the requestor will either push back or they will respect your refusal. Those are the two main options. So, when someone asks you something, they typically expect a yes. It is societally expected that an invitation, an ask, a favor, is going to garner a yes response. There’s a ton of research that shows that we say yes to the most ridiculous requests because we are socialized and hardwired to help.

We are conditioned to be cooperative. We are psychologically poised in many ways to say yes than to say no. And because of that psychological makeup and that socialization, when we say no, we often get pushback from the asker.

Pete Mockaitis
That’s intriguing on so many levels. One, I’m thinking that’s kind of absurd that that’s in us humans. Two, I’m thinking I guess there’s probably a set of contexts that make that true versus not true. So, the majority of my emails are pitches from publicists and authors, etc. to want to be on my podcast, maybe the plurality of emails.

And so, I would imagine they don’t really expect that I will say yes because, in their own experience of any sort of recruiting, sales, business development activity, the majority of people say no. And I find it a little funny when they say, “I’m just making sure you got my email. Like, this is the weirdest thing that you didn’t reply.”

Like, in some ways, I find that a little bit irksome because there seems to be, like, almost dishonesty there. It’s, like, “You don’t really expect a response. Of course, you would like one.” So, I guess that’s what I’m thinking. Like, in the context of a stranger who’s asking hundreds of thousands of people the same thing via an impersonal platform, email, I don’t imagine they expect a yes. But you tell me, maybe they really do.

Vanessa Patrick
You hit the nail on the head in terms of the impersonal platform. So, we are 34 times more likely to say yes to a face-to-face request.

Pete Mockaitis
Thirty-four.

Vanessa Patrick
So, email is actually the best way to say no to people because it’s impersonal, as you just mentioned. You take away that face-to-face concern. I also think that if you think about the studies that people have done, like Vanessa Bohns, for example. She has people ask people to do the craziest things: defile library books, “Can I play in your backyard?” “Can you mail this for me?” completely crazy things, and she finds that people are much more likely to say yes, even to those completely ridiculous requests than say no.

And there’s a lot of evidence out there that people do struggle with saying no, and so it’s just easier to say yes. And so, I talk about it in terms of the fact that society favors the asker. So, if you’re the asker, you get to ask and then everybody feels really terrible about saying no. But we have to remember that an ask is just an ask. We don’t have to say yes to every ask that comes our way. And for a lot of people, they struggle with that.

Pete Mockaitis
Thirty-four times. Well, now I’m intrigued. Do we know where phone calls stack up, because in a way it’s live and real time, but there’s not a face? So, I imagine it’d be in the middle. Do you have the numbers on that?

Vanessa Patrick
No, I do not. But I’d imagine that it’s somewhere in between the face-to-face and the email. But I think, because it’s technology-mediated, it becomes easier to say no even on a phone call compared to a face-to-face request.

Pete Mockaitis
Okay. That’s powerful right there.

Vanessa Patrick
Yeah. So, one of the things that I mentioned is the importance of putting technology in between you and the asker when it becomes a very difficult ask, or when you’re dealing with a very pushy asker. Convert the conversation to a digital medium or put some technology between you. It’s easier to text, it’s easier to phone, a phone call converted to an email than to handle people face to face.

Pete Mockaitis
You know, I’m reminded of I’ve got a buddy who’s a priest. He tells me that after church, there’s crowds of people, and they shake hands and say hello. Well, it’s a good way for people to have a little bit of a relationship exchange, community-building there. And he said that he was inundated with requests, like, “Oh, you should come over have dinner. We should hang out in this way or that way.” And he used to say yes all the time, immediately, and schedule, he’s like, “Oh, my gosh, my calendar is out of control.”

And so, he decided his new policy was, when they make an invitation, assuming he doesn’t want to immediately do it, he says, “You know, that sounds great. Please call the office on Monday and talk to Debra, or whomever, and she owns my calendar, and she’ll find a good time for us.” And he said, invariably, like way over 90%, he told me, of the incoming requests just disappear because it’s quite a difference to say, “Hey, I had this fun idea. Why the heck not?” versus, “Okay, I’m going to actually have to remember to put into my calendar, to call the administrative assistant, and get that sorted out.”

So, I thought that was brilliant in that you’re continuing to show interest and it’s not blowing them off.

Vanessa Patrick
I think your priest friend has got two principles right in the book, that I talk about in the book. Never say yes in the moment, like always buy time. And second is, if you have the opportunity to delegate to someone, and that person says no on your behalf, it’s a win. So, Debra from the office, if she says no to the person, it’s not going to feel as bad as when your friend has to say no.

Pete Mockaitis
Certainly. And just the dramatic reduction in terms of folks who even do that is huge.

Vanessa Patrick
Will follow up, yeah.

Pete Mockaitis
So, now, tell me, when it comes to the rules, I don’t know who, if this is from a TV show or a movie somewhere, but someone was hiring a nanny or a housekeeper, and they just laid it like, “I don’t do dishes, I don’t do laundry, I don’t do cooking, I don’t do diapers.” And it’s sort of like, “Okay. Well, this isn’t going to work, is it?”

And so, I think that emotional side of us, in terms of a rule, that sounds like, “Ooh, that sounds awesome.” Like, you can communicate a rule, you have some extra conviction, they understand not to ask again, so that has a lot going for it. But it can feel a little more scary, “I’m not just saying no once. I’m saying no to a potential hundreds of future requests in one fell swoop.” And that’s even scarier to say, Vanessa, so how do you think about the articulation of rules?

Vanessa Patrick
So, these rules are just simple rules that you set up for yourself to increase things like your productivity, to enhance the quality of your decision-making, to make your relationships better, to advance yourself in your career. These are things that all of us care about in working life, and these are all the things that we need to think about, setting small rules.

It is not this rule, like the nanny you were talking about, not to do the job that you were hired to do. It’s about doing the job the best possible way you can. And sometimes you have to protect your time to be able to do that job. I think one of the things that we see in the workplace right now is the tyranny of the number of meetings that you’re dragged into. You don’t actually have time to do what you were hired to do.

And so, sometimes just setting up rules around when you meet and when you work, or when you can take some time to do some deep work that needs to be done and protect that time, these are simple rules that just enhance your productivity and actually make you a more valuable member of the organization.

Pete Mockaitis
Now that sounds awesome. Do you actually articulate some of that stuff if you were to, say, have this conversation with a manager?

Vanessa Patrick
Yeah. So, think about what your priorities are, what the job is, what do you need to do? So, one of the conceptualizations that I really love that I use in the book is this notion of, “What is good work?” And Howard Gardner from Harvard University, he’s an educational psychologist, comes up with a lovely definition of what is good work, good work that is meaningful.

Good work has three main dimensions, kind of like a DNA strand. It is excellent, it is emotional or engaging, and it is ethical. And so, when we do good work, we are essentially devoting ourselves to work that brings out the best of us, that leverages our strengths, that showcases what we bring to the table. When we do good work, it is emotionally gratifying. It feels good to do. We feel as if we’ve achieved something meaningful. And, finally, is that it does good, like it has an ethical dimension. It makes the world better. You leave the place better than you found it.

And so, when you think about work, and when we think about work, if we can think about this framework of work, and then try and achieve on a daily basis that sort of quality work, and in order to do that, we do need to set up these personal policies that facilitate that sort of activity.

Pete Mockaitis
Okay. And so, to tackle the fears head on, if we fear that, “Oh, I’m going to be perceived as not a team player, or I’m lazy, I’m not manager or executive material because I’m not truly committed with my rules and my no’s,” do you have an answer, or even better, some real data on what it’s like on the receiving end?

Vanessa Patrick
So, this is the concern for reputation. So, there are two main concerns for why we say yes when we want to say no. One is we want to be liked. So, one is a concern for relationships, and the other is a concern for reputation. The concern for relationships deals with the need to be liked, to be included in a social group, to have friends, to be part of something.

And our reputation is the other thing that we’re really concerned about, the notion that we want to be seen as competent, on the ball, a team player. Reputation is, essentially, what people say about us when we leave the room, and we want people to say good things.

And so, these are two key drivers for why we say yes when we want to say no. So, your point about, “Oh, I’m concerned about these things that people will say,” is the reputation concern. And I always say, of course, you should take on things that you can handle and that you can fit into your schedule, but I call it the house of cards trap.

Essentially, if you think about every ask that comes your way, and if your goal is to be a team player and to be seen as competent, and you just keep saying yes to that stuff, you’re essentially adding more and more cards to an increasingly fragile house of cards that is going to collapse if you do not, at some point, essentially.

And so, thinking about your reputation in the short term, like, “If I say yes right now, they will like me, they will think I’m competent,” as opposed to thinking about your reputation in the long term. If you keep taking more stuff, you’re going to drop the ball, you’re not going to be able to deliver, you’re not going to be able to deliver quality.

And so, I always argue, “Is it better to say no up front, because it is just something that is not in your wheelhouse or doesn’t leverage your strengths, or you simply just don’t have the time to do it? Say no now or drop the ball later, and have your reputation take a hit, or a bigger hit perhaps.”

