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Has anything like this ever happened to you?

You come home from work, and it’s been a gut-wrenching day. You couldn’t finish a project on time due to many unexpected obstacles you’re still wrestling with. Your boss was upset about it and didn’t handle it well. A woman you supervise burst into your office in tears and informed you she’s quitting. And to top it off, you haven’t eaten all day because there was no time for lunch.

You plop down on the couch and begin telling your spouse about it. But before you get it all out, he tells you how he would have handled the situation and what you should do when you return tomorrow to smooth things over and get back on your boss’s good side.

You stop talking and feel yourself getting angry.

What’s the problem here?

The problem is that you needed someone to listen, empathize, and validate your feelings. You weren’t looking for advice. You might have wanted that later after having a chance to recover emotionally, but not right off the bat and not unsolicited.

This scenario is a common one, and today, I’ll show how to avoid it and what to do instead.

There are two parts to this: validation and problem-solving.

Validation

The first step when someone wants to talk something over with you is to validate their feelings and experience. Period!

You may not agree with their thoughts or interpretation of what happened, but you can validate that how they feel and see the situation is real to them.

To do that, begin with listening, not problem-solving.

Listening and problem-solving are two distinctly different activities with different goals.

Problem-solving will not be successful if you haven’t first laid the groundwork by making a solid connection with the other person based on validating where they are.

To validate effectively, three components are required as you listen.

They are acceptance, understanding, and empathy. Let’s go through them.

Acceptance

The first component is to accept the person’s version of what happened, their experience of it, and how they feel about it.

Don’t offer any advice at this point. Just listen.

Your job in this phase is to be fully present. Put down anything you were doing and turn your full attention to the person. Put away your phone, close your book, turn the TV off, and stop working.

Encourage the person to sit and roll out what’s on their mind. Don’t interrupt. Just be present and radiate a nonjudgmental, open attitude.

Understanding

The second goal is to get a complete picture of what happened.

You want to know the facts of the situation, the person’s interpretation of it, and its impact on them.

You get this information by asking questions after they’ve had time to talk.

Usually, when someone’s upset, they need some uninterrupted time to get all their thoughts and feelings out until they’ve expended backed-up emotions and are ready for questions.

You can usually tell when someone’s ready for some questions. You’ll feel that shift in the momentum, and you can ask questions to clarify what happened and what the person is feeling or upset about.

When done right, they’ll appreciate your interest in knowing more.

As you ask questions, you can validate how the person feels.

For example, if I tell you my boss yelled at me when he found out I couldn’t meet the deadline, you could ask what he said and how I felt about it. Am I worried about repercussions? What am I fantasizing will happen next?

Based on my answers, you could say, “I can see how you might feel that way, considering your boss’s tone and words.”

The idea is to get all the information you can without disputing anything, making judgments, or dispensing advice.

And in so doing, you validate how the person experienced the situation.

Empathy

Empathy is the part of validation that connects you and the other person.

Empathy has two parts. One is to feel the other person’s emotions as they express them.

If you’ve had similar experiences or something that made you feel the same way, you can remember and feel it with them. This is an emotional process.

In our example, you can feel how overwhelming it was to deal with an upset employee while reeling from being chastised by your boss for missing a deadline. And you can imagine going all day with no food and no break, and stress building in your body as panic sets in.

At the same time, you don’t want to get swept away by these feelings.

And you won’t when you’re also working at understanding what happened. This process is the second part of empathy.

It’s a cognitive process using your thinking brain. You’re investigating what happened and what the person’s interpretation was. You do that by asking questions and clarifying.

By pursuing these two processes simultaneously, you connect with the person emotionally while providing relief and strength as you seek to understand what happened.

Empathy validates feelings, while understanding helps the other person gain some distance from them. Both are relieving.

A caveat is that you don’t need to go along with behavior that you think was ill-advised or destructive. You can validate that someone acted the way they did based on how they felt at the time. You’re still validating feelings but not necessarily the behavior.

You should always validate feelings, including your own.

Never tell anyone they shouldn’t feel a particular way. Feelings come to us unbidden. How we handle them is where we can exert control.

Problem-Solving

If someone needs help to deal with something, they’ll usually ask for it. If they don’t ask for it, don’t offer it.

If you’re unsure, ask directly rather than try to figure it out.

Did you need me to listen only, or do you also want some help figuring out what to do?

However, timing is important. Don’t ask until you think the person feels validated and has had enough time to say everything.

You could add:

Have you had enough time to say everything you wanted to say before we work on how to fix it? I want to make sure you feel heard and not rushed.

That statement alone is soothing and builds trust.

Problem-solving is a cognitive process; you want to ensure the emotions are cooled and validated before switching gears.

If you try it too early, you’ll meet resistance, and the person will feel unheard, judged, or dismissed. They won’t hear what you have to say.