Pete Mockaitis
Okay. Well, now could you give us some example articulations of the no that is artful and it’s an empowered refusal? And I say, “Hey, Vanessa, I would love it if you could stay late. We got this really big client presentation coming up on Friday, and I think we’re behind, and there’s really a lot at stake. So, could you stick it out for a few hours?”

Vanessa Patrick
That may not be the best time to say no.

Pete Mockaitis
Okay.

Vanessa Patrick
So, one of the things I talk about is deciphering the ask, like, “How do you decipher to say yes to and what to say no to?” If it’s a high stakes, really important thing that you need to pitch in for, it may not be the best thing to say no to. But if someone asks you, “Hey, can you organize the retirement party because someone is retiring?” That is something that is not urgent, not terribly important, and anybody can do it. That may be the thing to be saying no to.

Pete Mockaitis
Okay, that’s good. Well, I was going to ask, in terms of we’ve got our rules, how do we think about bending rules and under what circumstances?

Vanessa Patrick
I think they are your rules and they are meant to be meant. But if you bend them every single day then it’s not a rule. You need to have rules, and you need to have contingencies, and you need to have a sense of, let’s say, “I never work in the evenings because 6:00 to 8:00 is family time.” Assume that that’s my rule. But as you just said, if someone says, “Hey, Vanessa, can you pitch in because we have this really important thing, and can you make an exception and come just this Thursday evening because Friday is this big deadline?” By all means, you can break your own rule if you choose to.

Pete Mockaitis
Okay. And do you recommend articulating that in a special way?

Vanessa Patrick
So, I often talk about saying things in terms of using very absolute words, “I don’t,” “I always,” “I never,” “It’s my policy.” These are words that communicate that you are speaking from a place of power, so they are empowered language. They also reflect your stance on the matter. So, “I don’t,” “I never.” So, one of the research studies that we did was compared words like, “I don’t” versus “I can’t.”

So, whenever you frame a refusal, you can always say, “I’m really sorry, I can’t do this,” or, “I’m sorry, I don’t do this.” So, let’s imagine you’re at a party and someone is offering you chocolate cake. You can say, “I’m sorry I can’t eat the chocolate cake.” It comes across as disempowered and you’re most likely going to get someone saying, “Why not? It’s just a piece of cake. Go ahead and eat it.” You’re going to get the pushback.

Imagine that you say, “I’m sorry, I don’t eat chocolate cake.” No one pushes back. This is your rule, “I’m not a chocolate cake-eating person.” It implicates the identity. And using language that implicates the identity is less likely to get pushback.

Pete Mockaitis
That’s true. It takes an extra level of courage and curiosity to dig into that. And I think most people probably wouldn’t feel comfortable saying, “Well, why not?” but rather is just, like, it’s almost you have to do more mental work to think about how I engage that conversation further if I were going to, such as, “Oh, that’s interesting. What led you to adopt this policy?”

Vanessa Patrick
Yeah, and most often you don’t get that conversation continuing. Most people accept a refusal when it stems from your identity because that’s who you are, that’s the kind of person you are, right?

Pete Mockaitis
I remember when I was at a party, and someone said, it was a husband and wife, and she said, “Oh, Ricky doesn’t drink anymore.” And so, I’m so full of curiosity, I was like, “Well, now I really want to know what happened with Ricky’s historical drinking.” It’s like, “I’m not going to.” I just met the dude and he’s friendly and cool. I hope we get to maybe have that conversation later. But not the time or the place for me to dig into his history of his relationship with alcohol, though I’m so curious now.

All right. So, I hope Ricky is doing great. Now, you also recommend that we frame our refusal using more nouns instead of verbs. What’s the thinking here?

Vanessa Patrick
So, research shows that nouns, again, implicate your identity. When you say, “I am a writer,” “I am a teacher,” “I am a mom,” these are nouns. They describe your stable stance. Whereas, verbs, like, “I write,” “I teach,” lots of people write, lots of people teach, you are just one of them. And so, verbs, essentially, describe an activity, whereas nouns describe who you are, again, implicating the identity.

And so, if you have to talk about yourself, and there’s research that shows that when we talk about ourselves in terms of nouns, we come across as more authentic and, like, stable individuals who can communicate what they do. And so, there’s some work that talks about how we should talk about these things in our resumes and in job interviews by using more nouns than verbs.

Pete Mockaitis
Okay. And now, Vanessa, we didn’t quite do a demo because you wisely mentioned, “Maybe this is not the time to say no,” but now let’s say it is the time to say no, and I’m saying, “Hey, Vanessa, could you pick up my drycleaning this afternoon? It looks like I’m not going to be able to make it there after all.”

Vanessa Patrick
“I’m sorry, I go to the gym every afternoon between 3:00 and 5:00.”

Pete Mockaitis
Okay, and that’s that. There’s no elaboration.

Vanessa Patrick
Yeah, know it’s a complete sentence.

Pete Mockaitis
Okay. There we go. Let’s try again. “Vanessa, could you scan these documents and email them to me?”

Vanessa Patrick
“I believe we have someone who does those kinds of things. I’m not the person.”

Pete Mockaitis
Oh, this is fun. I can do this for a while.

Vanessa Patrick
Are you just going to do this all day?

Pete Mockaitis
Maybe. Maybe. I don’t know. Okay. “Vanessa, could you look over this proposal and make sure I didn’t make any silly mistakes?”

Vanessa Patrick
“Sure, absolutely. I’m really good at looking at proposals, and it leverages my unique strength, and I’m happy to strengthen your proposal for you.”

Pete Mockaitis
Okay, so that’s a yes, and that’s cool?

Vanessa Patrick
Yeah. And so, when you’re talking about this, the deciphering the asks, it’s really, I come up with this framework where you can use this mental model to help you to figure out what you say yes to and what you say no to. So, all the things you asked me, I, essentially, looked at them through that framework, and said, “What is the cost to me and what is the benefit to the other person?”

So, there are some things that are low cost to me but huge benefits to you. Like, looking over a two-page proposal and scanning it and making it better, that’s my strength. I’m good at it. I can make it better. I know it’s not a huge deal. I’m going to say yes because it’ll benefit you. But this, “Pick up my drycleaning,” and, “Check the weather and do this rubbish,” that is stuff, no, you shouldn’t be asking anyone to do.

Pete Mockaitis
Okay. And do we know, from the person who makes a request, and they received a no done artfully, do we have a sense in terms of their thought about you, like the relationship and the liking that we’re worried about that’s at risk? To what extent is that a boogeyman of our minds versus that’s real?

Vanessa Patrick
I think we exaggerate the impact that our no’s will have on others. Most often, when you say no to somebody, they simply go ahead and ask the next person. If it’s something that anyone can do, they just go down the list. We do that ourselves. If someone says no to us about something, we just find somebody else to do it. You don’t really think that much about it.

If it’s something that is meaningful and important to you, then, by all means, think about taking it on after you’ve asked the necessary questions, “Is it important? When does it need to get done? How can I contribute? Why did you ask me? Is there something unique that I can do?” By asking questions, we can figure out what to say yes to.

So, I call these the hero’s journey asks. The hero’s journey asks are the ones that are high effort on our part but hugely beneficial to others. And so, we should say yes to those hero’s journey asks because those hero’s journey asks is what makes work life meaningful.

Pete Mockaitis
Okay. Vanessa, anything else you want to make sure to mention before we shift gears and hear about some of your favorite things?

Vanessa Patrick
I have this concept in the book that most people seem to like, which is called the walnut trees.

Pete Mockaitis
Let’s hear it.

Vanessa Patrick
And so, there are some people, despite your artful no, will not take no for an answer. And so, we need to figure out how to deal with these pushy askers. And in my book, I talk about these pushy askers as walnut trees. There are several descriptors of these kind of people in the literature – pushy people, bullies, etc. – but I choose to call them walnut trees, and I can tell you why.

A walnut tree is, essentially, this big tree with a luxuriant canopy, and it has a root system that spreads out 50 feet. But what it does is that it exudes in the soil a chemical called juglone and it stems the growth of everything around them, and so that’s why I call it that. It’s easier to deal with people when you can recognize walnut tree behavior, and say, “Oh, that’s walnut tree behavior,” when someone is being an exceptionally pushy asker. And there are strategies that you can develop to deal with walnut trees when they are being pushy, including, like we talked about, bringing in technology, delegating the ask, etc.

Pete Mockaitis
Okay. Now, could you share with us a favorite quote, something you find inspiring?

Vanessa Patrick
My favorite quote, and one I say to myself almost every day, is, “Be in demand. Stay in control.”

Pete Mockaitis
All right. And a favorite book?

Vanessa Patrick
I read a lot, so it’s hard to choose. But my favorite book of recent time has been Lessons in Chemistry.

Pete Mockaitis
All right. And a favorite tool, something you use to be awesome at your job?

Vanessa Patrick
QuillBot.

Pete Mockaitis
And what does that do?

Vanessa Patrick
It’s an AI-writing tool.

Pete Mockaitis
All right. And a favorite habit?

Vanessa Patrick
I wake up every morning at 5:15 so that I have some alone time. I thrive on the solitude of the morning and the serenity of the morning.

Pete Mockaitis
Okay. And is there a key nugget you share that really seems to connect and resonate and they quote back to you often?

Vanessa Patrick
“It goes the way you say.”