You must connect first on an emotional level before you problem-solve.

The Rule to Remember

When you’re not sure whether someone needs you to listen only or help solve a problem, ask upfront.

“Do you want me to listen only, or do you need some advice or help figuring out what to do?”

Even if they say they want help figuring it out, don’t rush in with advice. Spend ample time in the listening and validation phase until you fully understand the problem, how the person feels and experiences it, and what they’re worried about.

In other words, always validate before problem-solving.

Understanding and emotional validation create a connection between you and the speaker, and when that connection is in place, problem-solving will be much more effective.

That’s all for today.

Have a great week!

All my best,

Barbara

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Confidence isn’t something you have but something you build. One way to do that is to learn how to speak more assertively.

Today, I’m giving you eight ways to keep people leaning in, listening closely, and valuing what you have to say.

Practice these strategies and watch the transformation.

1. Be concise and direct.

Avoid hinting, circling around, or burying your gems beneath a flurry of unnecessary words. Take the direct route – the most concise and straightforward path to your point.

Instead of:

“I’m wondering if we might do something different this weekend, maybe like going for a hike or something like that.”

Say:

“I want to go on a hike this weekend. What do you think?”

When you’re concise and to the point, you sound confident. You also give the other person something solid to work with. They don’t have to guess what you’re saying or thinking. It requires less energy from them and builds trust at the same time.

The key idea is never to make people work to understand what you’re saying, including your thoughts and feelings. Make it easy.

2. Cut the fluff words.

These are all those extra words that fill up space and clutter the message.

Um, er, ah, well, hmm . . .

Keep your speech clean. It shouldn’t sound like a room with stuff littered all over the floor. You want a clean, clear path to the message without stumbling around.

Instead of:

“Well, um, there’s, um something I want to bring up. Hmm, not sure if you ahh want to hear it.”

By the time you get all that out, the other person’s starting to feel antsy and wary.

Say:

“I want to talk to you about something,” or, “There’s something I need to discuss with you.”

That leaves no doubt about what you want and what you’re asking of the other person.

When you skirt around it with filler words, it’s irritating and makes you sound weak.

You might be trying to soft-pedal what you want to say, but instead, you’re raising alarm signals.

3. Slow down.

When people become anxious, they tend to speed up their delivery. Words pour out faster and faster.

The faster you speak, the greater your chances of stumbling over your words, slurring, mispronouncing, losing your place, and saying things you didn’t mean to say.

A common myth is that fast speech reflects intelligence.

Not true. Fast speech requires the listener to expend more energy to keep up and follow your thoughts.

Slow down. There’s no hurry. Give yourself time to monitor what you’re saying and ensure your words reflect your intention.

If you’re feeling anxious, talking fast will make you more anxious and cause you to lose control of where you’re going.

Take a breath before you start talking, and again before important points you want to make. Be deliberate with your words.

4. Use pauses.

Pauses are your rabbit out of the hat. When you pause, three things happen:

1. You heighten the other person’s attention. They wait in anticipation of what’s coming next.
2. You reset the speed of the conversation.
3. You give yourself a moment to regroup.

Jefferson Fisher describes two types of pauses.

The first lasts between 1 and 4 seconds. This one is used to add emphasis to something you want to accentuate. It’s the punch line pause.

The second pause lasts for 5 to 10 seconds. This pause allows the other person to reflect on the impact of what they’ve said. It acts as a “mirror” and helps slow emotional reactivity or spotlight specific comments.

5. Avoid weak words.

Weak words and phrases sound wishy-washy and make you seem unsure of yourself.

Here are some of the most common ones:

• Just
• Sort of
• Kind of
• Like
• Maybe
• Actually
• Literally
• Basically
• Very
• So

Instead of:

“If I could just sort of take a little time to myself, basically do nothing for an hour, get really, totally comfortable, and maybe spend some time reading, or literally doing nothing, just sitting around . . .”

Has your mind gone numb yet?

Say:

“I need a day off to rest, read a book, and nap when I want to. That would be wonderful!”

The second statement is easy to assimilate and paints a picture you can see yourself stepping into and enjoying. The first statement sounds iffy and never-ending.

You might use these words more often in casual conversation, but leave them out when speaking professionally or writing or when you want to sound confident.

That goes for cliched phrases also, like:

• Barking up the wrong tree
• Water under the bridge
• Think outside the box
• Everything happens for a reason

You get the idea.

6. Stop apologizing.

“I don’t mean to bother you, but . . .”
“I’m sorry to have to say this . . .”
“I probably shouldn’t ask . . .”
“You’ll probably think this is a dumb question, but . . .”
“I know you’re busy, and I’m sorry to impose . . .”

When you need or want something, say it. Say it directly. Don’t beat around the bush, and don’t apologize for it.

If you’re worried someone doesn’t have time to talk to you or answer your question, ask them upfront about it.

“I’d need some help with this computer issue. Do you have time?”

If they don’t have the time, ask when they will. But don’t downplay what you need or want. You can be direct and considerate at the same time.

You don’t want to present yourself as less than.

A second, more subtle apology is to tag a tentative phrase at the end of your original statement.

“I was hoping to get a minute of your time sometime today to work on a computer problem I’m having. Does that make sense?”

“I hate when people want me to drop what I’m doing to talk to them, right? But could you spare some time for me today?”

When you make a statement and follow up with “Right?” or “Does that make sense?” you’re downplaying your worth.

Jefferson Fisher recommends asking, “What are your thoughts?” or “How does that sound?” as a follow-up. Those questions don’t conflict with your statement, and they invite connection and feedback.

These are more subtle differences but have a significant impact and are easy to fix.

7. Stay on task.

It’s okay to illustrate points for clarification, but avoid going off on tangents or telling long, involved stories that dilute the focus of your conversation.

Public speakers can use anecdotes to illustrate a point, as can writers, but if you’re being interviewed for a job or speaking in a meeting, it’s important to stay on task.

8. Pay attention to body language.

Body language counts for over half of someone’s impression of you. Use these guidelines:

1. Make direct eye contact, but not the whole time. You don’t want to stare. Do it when making important points or listening.
2. Use your arms and hands carefully. Gesticulating can enhance your message as long as you don’t overdo it.
3. Keep your posture upright. You can relax more in casual conversations, but maintain a strong posture when looking confident is your priority.
4. Face the person you’re talking to. Don’t stand or sit sideways. Turn directly toward the person.
5. Keep your expression open and relaxed. Confident people feel comfortable with who they are. That’s the feeling you want to cultivate.

Last Thing

Confident people are both relaxed and focused at the same time.

They talk less and spend more time listening and gauging the emotional temperature of the people they’re talking to before diving in.

Make your words count. Don’t overtalk. And, always consider the level of receptivity of your audience.

Most importantly, regardless of the subject or your relationship with the listener, maintain respect. Be sure your behavior aligns with your values regardless of whether the other person does the same.

You should feel good about your actions after every conversation. Your aim is for your behavior to reflect the person you aspire to be consistently.

That’s all for today.

Have a great week!

All my best,

Barbara

P. S. You might also enjoy How to Be Heard When You Talk

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Being around someone who habitually throws condescending darts at you is bad for your mental health. It can shoot holes in your self-worth, make you feel weak, and leave you exhausted and moody.

The good news is that there’s a way to deal with it that maintains your self-worth while also making the other person think twice about trying it again.

I’ll show you how to do it in today’s blog.

Let’s begin with a definition.

Condescension

Condescension is a blanket term for any behavior that talks down to you.

It includes:

• Rudeness
• Belittling
• Patronizing
• Dismissiveness
• Name-calling
• Insults, even those disguised as jokes
• Contempt
• Sarcasm
• Personal attacks

The purpose is to make you feel inferior so the other person can feel superior.

It’s an insidious method of gaining power and control at your expense.

Why is someone condescending?

We mentioned power and control, and that’s part of it, but the underlying reasons are more psychological.

The most obvious reason is insecurity.

Someone who isn’t comfortable with who they are, who feels too vulnerable, and who is insecure tries to subdue those feelings by making someone else feel them. It’s an exercise in projection.

“Let me take my insecurity, negative feelings about myself, and vulnerability and hand them all off to you so I don’t have to feel them. Then I can feel better than you, and all those bad feelings disappear!”

Someone might do this occasionally when they’re not feeling up to par.

Yet, other people do it all the time because those feelings of insecurity are embedded in their psyches and have seeped into their identities.

People with Narcissistic Personality Disorder, in particular, fall into this category. Underneath all their bravado and condescension lies a small, tenuous self that feels weak and unlovable.

What to Do When It Happens

Before we start, it helps to understand what happens to someone when they’re rude, belittling, patronizing, or condescending. I learned this from Jefferson Fisher.

He points out that they get a hit of dopamine.

I’d never thought of it that way, but it’s true. It’s arousing when someone attacks another person, regardless of how they do it.

They feel powerful. This sense of control and power stimulates the release of dopamine, which is the reward neurotransmitter in the brain.

You get a small hit of it every time you look at your phone, expecting to see something that will stimulate you.

It’s like being on a high momentarily. And when you’re on a high, you aren’t feeling low. You’re distracted from feeling weak and small.

But here’s the thing to remember:

The power of dopamine lies in the anticipation of reward, not so much the reward itself. That means that when someone insults you, their dopamine revs up in anticipation of your response.