Pete Mockaitis
All right. And if folks want to learn more or get in touch, where would you point them?

Vanessa Patrick
I’m on LinkedIn, I’m on Twitter @vpatrick23, and on Instagram vanpat23, and my website is VanessaPatrick.net.

Pete Mockaitis
Okay. And do you have a final challenge or call to action for folks looking to be awesome at their jobs?

Vanessa Patrick
Yes, don’t be afraid to say no. Invest in the art of empowered refusal and say no to the things that don’t matter.

Pete Mockaitis
All right. Vanessa, this has been a treat. Thank you and I wish you much luck and fun in all of your refusals.

Vanessa Patrick
Thank you. You, too.

Pete Mockaitis
Sarah, welcome to How to be Awesome at Your Job.

Sarah Noll Wilson
Thanks for having me. I’m really excited.

Pete Mockaitis
Oh, me, too. Well, I’m excited to hear about Don’t Feed the Elephants!: Overcoming the Art of Avoidance to Build Powerful Relationships. But, first, we need to hear about you and your fondness for accordions.

Sarah Noll Wilson
Some people picked up baking during the pandemic, I picked up playing and collecting accordions.

Pete Mockaitis
Collecting. How many do you have?

Sarah Noll Wilson
Eight.

Pete Mockaitis
How much space does that take up in the home?

Sarah Noll Wilson
A lot because they’re not small, and they come in these big suitcases. I didn’t intend to buy eight. Three of them are actually broken, so I need to find homes because accordions are quite fragile.

Pete Mockaitis
Who would even like a broken accordion? Any takers?

Sarah Noll Wilson
There’s a market for accordion pieces. But, yeah, I had my grandpa’s accordion, and I always wanted to learn it, and then never had the opportunity. And this is actually the story, I wanted to cheer up my young neighbor whose birthday party got cancelled when everything shut down, and so I serenaded him from his front yard. The six-year-old was not into it. He was just like, “What’s my weird neighbor doing?”

And then, through a random chance on the internet, I got connected with one of the world’s best accordion players. He gave me some lessons during the pandemic, and then I got a frozen shoulder, I couldn’t play for a year and a half, and now I’m back.

Pete Mockaitis
Wow. Okay. Kudos. And so, what makes the accordion special and fun when you’re playing it?

Sarah Noll Wilson
Yeah, that’s a really beautiful question. The instrument is incredibly complicated because you have three different components you’re thinking about. You have the keyboard on the one side, you have the base notes which are organized in a different order, it’s chromatic or by frets, and then you have the bellows. And so, one thing that I love about playing is somebody with ADHD, it’s really hard. And as a business owner, there’s very few tasks I can do where my brain can totally focus on one thing. And because of the complexity, it’s very much a point of self-care for me.

Also, it’s just fun and quirky, and people don’t expect you to pull out the accordion. And the other thing is it became a place where my parents and I bonded virtually, so they loved to hear me play. And so, when I play, I think about them, so there’s like an emotional component to it as well.

Pete Mockaitis
Yeah, there’s a lot to that notion associated. It has sufficient complexity to completely absorb your thoughts, and, thusly, it’s self-care. And I’ve been seeing a lot of people saying things, because I got so into this at Chess.com and cheating allegations, like, “What’s this Chess.com all about?”

Sarah Noll Wilson
Yeah, yeah, yeah.

Pete Mockaitis
And so, it just sucked me into this whole world. And that seemed to be a theme for a lot of people in the pandemic, was with chess, it’s like, “Oh, well, this absorbs all my thoughts and I’m not worried about all this stuff because I’m thinking about, ‘How the heck can I checkmate this guy in three moves? Is that even possible?’ Wait, let’s try this. Let’s try this.” And then the brain is completely consumed with the puzzle.

Sarah Noll Wilson
Yeah, I like to think of it as a snow globe that finally gets to settle, and you just get to focus on one thing. And the problem is, as I’ve actually gotten better because I’m taking lessons from somebody who knows how to teach a beginner because my friend, who I met, was like teaching me music theory on the second session. I was like, “I just want to know what to do with these buttons.”

But, one night, I was playing, and I was playing a song, and I stopped, and I looked over at my husband and I was like, “Hey, you know, I was thinking about something with the business X, Y, Z.” He’s like, “Oops, time out. Time out. You’re not playing complicated enough music if you’re thinking about business at the same time.” And he’s like, “I just want to make that observation.” But I can see that with chess because that’s not just as simple as, “I’m making a move and now I’m waiting.” You’re looking at all the possibilities.

Pete Mockaitis
Absolutely. All right. Well, let’s talk about your book Don’t Feed the Elephants! Tell me, did you make any particularly surprising, fascinating, counterintuitive discoveries about conflict and avoidance when you were digging into this?

Sarah Noll Wilson
Yeah, you know, it’s interesting. I love that question. When I started out on this path, I always lovingly say I’m a card-carrying member of the conflict avoidance club. I grew up in the Midwest, I grew up from families of conflict avoidance, and I was really interested in, “How do we have the conversation?” and there are so many great books out there about things you can say and things you can do.

And the thing that I started to notice in my journey of experimenting and trying to figure this out is that there wasn’t a lot about, “How do we name and notice the avoidance?” Because what I was seeing is that there were people who had, even when they had the tools of how to have the conversation, they were still avoiding it.

And so, that took me on this trajectory of, “How do we get really curious about the avoidance so that we can push through that and then have the conversation?”

Pete Mockaitis
Yes. Well, I want to talk, absolutely, about how that’s done. Maybe we could start with a little bit of why. Is avoidance okay?

Sarah Noll Wilson
Sometimes.

Pete Mockaitis
Is it working for us?

Sarah Noll Wilson
Sometimes.

Pete Mockaitis
How do we decode that? Like, what’s at stake here?

Sarah Noll Wilson
Yeah, sometimes it is appropriate. And we have to understand that if we’re avoiding, whether we’re conscious of it or not, it’s because we’re coming from a place of protection. We’re protecting ourselves, maybe we’re protecting others, which is still protecting ourselves. Maybe we’re protecting our power. Maybe we’re in a place of protection.

And one way I like to think of avoidance is through sort of the lens of there’s aggressive passive-aggressive avoidance where I’m stonewalling, where I’m throwing the grenade as I leave the room. And in those situations, it’s like power over the situation. I’m trying to cause a reaction and then leave. Then there’s fearful avoidance. I’m afraid to be hurt. I’m afraid I’m going to be retaliated against. I’m afraid I’m going to hurt someone’s feelings. And then what does that mean about me?

But then the third one that I like to frame it up is this conscious avoidance or disengagement. And maybe I might avoid a situation if I truly know that I’m not safe. I might avoid a situation because, I mean, we’ve all had moments where we go, “That’s just not a battle I want to pick right now.” Maybe my energy is spent somewhere else. Maybe it’s a relationship that’s not as important to me, and I go, “You know what, it’s just…”

But the difference is conscious avoidance, from my perspective, is if aggressive avoidance is power over, fearful avoidance is feeling powerless, conscious avoidance is like power from within that I’m making the choice not to engage, and I’m coming from a place of acceptance rather than fear or resignation. And so, I think that’s important because sometimes, when people are getting excited about this work or other people’s bodies of work of, “How do we have the conversation?” they’re like, “Got to have the conversation. Got to free the elephant,” and they get really aggressive about it, but sometimes it might actually be safer and better for us to not. But I wanted to come from a place of choice instead of a default.

Pete Mockaitis
That makes sense, as oppose to, “That’s just too much. I’m overwhelmed. This is scary. Avoid. Eject. Evacuate,” instead of that just being like exactly automatically where we go. That is one of several options at our disposal, and we will thoughtfully conscientiously choose what works best for us. So, now, tell us, what is at stake or what do we stand to lose if our default setting is to avoid conflict? Like, we are chronically consistently avoiding conflict, what will be the implications, consequences for us?

Sarah Noll Wilson
So much. There are implications of our connections with others won’t be as deep or as authentic. We can cause harm to relationships that we won’t realize. One of the ways I think about it is that the comfort we gain in the short term doesn’t always outweigh the damage in the long term. I’ve seen organizations where when they are a culture of “harmony” or “niceness,” a lot of problems are underneath the surface.

Actually, I just had a client recently who said, “You know, when we don’t speak it out, we always act it out.” I loved how he said that. And so, that could be relationships, high-quality, deep-trusting relationships, that can be from an organization perspective. We can be losing out on creativity and innovation and better ideas, that psychological safety, but also on a personal level if we’re avoiding.

For some people, we also could be sacrificing ourselves in the process of not setting boundaries, of not being clear about what we need, not being able to communicate that. And that can erode your relationship with yourself and your relationship with other people.

Pete Mockaitis
Okay. So, plenty is at stake there. Then tell us, how do we overcome that avoidance? How do we find the courage? What’s the process?

Sarah Noll Wilson
Yeah. So, the tools that we’ve put together, the framework we use, and I always say this as a disclaimer, if you will, that humans are complex, and relationships are complex, and there isn’t a one-size-fits-all approach. Even if you and I have a really great relationship, maybe you’re stressed about something, like you’re in a different headspace, or you’re “hangry”, or you’re focused on something else.