If you take the bait and react by throwing an insult back or defending, they have their reward. They got you off balance and succeeded in making you react. They’re in control.

But what if you don’t give them that reaction? What happens then?

That’s the key to turning it around.

Let’s go through specific steps to take. I’ll divide these into two types of behavior with similar responses but with some minor differences. These come from Jefferson Fisher.

Scenario 1: Direct Attacks

These include all those blatant behaviors like insults, rudeness, belittling, name-calling, or contempt.

The common thread is the need to hurt or harm the other person.

Step 1: Take a long pause.

Be silent for a bit. Don’t respond in any way.

You can look directly at the person if you like, but even if you don’t, simply pausing your activity, movement, and speech is enough to diminish that dopamine hit.

You’re withholding the anticipated reward.

It makes the person uneasy and, in some cases, second-guess what they said or did.

Step 2: Repeat what they said very slowly and calmly.

You’ve disarmed them already with your silence.

Now, when you slowly repeat the words they said, you’re letting them know two things:

1. You heard every bit of it.
2. It’s not okay with you.

By reflecting it back and making the person sit with it, the dopamine continues to drop.

Step 3: Question the intent.

Ask the person what they were hoping to gain by saying what they said.

“What did you intend by saying that?”
“How were you expecting me to react?”
“Were you hoping to offend me or start a fight?”

When you question the intent, you shift the focus away from you and back to them.

That’s not what they had in mind. It makes them squirm a little and, hopefully, regret their words.

But even if that isn’t the case, you’ve set a boundary with those questions. You’ve made it clear that those behaviors aren’t going to fly with you.

If the person comes around and tells you what’s actually bothering them and apologizes for their behavior, you can have an honest discussion.

But if not, you can opt out and walk away. You’ve established the boundary, and it’s unlikely they’ll do it again.

If the same person repeats this behavior, you can meet that with silence, but don’t respond otherwise. Walk away after that. You don’t need to repeat the whole scenario.

Scenario 2: Indirect Attacks

This category includes back-handed compliments and condescending statements that are indirect.

“You did a good job on that report. I can’t believe it!”
“You lost some weight! How surprising!
“Wow! You finally got a boyfriend. Congrats!”

With back-handed compliments, you get a double message. One is a compliment, and the other is a dig.

Sometimes, it’s not easy to tell if there’s a dig in there, but the surefire way to know is that it leaves you feeling uneasy, insulted, or talked down to despite the compliment.

Genuine compliments make you feel good. They’re not ambiguous.

Here’s what to do.

Step 1: Ask the person to repeat what they said.

“Can you say that again? I’m not sure I got it all.”

When you do this, you alert them. They’re on shaky ground now.

Step 2: Next, call it out by questioning the intent.

“What were you trying to convey? I heard the compliment, which I appreciate, but I also heard a dig in there. Did you mean that?”

Then, wait for the response.

In many cases, the person will immediately say, “No, no, no – I didn’t mean that at all! “ Then, they’ll explain what they meant or reiterate the compliment. That’s fine. You can accept that.

But you’ve also set a boundary.

You can be sure that the next time, they’ll choose their words carefully. And if they did intend the dig, they won’t do it again.

One Other Response

When you encounter any of these situations, consider whether it’s worth your time and energy to respond.

Is this someone you want to have a relationship with or someone you have to work and get along with?

These questions can help you decide.

If the answer is no, then the best response is no response at all.

You can look the person in the eye, pause for a moment, and then turn around and leave, or you can simply ignore what was said and move on.

No response to a pointed attack or condescending remark zaps the dopamine hit and denies the offending person the reaction they were seeking. It also effectively sets a boundary.

The beauty of any of these strategies is that you shift the momentum of the interaction back toward the person who started it, leaving them to deal with the negative feelings they’re trying so hard to project.

The real point is, don’t allow someone to regularly talk down to you or try to make you feel small. You deserve better.

That’s all for today.

Have a great week!

All my best,

Barbara

P. S. You can read more about these strategies in Jefferson Fisher’s book, The Next Conversation.

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Last week, I showed you how to handle someone interrupting you while you’re talking. This week, you’ll learn how to be an interrupter when someone talks too much.

Here are a few scenarios to remind you of what overtalking is:

You go to a meeting, and someone takes the floor and talks and talks and talks, leaving no room for anyone to interject. They do this at every meeting.

You’re walking down the hall at work and see a co-worker coming your way who regularly holds you hostage while she rattles on about nothing. She seems oblivious to your time.

You just got home, and the phone rings. You answer it because you’re waiting for a call from your partner. But it’s not your partner. It’s a friend who loves to bend your ear about all her problems. It feels impossible to get off the phone. Eventually, you do, but you’re angry and in a bad mood now.

Overtalkers often aren’t aware they’re doing it.

If you bring it to their attention, they may realize they’re rambling because others have pointed it out before. But while it’s happening, they may not be aware. Or, if they are aware, they can’t seem to stop themselves.

So why do they do it, and what can you do when it happens?

Let’s start with the whys because knowing them will help you use the strategies we’ll review to stop it.

The Whys

Most of the time, the overtalker’s intent is not to monopolize the conversation. They’re responding to an internal need. Possibilities are:

1. Loneliness and a Need to Connect

If someone lives alone and feels isolated, when they have the opportunity to talk to someone, they don’t want to let go. They’re starved for interaction, and talking temporarily relieves their isolation.

2. Masking Anxiety

If someone has chronic, ongoing anxiety, they may run off at the mouth without control.

I’ve talked to people who have this issue. They know it’s happening but can’t control it. They start talking, and their mind races. They hop from subject to subject and keep going until someone stops them.

It can be more subtle. You may not observe palpable anxiety, but you notice that there’s no space in the conversation, and the person is doing a monologue with no room for input.

People who have backgrounds of chaos, abuse, or chronic anxiety in their families may find themselves overtalking regularly. They may not be aware that they’re masking their anxiety by overtalking, but the habit is compulsive.

3. Insecurity and Need for Validation

Overtalkers may feel insecure around other people, which makes them anxious, and they talk too much.

To overcome their insecurity, they seek validation by getting someone to listen to them. This is an ongoing need, so even if they feel validated in one instance, that feeling doesn’t hold. So, they repetitively engage in overtalking.

4. Seeking Attention

Seeking attention goes along with feeling insecure, although it has its own particular flavor. Overtalking is a way of saying, “Look at me!” and “Keep looking!”

5. Narcissism

Narcissism can also be a motive, but in this case, the speaker believes that what they have to say is more important than what anyone else can add.

They feel entitled to monopolize conversations and enjoy having a captive audience. They like to hear themselves talk.

A good example is the CEO who demands that his staff listen to him and not interrupt until he gives them the go-ahead. Then, he proceeds to talk for an hour straight regardless of people showing signs of discomfort. If they try to leave, he’ll call them out in front of everyone.

What can you do?

First, understand that this person disrespects your time regardless of their reasons for behaving this way.

Their need to talk overrides any consideration of how it affects you and how much time they take away from you.

You have to know that in order to do something about it. This is especially true if you’re a people-pleaser.

Secondly, you must set a limit. There’s no other way.

You can avoid situations, devise excuses for why you need to go, or use body language you hope will give them hints that you want out.

But these methods are indirect and won’t save you because they’ll come after you again. You need to make it clear that you’re not okay with being held conversationally hostage.

Your goal is to advocate for yourself and express your needs. You want to let the overtalker know that they’re taking advantage of you.

You can do this with kindness and respect and without personal attack.

Here’s how to do it. I’m borrowing again from Jefferson Fisher, who wrote The Next Conversation.

Step 1 – Interrupt

Interrupt the person by using their name. We used the name technique last week when dealing with interruptions, and you will use the same technique here.

It works because people are tuned into their names, and when you say it, they stop what they’re doing and listen. It’s effective.

So say their name, and if necessary, say it again louder and louder until they stop talking and look at you attentively.

Barb, BARB (louder), BARB (louder yet)

Step 2 – Filter and Pass

If you’re in a meeting or this is a group conversation, even with just three people present, use what Jefferson calls the “filter and pass.”

Summarize what the person has said quickly, then pass it to someone else for input.

Hey, I completely understand where you’re coming from, but I’m curious about what Heather thinks. Heather, what do you have to say?

You can pass to yourself if you’re involved in a two-way conversation with no one else present. Say,

Barb, I get where you’re coming from, but I’d like to jump in here and say something.

Step 3 – End the Conversation

If that works and the conversation becomes a mutual exchange, you’re good to go.

Then, when it’s time to finish, you can say:

I need to get going in a few minutes. Let’s wrap up.

When someone overtalks, and you approach them this way, they often are not hurt by it. They appreciate that you brought it to their attention and helped them stop their runaway monologue, and they’re willing to step back a bit.

They feel more connected now because they’re part of a mutual conversation.

Overtalking is itself isolating, which is not what this person wants. By bringing it to their attention and setting a limit, you help them come back in.

Unless, of course, you’re dealing with a narcissist. They will not appreciate the interruption, but you need to stay firm.

Sometimes, you can directly say,

Hey, I want to hear what you have to say, but I want to participate in the conversation. I want to share my thoughts and respond.

This is a more direct approach and difficult for the overtalker to ignore.

If they won’t stop talking or honor your attempts to set a limit, opt out.

Say you need to leave. You don’t need to make an excuse. Just say, “It’s time for me to go,” or “I need to get going now,” which is true.