So, I always say it’s all about, “How many tools can we have at the ready so that we can bring it out?” So, one of the things that I recognize in the conversations and all the work that I was doing with individuals, and even in my own experience, is that a lot of times, the reason, one of the reasons we were avoiding is because we’re thinking of the conversation as a confrontation.

And I think that, “How do we prepare people and how can we think about this situation differently so we can diffuse the heat for us?” So, what I lay out in the book, and what I firmly believe in, is that one of the ways that we can approach these conversations so that we can have more courage is through curiosity.

And the reason that curiosity is so important is a couple of things. So, one of the things I noticed as a pattern is that when people were frustrated in a situation, they often just say frustrated and didn’t really understand exactly why they were frustrated. And what we know about relationships is that if there is a conflict, if there’s a disagreement or tension, it’s usually because a value of ours is being stepped on or a need is not being met. And so, people weren’t going to that level.

The other thing that I observed is that people would rarely get curious about the other person. They’re just busy being mad at them and not considering their perspective. And then, finally, because we’re talking about multiple humans and relationship with each other, it was really hard for people to get curious about the role that they played.

And one of the things we know also about curiosity is that in order for us to be curious, that activates our higher-functioning part of our brain, which calms down that primitive amygdala brain that will get triggered when we’re feeling threatened in a situation. So, our approach is we call it the curiosity first approach.

And so, it starts with getting curious with yourself, and that could be asking questions, like, “What am I feeling? What do I need in this situation? What information do I have, don’t I have?” When we’re talking about work in particular, and we’re struggling with someone, this comes up a lot when we’re working with managers, is, “Is it a preference issue or is it a performance issue?” because sometimes we confuse the two, that, “I think you’re not performing well because you’re not doing it how I would want to do it.”

And so, it’s just taking a little bit of time to slow down to unpack, and go, “What am I actually feeling? And why am I feeling that way?” And so, here’s what it can look like in practice. I was working with somebody. This is like a classic story that I think just demonstrates it so beautifully. He was a manager, and one of his team members would interrupt anytime he’d have a conversation with someone in the area.

So, she would shout over the cubicle walls and interrupt, and it just drove him nuts, and he’s like, “I have to tell her to stop.” And I said, “Yes, you do. But, like, what is it about that? Like, what value of yours is being stepped on when she’s doing that?” And he thought about it for a moment, and he went, “I think it’s disrespectful.” And then I invited him to get curious about her, because I said, “Clearly, she doesn’t think she’s being disrespectful.” I said, “What value of hers do you think she’s honoring in this moment?” And he was like right away, “Oh, shoot, she thinks she’s being helpful.”

And so, now they can have a very different conversation around needs instead of just, “Don’t do that.” So, phase one is get curious with yourself, and then it’s get curious about the other when it makes sense. And the reason I say it like that is because we always say curiosity is an invitation, not a prescription.

For example, I’m not going to ask somebody who’s experienced harassment to get curious about their harasser. Like, that’s not going to be the ask. And then when we’re going into the conversation, “How can we approach it from being curious with them?” And there are some strategies we lay out there. So, it’s very much anchored in, “How do we get clear about what’s going on, get clear about what I’m feeling, get clear about what’s the impact I want to make on this conversation?” And then enter into it as a conversation instead of a confrontation. That’s a lot of information I just summed up for you.

Pete Mockaitis
Well, I appreciate it. And I like it that it’s, okay, curious, curious, curious in terms of the running thread through it all. And so, that’s easy to remember as opposed to, “There’s nine key principles, Pete.” And I guess I’m wondering, even before we can get to that place of higher-order emotional, intellectual, wise, calm processing…

Sarah Noll Wilson
Thoughtful, yeah.

Pete Mockaitis
If we’re just angry, it hurts. Like, is there sort of like a stop, drop, and roll, or CPR, or First Aid before we get into these wise thoughts just to be able to get a grip to be able to go there?

Sarah Noll Wilson
Yes. And for us, it’s being able to notice and name in the moment when we’ve been triggered, and to build up that muscle to be like, “Oh, I am frustrated right now.” Because, you’re right, you can’t jump to that when that amygdala is triggered. We’re not getting curious. And so, for us, that’s why a lot of our work is on helping people understand our biological stress reaction so we can start to see those in the moment, so then we can name it, because I firmly believe in what I’ve observed is when we can see something and name it, then we can choose to change it.

And so, some strategies. One, when you notice you’re getting emotionally triggered is deep breathing is really effective. And I always love to explain why because we know breathing is helpful in a stressful situation, but it’s literally because our organs are massaging the vagus nerve, it’s the longest nerve in our body. And when we can massage that, that actually kicks off chemicals to calm down that sympathetic nervous system response, that fight, flight, freeze, fawn, flock response, and so deep breathing is really powerful. And what I love about breathing is it’s free. And if we’re lucky, it’s always with us.

Pete Mockaitis
And so, I am a subscriber to the Breathwrk app, so I like all kinds of breathing things. Tell me, any finer points when it comes to deep breathing in terms of nose, mouth, counting, pace, diaphragm, or just any kind of deep breathing is just fine?

Sarah Noll Wilson
I think any kind of deep breathing is fine, but if you’re noticing you’re particularly emotionally triggered, for me, personally, I love the four-four-four just because it’s really simple. I’m going to breathe in for four counts, I’m going to hold it for four counts, and then I’m going to exhale for four counts. And, again, we can’t get to that higher thinking if we don’t realize that our brain has been flooded, and that can be tricky in the moment.

Because the thing, sometimes when we hear people, it’s like, “I want to be able to have these conversations and not react,” or, “I want to be able to have these conversations and not have the other person react,” and it’s really important for us to understand that that stress reaction happens so fast. Our amygdala can flood our brain in 0.07 seconds. It happens so fast. So, the goal isn’t to remove the reaction. The goal is how quickly can we notice it so then we can work to try to recover, so we can show up more intentionally.

I can go on and on about the amygdala. It’s my favorite.

Pete Mockaitis
Oh, that’s good. Well, 0.07 seconds, whenever we have a precise number, it makes me think you know what you’re talking about, Sarah.

Sarah Noll Wilson
You want a couple others, right? Like, the chemicals will peak in 18 minutes but it actually can take up to 24 hours for cortisol, adrenaline to be metabolized, which is why I’m not a fan of, like, “We have this tough conversation. Let’s figure out the solution.” I’m like, “Nope. My brain isn’t there yet.” I’m very pro go-to-bed mad, which, like, bucks every piece of advice you get on your wedding day. But to go to bed consciously, intentionally, to say, “I’m not in the headspace right now. I need to give this some time for this to clear up. Let’s talk about it tomorrow.”

Pete Mockaitis
Okay. And so, we talked about sort of First Aid or CPR as the deep breathing in the moment. I’m curious, any prudent self-care strategies during the 24 hours following the flooding?

Sarah Noll Wilson
Yeah, I think that that looks different for different people. So, I’m a big, big believer in figure out your personal manual, if you will. So, for me, I know that going for walks and getting physically active is really helpful in helping me, like, settle that brain a bit so that I can access the higher-functioning parts of our brain.

And, again, I’m just speaking from my experience, so physical activity can really be valuable. Depending on your situation, some kind of physical touch can be really valuable and calming. And one of the things that I wanted to just, like, talk about for a moment, because I think meetings after the meetings get a bad rap. We’re all like, “Oh, we got meetings after the meetings.”

But, biologically, typically the first stress response we have is what we call a flock response. We flock to another human to be like, “Am I crazy? Did that just happen?” And sometimes that can be unproductive. If I’m just coming to you to vent and to ruminate, that can be unhealthy and unproductive. But sometimes it can be a healthy response, to say, “I need to talk to someone else about this to get perspective, to help me kind of navigate my emotion so I can get to a place on the other side.” So, if you have people with whom you can talk to, that can be really powerful, too.

Pete Mockaitis
Okay. And so, we talked about the self-care, and we talked about the deep breathing. And when it comes to these levels of curiosity, are there any super questions you find to be particularly effective in surfacing that positive curious mojo?

Sarah Noll Wilson
Yeah. I think, for yourself, one of the most important questions is, “What do I need in this moment?” We don’t often, and this has been my experience with the work that we get an opportunity, I feel like we get a front-row view of humans and teams, that we don’t often think about it. We’re just mad, or we’re just frustrated, or we’re just scared, or whatever the case might be. But, like, “What do I need in this moment?”

So, that, one, it takes the pointing of the fingers away from someone else, to, like, “What do I need?” So, when I think about getting curious with yourself, I think that’s a really important question. I think a hard question that is equally important is, “What role am I playing or did I play?” And there might not be an answer to it, but a lot of times we likely have contributed to a situation, and so that’s valuable.

When I think about the question that I would want to ask about someone else, and when I talk about getting curious about someone, the goal isn’t to fill in their story or to make assumptions. It’s just to remind ourselves that they have a story, that they have a perspective on this. And so, I love the question, “What makes sense to them?” because sometimes what can happen is, when we are emotionally triggered and put into that protective state, we can jump to judgment, like, “They’re an idiot. I don’t understand why they would do that.” But we all are walking around behaving in ways that make sense to ourselves.

And then when I think about getting curious with, I think, again, one of the questions that we don’t often think about, we’re just like, we ramp up for this conversation, we’re feeling the apprehension or the nerves, or maybe we’re feeling the fight, whatever it might be, is to ask yourself, “What impact do I want to make with this conversation? What’s the impact I want to make on you, on our relationship, on this moment, for me? Because maybe my impact is I want to set a boundary, which means that in order for me to do that, I need to be maybe more courageous. Maybe I want to repair so I need to be more empathetic.”

And I think that we kind of just like go into the conversation and we don’t think about, “What’s the impact I want to make?” Not that you can totally control it. You can’t. The other person gets to decide the impact, ultimately, but it can calm us down. And what I love about that question is that, at the end of the day, I can’t control you and your reaction but I can control how I’m going to show up.

And so, for me, if I’m going into a particularly heated conversation, and I’m talking about this, like, I’ll calm but, let’s be real, my heart races and I’m stressed the night before and thinking about it. But sometimes, even if the result isn’t what I hoped for, I always want to leave knowing I did my best and I showed up as intentionally as I could.

Pete Mockaitis
That’s good.

Sarah Noll Wilson
So, those would be the three questions.

Pete Mockaitis
I like it. And if it’s not us but someone else who’s avoiding conflict and we really do have to have that conversation, or so it seems to us, any pro tips for engaging that person optimally?

Sarah Noll Wilson
Yeah. So, when I hear that, I think, like, a situation where, “You two clearly need to talk, like you need to stop talking to me.” But then I want to talk about how you could bring it up in a team. So, I’m a big fan of, “It sounds like you need to have a conversation with this person. What can I do to help?” And then leading them through. That’s what I love about the curiosity first approach, is you can use it for yourself or for someone else.

So, if they’re coming to you and they’re all fired up, “Yeah, like I can see you’re mad. What’s the need that you have right now that’s not being met? Yeah, I can see that. What information do you think they’re missing that might be valuable?” or whatever the case might be, but encouraging. And there are times when, and I’ve had situations, and I’m sure I’ve been guilty. I’ve been guilty of this, but there are times where maybe someone’s talking to you about a situation, and it’s the third or fourth time. And at some point, that’s when there’s, from my standpoint, a loving push of, “I can see this is still bothering you. This is the third time you’ve brought it up with me. I’m actually not the one that can change this situation.”

And so, one of the practices that I love that’s from Marshall Goldsmith’s work in his book Triggers is in any situation, we can accept it, we can adjust it, or we can avoid it, and so navigating that. If it’s a situation where I feel like I’m sensing, like, “I think we need to talk about this,” then I’ll just approach that, “Hey, can we talk about that meeting and what happened?”

I’m a big fan, especially if it’s one to one, of coming at it from a place of, “I want to hear your perspective, and I’d like to share with you mine,” because I wanted it to be an invitation for a conversation instead of just, “Hey, I want to tell you how terrible you were, and blah, blah, blah, blah, blah.” But to just say, “Hey, would you be open,” I also love that language, “Would you be open to talking about that meeting? I’d like to hear your perspective, and I want to share with you mine.”

Pete Mockaitis
Well, you used one of my favorite phrases when you talked about, you said you liked that language. And I would like to hear some of your favorite words and phrases in the course of these conversations that seem to be really handy, and maybe some words and phrases that are troubling and ought to be avoided.

Sarah Noll Wilson
Anything that’s always, never.

Pete Mockaitis
Always, never, should, but.

Sarah Noll Wilson
To avoid, yeah. Any you, “You do this,” and “You always do this.”

Pete Mockaitis
“You always should never…”

Sarah Noll Wilson
Yeah, those are juicy. Some phrases that I like to have, and it depends on the situation. Okay, so let’s talk. One of my favorite phrases to use when someone is getting heated, because, again, there are times when I will fight, and there are times when I will get into a full freeze mode. I love the practice of honor the emotion but coach the behavior.

And what that looks like is, “Hey, Pete, it’s okay that you’re upset right now. What’s not okay is you keep interrupting me.” So, you honor the other person’s emotions, but you’re setting some boundaries on what’s appropriate for us to talk about. You know, I’m also just a big fan of “Tell me more.” I think that, so often, I don’t think, I know this from, like, observing conversations day in, day out, is that sometimes we think we know what the other person means, and just like double-clicking, or that’s such a corporate phrase.

But just getting curious about, “Okay, when you said transparency, what did that mean to you? Or, how would you define that? Or, what would that look like in our relationship?” Because a lot of times, you know, there’s Judith E. Glaser, she’s a researcher that built a body of work, Conversational Intelligence, and there’s a study that she referenced that it’s something like nine out of ten conversations miss the mark.

And some of that is because we think we understand each other, “Oh, yeah, you said this, and I said this, and I know what that means to me, but I don’t actually clarify what that means to you.” When I’m working on a team, I love using language of observation and then an invitation, “I want to make an observation. I feel like we’re dancing around X. What do other people think?”

“I’m on the balcony right now,” that’s language we use, “I’m on the balcony right now, and I want to make an observation that we haven’t heard from half the group, and I’m curious about what we’re missing out on because we’re not hearing those voices.” So, I love an observation because it’s not as strong as just an accusation, and it invites people into the conversation in a safe way.

Something that’s a practice that I wish I would love to see happen more. Oh, wait. I have two more. I’ve got like a whole slew of them. This actually comes from my colleague Gilmara Vila Nova-Mitchell, and it’s asking for a do-over. So, when a conversation doesn’t go well, and you know it, you just go, “Oh, I, like, stuck my foot in my mouth, and I want to repair it.” Sometimes we’ll just leave it and linger and hope it goes away, and we pretend that it didn’t happen.

But she uses the language of, “I’d like to do a do-over. And a do-over isn’t so I can reiterate my point of view into over so I can show up more intentionally.” And I think that can be really, really powerful when you’re trying to repair, because courage isn’t just when things are in conflict. We need courage when we’re trying to repair or heal a relationship. I think one of the hardest things to do is to really honestly apologize when you’ve hurt somebody. That can be really, really hard.

Pete Mockaitis
Beautiful. Well, Sarah, tell me, anything else you want to make sure to mention before we hear about some of your favorite things?

Sarah Noll Wilson
Yeah, I think the thing that people are so much more capable than I think we give ourselves credit to be able to hold steady. And so, what I always lovingly say is practice won’t make it easy but it might make it easier.

Pete Mockaitis
Okay. Well, I was about to ask for a favorite quote. That might be one. You got another?

Sarah Noll Wilson
I do. I do. That’s not mine. That’s my quote. My favorite quote is from the author, Minda Harts, and she wrote the book Right Within, The Memo, and the quote is “Nobody will benefit from your caution, but many can benefit from your courage.” That is on my mind and heart every single day in my work.

Pete Mockaitis
All right. And could you share a favorite study or experiment or bit of research?

Sarah Noll Wilson
Dr. Tasha Eurich, her book Insight, I love the study on self-awareness that they did that basically showed that roughly 90% of people think they’re highly self-aware and only about 10-15% are. And I think that’s valuable for us. I like to think, instead of thinking, “I’m self-aware.” Now I think, “How might I not be?”

Pete Mockaitis
Yeah. And a favorite book?

Sarah Noll Wilson
The Waymakers by Tara Jaye Frank, and it’s clearing a path to equity with competence and confidence. I think it’s a really excellent book that offers tangible practices on how we can show up differently for those of us who are committed to pursue equity and inclusion.

Pete Mockaitis
Okay. And a favorite tool?

Sarah Noll Wilson
A tool that I like in my conversations, and this comes from the work of Conversational Intelligence, is understanding that all conversations dance in the space of transactional, positional, or transformational. And once I understood that, I could show up very differently of knowing what the moment and the relationship needed.

Pete Mockaitis
All right. I know what transactional is. What’s positional and what’s transformational?

Sarah Noll Wilson
So, positional. So, if transactional is an exchange of information, telling, selling, yelling; positional is advocating and inquiring; and then transformational is sharing and discovering.

Pete Mockaitis
Okay, that’s good. And a favorite habit?

Sarah Noll Wilson
The one I’m working on building is sleep because it’s the domino that everything else falls from. So, for me, it’s doing things to have really good sleep, and playing the accordion. That’s also one of my favorite habits.

Pete Mockaitis
That’s good. I recently became aware of Crescent Health, does sleep coaching. That exists now. Fun fact.

Sarah Noll Wilson
That’s so interesting. Love that. Can I add that to my list? It’s the linchpin of mental health for me.

Pete Mockaitis
And is there a key nugget you share that really seems to connect and resonate with folks; they quote it back to you often?

Sarah Noll Wilson
Two. “People don’t fear change, they fear loss.” And the second one is, “You don’t get to decide if you’re trustworthy. The other person does.” Those are the two that I hear the most.

Pete Mockaitis
Okay. And if folks want to learn more or get in touch, where would you point them?

Sarah Noll Wilson
Yeah, they can come to our website SarahNollWilson.com. My name is on the site but the team is behind it. Or, if you want to connect personally, my DMs are always open, so I’m very active on Twitter and LinkedIn, and I’d love, love to hear from folks.