Jefferson makes a good point:

He says you should never apologize when setting a limit with an overtalker because you aren’t at fault and don’t want to give the impression that you think you are. That undermines your message and can be confusing.

Full Circle

We’ve come full circle now. We’ve talked about the chronic interrupter and the chronic overtalker. The methods are similar but not exactly alike. I hope you have some new tools to try out.

I highly recommend reading Jefferson Fisher’s book. You’ll enjoy it. You can also find him on YouTube. He has great videos that are short and informative. He does them all from his car, which is cool! You’ll like them!

That’s all for today.

Have a great week, as always!

All my best,

Barbara

Photo bymuratdeniz

Do you have a family member or friend who often interrupts you mid-sentence when you’re talking? Or an office colleague?

Short of saying something like “Let me finish!” or “Stop Interrupting!” they’ll keep talking. And sometimes, even that doesn’t stop them.

Even if it does, you might come off as the bad guy because there’s some anger behind your statement.

Jefferson Fisher, who wrote the book The Next Conversation, lays out a 3-step process that’s easy to follow and works like a charm while maintaining your good-guy status.

We’ll go over that today, but first, let me quickly summarize why people interrupt.

Knowing the whys is important because it helps you use the 3-step process more comfortably. It also focuses your attention on the behavior rather than the person, which reduces your negative feelings about them.

Why People Interrupt

1. It’s a family communication pattern.

Some families talk over each other regularly. It’s a pattern of communication that’s been passed down from generation to generation and is accepted.

That doesn’t mean it always works well, but it’s what everyone’s used to. If you talk to someone about that pattern who comes from a family where it’s the norm, they’ll tell you it’s not a problem, and they always hear each other perfectly despite it.

Whether that’s true or not isn’t the point; the point is that it’s what they’ve grown up with and learned and don’t think twice about.

2. It’s a knee-jerk reaction.

When someone hears something that excites or stimulates them, they may blurt out a response without noticing that they’re interrupting. They can’t wait to share their thoughts and feelings.

3. They have no awareness they’re interrupting.

In this case, the person is distracted by their own thoughts and jumps in without thinking. They genuinely have no awareness that they’re interrupting. They’re responding to the content without awareness of the process.

4. They need control

This person may think that the conversation’s going too slowly and interrupt to move it along and get to the point. Or they might want to control what’s talked about or said.

5. They’re overtalkers.

These folks are exceptionally long-winded and dominate conversations without considering anyone else’s needs. I’ll be addressing overtalkers next week.

The Effects

Regardless of why someone interrupts you, the effects remain. You feel disrespected, and you are.

You might also feel dismissed, overpowered, unappreciated, or unimportant.

None of that may be the intent, but whether it is or not, when someone interrupts—especially if they do it more than once—they’re showing you that they don’t care about what you have to say.

They’re focused on their thoughts and listen just long enough to jump in and have their say, whether they’re defending, changing the subject, or devaluing what you said. They’re not listening.

When you fully understand and accept that, it’s easier to respond assertively. And you must do this because if you don’t, you’re conspiring with the interrupter to continue dismissing you.

It’s like dealing with a bully:

When you allow the bully to get their way, they keep doing it. The only way to stop them is to not allow it.

Not that everyone who interrupts you is a bully. Certainly not, but the dynamic is similar.

Now, let’s go to how to handle it.

Jefferson’s 3-Step Process

STEP 1 – Let the first one go.

Jefferson tells us to let the first interruption go and not interfere. He has several reasons for doing this.

1. First, if you come in too fast, it feels like you’re overstepping or being harsh. This makes you look immature and emotional, which discounts your assertiveness. You seem impatient, even though the other person is the one interrupting.
2. Secondly, you can try making your point without saying it. When you have the floor again, return to where you were when you were interrupted. Instead of allowing the interrupter to lead the conversation off on a tangent, you’re subtly letting them know that you weren’t finished and now will do that.

That may be enough. But if it isn’t, then move on to the next step.

STEP 2 – Use the person’s name.

Address the person by name. Jefferson points out that when you use someone’s name, you grab their attention. We’re tuned into our names and respond even when distracted by other thoughts or talking.

Barb? Let me interject here.

If you say it and don’t get the response you want, keep saying their name louder and louder until they stop talking and turn their attention toward you.

Barb? BARB? BARB! Let me interject here.

Now for the next step.

STEP 3 – Correct the behavior and make your case.

Now that you’ve got their attention, let them know that interrupting you is not okay.

To do this, use “I” statements only. Don’t accuse or use “you” statements that impose blame. You could say something like:

“I’m interested in what you have to say, but I’d like to go back to where I left off, finish what I was saying, and then hear your ideas.”