Pete Mockaitis
All right. And do you have a final challenge or call to action for folks looking to be awesome at their jobs?

Sarah Noll Wilson
Yeah. Notice. See if you can notice and name the emotion or reaction. See if you can do the CPR we were talking about, and take a deep breath and to then make an intentional choice. So, see if you can catch the amygdala flooding, or hijack, sometime this week.

Pete Mockaitis
All right. Sarah, this has been a treat. Thank you. I wish you much luck with “Don’t Feed the Elephants!” and all your adventures.

Sarah Noll Wilson
Thank you.

Pete Mockaitis
Heidi, welcome to How to be Awesome at Your Job.

Heidi Grant
Thank you so much for having me.

Pete Mockaitis
Well, I’m really excited to dig into your wisdom, and, first, I want to hear a little bit about you and science fiction.

Heidi Grant
Oh, I’m a huge science fiction nerd. It’s my favorite thing on the planet. Science fiction and fantasy. I’m one of those people that refuses to pick sides on the whole Star Wars-Star Trek debate because they’re both amazing, so it’s like choosing between children. You just can’t do it. And, also, Lord of the Rings, I think I remember I had a boyfriend in college who gave me a birthday card that was actually written in Elvish runes. He probably lasted longer than he would have normally. That was such a cool thing.

So, yeah, big science fiction nerd, big comic book nerd as well – Marvel, DC, all of those things. Those are the things that are sort of my brain candy where I do a lot of hard thinking during the day and the night. I relax by watching people in spaceships do cool things and meet aliens. That’s very relaxing to me.

Pete Mockaitis
Well, that’s good. That’s good. Well, it’s funny, we’re talking about your book Reinforcements: How to Get People to Help You and I’m thinking about, right now, I read a book, this is my nerdiness, I read a book in college entitled Make It So: Leadership Lessons from Star Trek: The Next Generation.

Heidi Grant
Oh, that’s amazing. That’s amazing.

Pete Mockaitis
And I think Captain Picard was great at getting people to help him.

Heidi Grant
Absolutely. Jean-Luc had so much to say. Absolutely. And he was a fantastic mediator as well so he could help you to choose sides. Both kind of come together over an issue. Very wise man. I’m sure that was an excellent book, actually.

Pete Mockaitis
Well, I really did enjoy it. Well, let’s talk about how one gets people to help you. Any particularly surprising and fascinating discoveries you made as you did your research here?

Heidi Grant
Yeah, I think you have to start from…and I wrote the book, this was a book I wrote because this was something I was so good at. In fact, the opposite is true. There’s a running joke amongst psychologists that all psychology is me-psychology because we, like most researchers, are either interested in things they are very good at or things they’re very bad at.

And this was one of those cases where I was interested in this topic because it was something that I, to this day, even I struggle with feeling comfortable asking other people to help me. And I couched in all these positive terms, “I’m very independent,” “I’m very self-reliant,” and that’s what we say to ourselves. When, really, what it is, it’s like, “I’m very deeply uncomfortable making myself vulnerable in that way.”

And so, I wanted to kind of understand it, and I had colleagues who, we were doing research at Columbia that we’re kind of digging into sort of the first piece of the puzzle, which is trying to understand why it is that we’re so uncomfortable with asking for help and why it is that we’re so wrong about the chances of actually getting help.

A colleague of mine did a ton of research that was really interesting, she’d bring people into the lab and she’d ask them to go out, and they would be paid to do this, they would be tasked with going and asking strangers for various forms of help, asking them if you could use their cellphone, if they would fill out a survey for you.

There was one where she had people go into the Columbia library and ask people who were in the library if they would write the word pickle on the inside of a library book, so the requests were odd, and everyone hated it. The minute when they found out what the study was about, they were just absolutely filled with dread because it’s, again, very human to be very uncomfortable with the idea of asking people for help, particularly strangers.

And she would ask them, “What are the odds you think people will help you? What percentage of people will say yes? Or, how many people will you have to ask before someone says yes?” They would go to like Penn Station or Grand Central, these are very public places, and just walk up to strangers and ask for help.

And what she found was that first of all, they were filled with dread, and then they would wildly underestimate the odds of actually getting help, that typically by a factor of, like, roughly 50%. So, people are at least twice as likely to say yes than we realize. And what was so interesting about this was that they would go out, and they would say, “Well, nobody is going to say yes to this,” and, in fact, a whole bunch of people said yes and were very helpful.

So, they would leave the lab full of dread that this was the thing they had to do, but then they would come back filled with this, like, warm glow of just how wonderful people turned out to be. Everyone had this experience of thinking, like, “Huh, human beings are a lot better than I thought they were.” And so, this was sort of one of these fundamental truths that one of the big obstacles we have to asking for help is that we tend to think we’re much more likely to get a rejection than we actually are.

And, of course, very few people, willingly walking to a situation where they think the odds of rejection are high. So, the beginning of the book is just sort of unpacking, like, actually, human beings are kind of wired to be helpful. It is our natural state. It’s one of the things all humans find most rewarding, or at least most humans who aren’t sociopaths, which is most of us.

They find most rewarding, and it is one of the strongest sources of self-esteem and wellbeing and life satisfaction to feel like you are doing things that have a positive impact on other people. So, people actually love to say yes, they love to help one another. And even though we each know this about ourselves, that we all like helping other people, somehow, when it comes to other people, we think, “Well, they don’t though and they’re going to probably reject me.”

So, part of it is it’s just kind of understanding that we’re often approaching asking for help kind of with the idea that we’re not going to get it, and that it turns out to largely not be the case.

Pete Mockaitis
Okay. Well, that’s super helpful, and, yet, you say that, here, you’ve written the book on the subject and you still feel discomfort. So, knowing that is great, like, “Okay, cool. I have some logical, rational, sort of prefrontal cortex reassurance and reasons that it’s all good to ask for help, and people actually enjoy helping, and yet I still feel uncomfortable.” It sounds like that can take a while to master. But do you have any pro tips on how we can nudge it a little bit more there?

Heidi Grant
Sure. Get a little more. Well, I think, like anything else, practice makes perfect. And so, and certainly practice makes comfortable. Like, the more we do a thing and we realize we didn’t die, everything works out okay, the world didn’t open up and swallow us, then we get a little bit more comfortable with it.

I think it also helps to actually have, be armed with a few strategies that increase your chances of success. One of the things that I talk about in the book is, and I mean this in a very helpful way, is that if you aren’t getting the help and support that you need in your life, odds are good it’s kind of your fault. And it’s not something people want to hear.

Each of us runs around thinking that we’re not getting…very few of us, actually, I feel like, I think we’re getting the support and help that we could certainly benefit from. And a lot of times, we should have these stories in our heads about how that’s not, like, “Oh, it’s so terrible that I’m not getting the support, and other people should be giving it to me.”

So, one of the other things I talk about in the book is sort of what a potential helper needs in order to help you, and that very often we don’t give them those things so that’s why they don’t help us. So, it’s not that people get lots of help. It’s that when they don’t get it, it’s kind of because there’s something they’re not doing, or something they’re doing that’s actually kind of counterproductive.

So, in terms of the things you need to do, we can kind of start there, what you need to do in order to actually get help, your helper kind of needs four things, I talk about in the book. So, the first is to actually know that you need help. This is already, foundationally, one of the biggest problems and one of the reasons why we don’t each of us get the help, either personally or professionally, that we need. We feel like that our need for support is obvious to other people.

The psychologists call this particular bias the allusion of transparency. We feel like our thoughts and our feelings and our intentions and our needs are very obvious to other people because they’re obvious to us, “So, clearly, you must know that I need help.” Especially true, of course, or with the people that we’re around the most, so with our closest coworkers, with our partners, with our family, our closest friends. We think they know, like, “I need help and you can tell.”

In fact, there’s tons of research that shows that nothing could be farther from the truth. Even the people that know us well and are around us every day often actually just simply do not see that we are in need of help because each of us, ourselves very much included, is mostly focused on our own needs, and so we do not see everything there is to see, and it’s very easy to miss the fact that somebody actually could use your hand with something. It’s really easy to skip that.

And we don’t say anything. And we say things to ourselves, like, “Well, it should be obvious to you,” “It should go without saying that I need your help with that.” No. By the way, one of the expressions, as a person who studies communication and sort of social interaction for a living, I would tell you the most annoying phrase in the world is “It goes without saying,” because nothing goes without saying. Everything goes with saying, like everything all the time goes with saying.

So, I think the first piece is actually we have to say it. And nobody likes hearing that because we won’t want to live in a universe where our needs are obvious to other people so we don’t have to, again, make ourselves vulnerable by actually saying them out loud. But the very first step to getting help is actually asking for it, which actually solves the second problem as well, which is that even if someone happens to see that you need help, they don’t actually know that you want it.

And if you have ever tried to give help to someone who didn’t want your help, like I have teenagers and I see that they’re struggling with something, and I offer unsolicited help to them, and it does not always go well, and so, again, that need to ask for it so that people know that you need it and want it is just an unavoidable fact of the universe of support. We have to ask for help if we want it.