“It’s difficult for me to hear you when I’ve been interrupted. I’d like us to take turns and listen to each other before responding.”

It’s hard to argue with either of those statements.

You’re calling the person out without calling them out!

You’re respectful yet assertive, and you’re making it clear that you expect them to take turns speaking without interrupting for the remainder of the conversation.

In the process, you’re establishing how you’re going to converse. But you’re doing it without attacks or malice. When you do it that way, you’re not offending the other person or personalizing their behavior.

You can be more specific if you know the person well and know their intent for interrupting. For example, if your friend got excited about something you said and just dove in and cut you off because she couldn’t contain herself, you could reference that.

“Hey, I know you have a lot to say, and I can see you’re excited about it. Just give me a minute. I want to finish what I was saying, and then I’ll be free to hear you.”

Planning Ahead

If the situation allows, you can plan ahead and set communication guidelines to avoid interruptions.

For example, if you were to lead a meeting at work, you could set rules for how everyone will communicate at the outset. These could be:

• Let everyone finish what they have to say without interruptions.
• Wait your turn to speak. I’ll be monitoring that.
• Don’t be long-winded or do a monologue. Be concise.
• Be respectful to each other, even when disagreeing.

Meetings with explicit conversation rules established ahead go better.

You could do the same if you have a more intimate conversation with a partner or family member. You could agree not to interrupt each other and allow each to have equal time.

Conversation guidelines and rules about the process go a long way toward making communicating easier and more productive.

What If I Need to Interrupt?

Sometimes interruptions happen because the two people talking have very different communication styles.

For instance, I’m a direct person who likes others to get to the point, while my husband tends to take his time building up from the bottom with details and information.

I often have to refrain from interrupting him during our conversations, but I’ve learned that if I wait and listen closely, I gain the full benefit of what he says, which is always interesting and meaningful.

If you feel the urge to interrupt, take a moment to determine whether it’s the right choice.

Next week, I’ll discuss overtalking, which ironically does often necessitate interrupting. I’ll show you when and how to do it.

That’s all for today!

Have a great week!

All my best,

Barbara

Photo by Prostock-Studio

I have a family member who’s very talented and creative; however, he has difficulty staying on track and finishing things unless there’s a deadline looming, and the consequences of not meeting it are painful.

In his case, he’s working remotely, has ADHD, and quickly veers off into remote paths of interest before realizing he’s no longer on the main road and loses himself in the backwoods of his curiosity. Yet even as he tries to find the main highway again, he goes off on another tangent.

Is this you or someone you know?

ADHD and working remotely both have their challenges, but even without ADHD, you may be someone who doesn’t do well without external structure to keep you focused on what you’re working on.

The solution is to develop outside structures you can use to stay focused and finish things.

Here are five strategies you can try.

1. Reduce isolation.

If you work remotely, feeling isolated can become a challenge that sabotages your productivity. This holds true even if you enjoy working from home and value your alone time.

Research has shown that lack of contact with other human beings over time can lead to depression, anxiety, stress, heart disease, and, over the long haul, dementia.

The amount of contact you need varies depending on your temperament and history. Regardless, working alone for an extended period starts to chip away at your productivity.

Here are four ways you can reduce isolation:

1. Consider renting office space outside your home in a location with other people. One option is co-workers’ space if you can manage that without becoming distracted. Another is your own office in an office complex or a group.
2. Head to a coffee shop, library, or bookstore that offers workspaces. Select one that’s stimulating without being overwhelming.
3. Join a community. One option is an online group of people working on similar projects, or another is a mastermind group where you meet weekly to exchange ideas and discuss your progress.
4. Join a study or workgroup. I know a psychology professor who offers study groups for her graduate students to work on their research papers. They all meet for several hours a week and study in a relaxed environment. They work independently, but being together helps them do their work and stay on task. A workgroup could provide the same structure. You can also team up with a work buddy.

2. Set up accountability.

Having someone hold you accountable regularly is one of the best strategies for staying on your work path.

That said, it only works if it’s highly structured. You need these elements:

Meetings should be weekly.

Going longer allows you to get off track. If you’re struggling a lot, you might want to start with meeting twice a week.

Your meeting agenda should include:

• Weekly goals and tasks
• A review of how you did the week before and where you got off track
• Revised strategies to increase your success

Meet on the same day and time each week.

Consistent meeting times create an external structure that you get used to, which helps you complete your work before each meeting. It’s a deadline that your brain automates for you.

Choose the right partner.

You might have a co-worker or mentor you want to work with. It can also be a friend who’s working on something entirely different than you are, but you both need accountability.

You need someone who will hold you accountable. The right person makes the difference.

Another option is a small accountability group, although one-on-one works best.

If you know someone in your area, try to meet in person as often as possible. There’s a heightened exchange of energy when you share the same physical space with someone.