Pete Mockaitis
What’s really ringing true for me here is I’ve just sort of learned, like, I have a background in strategy consulting and coaching, and so I see all the time, it’s like, “Oh, you’re engaging in behaviors that are counterproductive to your stated goals.” It’s like, “But if I tell you about it, you’ll probably bite my head off, so I’m just going to hang back.”

Heidi Grant
Absolutely.

Pete Mockaitis
So, it’s like I’m just sort of made peace with it, and at first, it really bothered me, it’s like, “Oh, am I being selfish? Is this wrong?” But it’s like, “They didn’t ask.” And, actually, when people do ask, I’m delighted.

Heidi Grant
It’s the best, right?

Pete Mockaitis
And I’ve had some really cool experiences with folks that I had sort of good mentoring going on with them because they asked, it’s like, “I’m so glad you asked why I rejected you in an interview. I have much to tell you.” And they said, “Oh, wow, thanks. That’s really awesome. Thanks.” And then away they went.

Heidi Grant
It’s a wonderful gift when you actually ask for help because, very often, people, like I said, they see the need, like you could use some support, but it’s a terrible situation to be into to feel like that may not be welcomed. And, in fact, people generally like it is counterproductive, in fact, to give people help they didn’t ask for, nine times out of ten.

So, it’s a very real and legitimate concern, which means we do have to get past this reluctance to ask for it. And the other couple things that it’s good to bear in mind are that people need to know. So, they need to know you need help, they need to know you want it. They need to know that they, specifically, are the person you’re asking for help from. I cannot tell you how many times I see this, like, blanket emails go out to 20 people, or like BCC, which isn’t fooling anybody. We know there’s a ton of people on that email, saying, like, “Hey, could someone help me with this?”

And there’s a phenomenon in psychology called diffusion of responsibility. It’s a reason why, on an airplane, the flight attendant will say, “Is there a doctor on board?” because if you don’t say that, then there may be doctors on board but they won’t realize like they should do something. So, it’s that idea that you have to kind of say.

I always say to people, “Don’t send an email to 20 people. Send 20 emails to one, each one to one,” because then that person realizes, “Oh, you’re talking specifically to me.” Because what happens to the 20-person email is that we all sort of sit there, and we go, “Well, somebody else probably responded already,” and then we just kind of let it float down in our inbox.

So, make sure that they know that they are themselves the person you’re asking for help. And then the last thing, again, it’s something that’s wildly overlooked when we ask in this sort of realm of support-seeking, is you want to make sure the person feels like they can give you effective help. Nobody wants to give bad help. Nobody wants to be asked to do a thing and then fail at delivering on it. The amount of, like, guilt and shame you would feel is sort of staggering.

And so, one of the things I’ve noticed that people often do, a mistake we make when we ask for help, is that we don’t kind of enable the person to actually be effective. I can’t tell you how many requests I get to just like connect, like on LinkedIn, or an email, you’ll get something, like, “Hey, we’d love to just connect,” and it’s like, “Okay, you want something.” Very few actually just want to connect. There’s something.

Pete Mockaitis
With a total stranger, you know, not such a human need but, yeah.

Heidi Grant
Right, like, we’re hoping to achieve a thing, like we’re hoping to learn something, or we’re hoping to get an introduction to something, or get access to a resource. There’s always an agenda with human beings. Like, we always have some goal. And when you don’t tell me what it is, my discomfort immediately is, “Am I going to get into this conversation with you and then, in the conversation, you’re going to ask me for help that I can’t give for whatever reason, and I’m so uncomfortable, and I do this?”

“I’m so uncomfortable with the idea that you might ask me for help that I can’t give, that I don’t do the connecting because I don’t want to be put in that position where somebody asks me for something, and it’s like I’m the wrong person.” But I do say yes when people kind of reach out to me, and they say, “Hi, I want to connect because I’d like to learn X, because I’d like to know Y, because I know that you know this person and I’m hoping you’ll make an introduction.”

Okay, now I know what you want, so now I know whether or not I can be effective in giving you the help you’re seeking, so now I have a lot more confidence. People often shy away from giving support because they think they might fail. And so, we should always be thoughtful about being very explicit in helping the person understand how they can help us so that they have confidence going into it that it’s something they’re actually going to be able to do.

Pete Mockaitis
That’s powerful stuff. Maybe you’re kinder than I am, Heidi.

Heidi Grant
Probably not.

Pete Mockaitis
I guess I’m assuming if someone asks to connect with no context…we had a great conversation with Rene Rodriguez about stories and frames, and how we just need them. And if there’s not one provided, we just invent one, and I’m so guilty of this.

Heidi Grant
Oh, and it’s always…almost always negative.

Pete Mockaitis
Yeah, and I invent the frames, like, “You want to sell me something. It’s unclear what that is,” because I have been grateful…you know, I’ve been cold-approached on several occasions, bought the thing, and was delighted I bought the thing, was delighted I’ve had the cold approach. But I also know, statistically, hmm, less than a 1% chance, the cold approach to sell me a thing is the thing I happen to want to buy in that moment.

Heidi Grant
Absolutely.

Pete Mockaitis
So, I just assume, “You want to sell me a thing and that’s very likely I don’t want it. Therefore, I’m not interested in connecting.” So, I just invented that frame, may or may not be accurate, but if they told me, you’re right, something, like, “Hey, here’s a thing that I’d like your help with,” I’ve really gone into great detail talking to total stranger, “Oh, you want to start a podcast? Let me send you a huge email about how to do that.” And it’s like, “I don’t know you, and this just felt good. I thought you had a cool idea and I’d like to see it in the world, and if I could help a little bit, that feels awesome.”

Heidi Grant
It does feel awesome, and I think that is exactly the thing that a lot of times we shy away from being specific for all the wrong reasons. We sort of feel like, “Oh, well, ease the person into the request,” and it’s like, “No, no, no, you’re actually just scaring them away from even having the conversation with you.” Or, people will say, like, “Oh, it feels a little aggressive to just come out with what it is that I’m looking for,” and it’s like, “No, you’re creating clarity and certainty for people, which they really, people like. Human beings like certainty. We like to know what we’re getting ourselves into.”

And, like I said, there’s almost always an agenda, and people aren’t just looking to make new friends, generally, right? There’s something they’re seeking. And so, I think it’s a really super common mistake. I categorized this into sort of, I call this “You made it weird” things, where it’s like, “I would’ve helped you but you made it weird,” or, “I would’ve helped you but you were weirdly reticent to tell me what it was that you wanted help with, and so that was off-putting for me.” And certain kinds of rejections are quite painful, like if someone says, “Oh, I wanted to connect with you because I wanted a job on your team,” and it’s like, “But I’m not hiring, so this is going to be painful for everybody involved.”

So, it’s really, really good to be upfront and to create that clarity for people so they can be comfortable, or they can do something. If they can’t help you, maybe they can tell you. Like, I love it when people actually tell me what they’re looking for because sometimes I can’t help them but I know someone who can, and so I can kind of redirect you to the person who can actually help you, which also feels good.

So, that’s one of those “You made it weird” where it’s not kind of coming out with it what it is that you’re seeking. Another “You made it weird” that it is just absolutely tragic is when people apologize constantly when asking for help because it’s sort of ruins it. Giving help is very satisfying, innately satisfying to do things that benefit other people. But there’s a lot of research that shows that you can kind of spoil it by either kind of making people feel coerced, so making people feel like they didn’t have a choice but to help you. That’s never a good thing.

And then the other thing is by constantly apologizing because, when you think about it, people ask you for help, and they say things like, “Oh, I hate that I have to ask you for this. I feel so terrible. I’m just so embarrassed that I have to ask you for this support.” And it’s like, “How am I supposed to enjoy this now?”

Pete Mockaitis
Yeah, that’s true, “You hate this and you’re embarrassed. This is real fun for me.”

Heidi Grant
Like, “If you hate having to ask me, if you feel terrible but I’m supposed to feel good.” So, a lot of times that’s another “You made it weird” where we were apologizing because we don’t want the person to think badly of us, but all we’re really doing is ruining it for them because they never thought badly about you in the first place.

Again, a common misconception that people will think less of you because you need support. Actually, if anything, the research suggests that people think more highly of people who are willing to ask for help and support because they feel like that’s a sign of confidence, where people are willing to be vulnerable in that way.

Like, we admire people who are authentic and vulnerable, and say, like, “Yeah, I’m not perfect. I could actually use…” or, “I have too much on my plate, and I need your support.” We admire people who do that. So, we tend to actually think more highly of them but we’re so convinced that people will think less of us that we get into this word apology game. And all of that is just based on, really, honestly, foundationally a failure of perspective-taking.

We do a very, very bad job at ima gining what the situation is like from the helper’s perspective. And if we could just pause and…but it’s weird because we are all helpers. So, if you just took a minute to say, “How would I feel being asked for this help? How would I feel about it? What would I think of this person?” then you have a pretty good gauge of what they think of you, and it’s pretty positive actually. But we just don’t do that perspective-taking and so we make it weird over and over again.

Pete Mockaitis
Yeah. Well, the “You make it weird,” I’m also thinking about just that theme associated with destroying the opportunity for joy in that helping exchange. It’s like robbing them of that joy.

Heidi Grant
It is.

Pete Mockaitis
And I’m reminded when I was in Prague, we were at a bar, and I had purchased a beer, and I was ready to give, leave the change type tip to the bartender. And so, she took the coin and she extended her hand toward me, and then brought it back, almost like a fishing reel, and said, “For me to keep?” And I was like, “Well, I was planning on doing that but, now, when you did this, I don’t feel as great about doing it,” but I’m not going to say, “No, no, not for you to keep.” I was like, “Okay, sure.” Whereas, before, I would’ve felt great, like, “Well, hey, that’s yours, and you should say thank you,” and then we would’ve had a fun moment.

Heidi Grant
So, here, this is one of those things. So, there are techniques, and people will always say, like, “Are there things you can do to get people to help you?” like kind of forced compliance. And, yes, there are, frankly. There’s all kinds of tricks you can use that make people more likely to say yes, that are also more likely to make them feel coerced. They make them feel like they didn’t have a choice.

So, what happens is they will say yes in that moment, and then the other thing that happens is they will never say yes again. So, it’s interesting. In the case of the bartender, did she get the tip? Yes.

Pete Mockaitis
She did, yeah.

Heidi Grant
But she might’ve gotten another one, like, later on. Like, if you were like, “Oh, I really love this bartender, and I’m here and I’m having another drink.” So, helping and support can delightfully build on itself and be reciprocal, or it can just happen the one time, and then that person is done with you because you made them feel coerced. So, that’s another thing, that’s a really common mistake people make.

If the one time is all that matters, fine. But if you really want to have an ongoing relationship that has mutual ongoing support in it, you really do want to use the techniques that I’m talking about which are the ones that make people feel really glad that they helped you, very satisfied, very effective in giving that help that really lands when they can imagine.

This is another thing, honestly. If someone helps you, one of the most impactful things you can do is go back and tell them about the impact they had, not as a gratitude per se, although gratitude is lovely, but, again, related to that effectiveness idea, like, “The help you gave me had these results.” Because if you do that, if you go back and you help people understand the impact that their help had, that is a well that you can turn to again and again because that person will love helping you in the future because you made them feel very, very effective as a helper. You really ramped up that warm glow. And I think that’s a mistake we often make.

I was a college professor for years. I wrote tons of letters of recommendation to medical school, graduate school, law school. Probably 5% of those students actually came back to tell me whether or not they actually got into the program. And, for me, that was the moment that was very rewarding, knowing that I had helped them to actually achieve the goal. But, too often, people don’t circle back, and you’re really missing an opportunity to create an ongoing supportive relationship with someone when you don’t do that.

Pete Mockaitis
Okay. That’s cool. So, then we’ve got some great principles in mind and some key don’ts as well. I’d love it if you could give us a demonstration or share any favorite phrases so we can make this come to life with actual verbiage.

Heidi Grant
The truth is there are not really sort of magical words to use about this because it really is just about candor. It’s that sort of taking a deep breath and saying, “Okay, I’m going to just be honest. This is the help that I need. I need it from you. This specifically is the thing that I’m looking for. And this is the reason why, this is the impact it’s going to have on my life if you do this. This is the impact it’s going to have.”

And it can be as simple as coming home to your partner, and saying, “I know that I’m usually the one that handles the recycling but I would really like it if you would chip in and maybe we could take turns because that would give me one last thing to do, and that would kind of make me feel a little bit more supported at home.” Okay, great. Like, it’s very specific.

If you come home to your partner, and you say, “I’d love you to do more around the house,” don’t expect anything to happen. First of all, if you say nothing, I promise you, nothing will happen. If you say nothing and you’re just going to passively-aggressively sigh a lot, your partner is not…

Pete Mockaitis
“She should know.”

Heidi Grant
Right, exactly.

Pete Mockaitis
“She should know.”

Heidi Grant
Yeah, your partner is not going to pick up on that. If you do the only slightly better thing, which is, “I need your help around the house,” that’s probably not going to work either because, again, what specifically do you need? The more specific we are about exactly what it is we want the person to do, both the more effective they feel doing it and the more likely they are to actually do it because, again, it’s that allusion of transparency.

If say, “I need more help from you around the house,” and you fold some towels, you might feel like, “I have achieved what she wanted.” And it’s like, “I kind of was looking for something more than that.”

Pete Mockaitis
Mission accomplished.

Heidi Grant
Exactly, “I feel so satisfied.” So, it is that asking explicitly, being very, very clear about what it is you’re looking for. And then, by the way, when they do the thing, coming back and saying, like, “Wow, that really made a difference. I really thank you so much for making that effort. This made a huge difference in how I feel. Coming home, I feel so much more supported, etc.”

So, it’s just that simple and it’s really not complicated but we avoid it so much and we tell ourselves so many things that aren’t true. I think 90% of the obstacle is getting the myths out of the way, that people are going to say no, that they somehow intuitively know what it is we need them to do, that they know the impact they’ve had. Once you realize none of those things are true, then you really do know what to do differently.

And I will say that, to the extent that I don’t ask for help, it isn’t because I feel uncomfortable anymore. It’s more that I just sometimes forget to. You can get so used to operating as “independent” – I’m air-quoting right now. You can get so used to not asking for help that even when you’ve gotten comfortable with the idea of it, the challenge becomes breaking that habit of just doing everything on your own.

And so, I find nowadays, for me, I have very little problem asking for help, but I do find myself sometimes kind of full-speeding ahead on things and trying to do too much myself, and it’s just more that I didn’t recognize the moment where I should’ve asked for help. I should’ve stopped and said, “Hey, this is too much. I could use some help from somebody else.”

So, that’s another piece of it I’m realizing as a person who is kind of trying to change my habits about this, that it is a habit to not ask for help, and that, therefore, like any habit, it can be difficult to replace it with a better one and build that new muscle. So, that’s something that, since I’ve written the book, I’m in the process of doing, sort of rewiring my habits a little bit.

Before I am overwhelmed and exhausted, I ask for help instead of after I’m overwhelmed and exhausted, which used to be my cue to ask for help. So, being a little more proactive about that is part of what I’m currently working on.

Pete Mockaitis
Well, that’s great. Thank you. Now, I’d love to hear about some of your favorite things. Favorite book?

Heidi Grant
Oh, a favorite book. Well, probably The Lord of the Rings trilogy. I’ve read it a million times.

Pete Mockaitis
And a favorite tool, something you use to be awesome at your job?

Heidi Grant
I’m still a Post-it person.

My desk right now is littered in Post-it notes, which I know is really old school, and I know that there’s apps that could do this for me, and also all kinds of programs, but I really love the tangible nature of a Post-it, and I really love how satisfying it is to cross things off a Post-it, and then throw it away. That’s the problem with files on a computer. You just can’t have that “I am done with you” moment, where you toss it because you’ve actually completed the task that was on the Post-it, so I do love, I love my Post-it notes very much.

Pete Mockaitis
All right. And is there a key nugget you share that really seems to connect and resonate with folks; they quote it back to you often?

Heidi Grant
Talking about growth mindset and this idea, the sort of background narrative that you have when you approach a task really changes how you approach it. So, growth mindset, basically, is saying, “The point of what I’m doing is to develop, is to improve.” And fixed mindset is really, “The point of what I’m doing is to prove myself, to prove that I’m already good at this thing.”

And how I orient myself, so when I catch myself in sort of a fixed mindset, and I’m approaching something as if the point is to prove myself, and I want to shift into growth mindset, the thing I say to myself, everybody has a thing they say, the thing I say is, “It’s not about being good. It’s about getting better.” And that’s my little mantra that I shift.

After 20 years of doing this stuff, I occasionally catch myself in the mindset I don’t want to be in, and to shift back, I say, “It’s not about being good. It’s about getting better.” And that has been one that people have repeated back to me or I see it tweeted a lot when I’m giving a talk on growth mindset, that it just sort of encapsulates.

I think one of the most powerfully things you can do for yourself motivationally is remember that in every particular moment that you’re in, it can be an opportunity to judge yourself or it can be an opportunity to develop yourself. And the more we can see what we do as opportunities to develop ourselves, the more resilient, creative, and high-performing we are.

Pete Mockaitis
All right. And if folks want to learn more or get in touch, where would you point them?

Heidi Grant
Well, first, I would point them to my website, so it’s HeidiGrantPhD.com where there’s a ton of stuff, videos, articles that I’ve written and links to them. I write a lot for HBR so you can also find a lot of my blog posts there on various topics. But HeidiGrantPhD.com is a great place to start.

Pete Mockaitis
All right. And do you have a final challenge or call to action for folks seeking to be awesome at their jobs?

Heidi Grant
I think that idea that going to your job every day, looking for those opportunities to end up better at something than you were before, the more you can do that, and often we don’t think of our jobs that way. We think of our jobs as places where “I’m constantly proving myself.” What we don’t realize is that a lot of it is in your head.

That particular attitude, I try every day to look for ways, even in the tedious aspects of my job, that I feel like I can be better at something today than I was the day before. And the more we do that, the more it engages us, it sustains us, it makes us creative, it makes us feel effective, and it helps us to grow.

Pete Mockaitis
All right. Heidi, thank you. This is great stuff. I wish you much luck and much health coming your way.

Heidi Grant
Thank you so much, Pete.