3. Routines, routines, routines!

When you do the same things at the same times every day in the same space, your brain is delighted to automate that for you. And once something is automated, it takes much less energy to execute.

Plan your workdays in advance and make them consistent. You can organize it by the week. Try these automations to help:

• Wake up and go to bed at the same time every day.
• Do your most important work first thing. You’ll be less stressed the rest of the day and get more accomplished.
• Work in focused time blocks. This method helps keep your brain sharp.
• Take breaks as needed to stay on track. Once you enter a workflow, you can work for more extended periods. However, take breaks more frequently if the task is challenging and you’re tempted to switch to something else. Keep them brief, then return quickly. Work hard for 15 minutes, reward yourself for 5 minutes, and repeat the cycle.
• Try to have lunch at the same time each day.
• Remove distractions such as your phone, computer notifications, and any noise that bothers you.

4. Prepare in advance for setbacks.

You will have setbacks. Inevitably, something will get in the way of your staying on task.

When that happens, it’s easy to slip back into old habits. You get distracted, miss an accountability meeting, deviate from your routines, withdraw, or stop working.

Setbacks disrupt your resolve and momentum. The challenge, then, is figuring out how to reset them so you can return to your work.

The worst strategy is to wait until your mood changes and you feel ready to return to it. Take action first, and the motivation will follow once you re-engage.

People make the mistake of waiting until the mood hits them to restart, but that rarely works.

The second mistake is engaging in all-or-nothing thinking.

“If I’ve blown my diet today, I might as well blow for the rest of the week.”

You know what happens next, right?

Your bag of tricks must aim toward taking action, not changing your mood, and not giving in to perfectionistic thinking.

Mel Robbins uses a technique she developed called 5-4-3-2-1. She selects a task, counts backward from 5, and then gets up and does it. She repeats this process until her momentum shifts forward.

I use something similar that works for me:

I choose an action, set a timer for 5 minutes, and do it when it goes off, no matter what!

Both of these techniques override your emotions and work if you stick with them.

Remember that action leads to momentum and engagement, not the other way around. So, use techniques that focus on action while sidestepping emotions.

5. Raise your dopamine levels.

Dopamine is a neurotransmitter associated with executive functions like rational thinking, decision-making, attention, focus, and memory. It also plays a significant role in motivation, anticipatory reward, mood, and movement.

There are things you can do to naturally boost your dopamine levels. These include:

• Exercise
• Adequate sleep
• Getting sunlight
• Eating a healthy diet with enough protein
• Listening to music
• Meditation

A quick way to boost dopamine is to take exercise breaks during the workday. Short walks, jumping jacks, or a brief YouTube exercise video work well.

Add a glass of water, and your brain will function much better.

The Silver Lining

The silver lining is that all of these strategies are helpful even if you don’t need more structure. If you’re already self-disciplined and can keep yourself focused, you may still need more interaction with others or can benefit from an accountability partner or group.

As our culture shifts toward remote work, we’ll need new ways to stay connected beyond the endless Zoom meetings that leave you feeling numb by the end of the day.

Try some of these strategies to get a head start!

That’s all for today.

Have a great week!

All my best,

Barbara

Photo by GRAY on Unsplash

Do you have someone you’re worried about and want to help change, but you’ve had no success?

For example:

You’re worried about your husband who lives a very sedentary life, is overweight, smokes, and has an unhealthy diet. You’re afraid he could have a heart attack or a stroke.

Another:

Your adult daughter is involved with an emotionally abusive man, but you can’t convince her to leave him.

And one more:

Your son is depressed, works from home, doesn’t socialize with anyone, and procrastinates to the degree that his job’s on the line.

I wrote an article about how to change someone some months ago, giving you some general strategies to try. Today, I have some new ideas to help you leverage your influence even more.

Before we get to that, let’s review this important fact:

You can’t make someone change if they don’t want to. You can only exert influence.

So the question is, “What’s the best way to do that?”

Let’s begin by identifying what doesn’t work, and also how to use the brain’s natural tendencies to help. After that, we’ll move on to the strategies.

Seven Brain-Based Tendencies

1. We resist information that challenges our beliefs.

If you’re like most people, you charge in with a full slate of facts and information when trying to persuade someone. You’re sure that just hearing this will inspire them to change.

Not so. Not at all.

If what you say conflicts with their beliefs, they’ll resist you even more, and their beliefs will strengthen.

So, don’t start with information. You’ll just set up a debate.

2. Emotions are the key.

If you’re listening to a speech and someone drones on with information, your mind strays and you tune them out. But if they tell you a story that makes you feel something, you sit on the edge of your seat waiting to hear more.

Emotions are the doorway to influence. Facts only help once the emotions are engaged.

3. Our brains are wired to seek pleasure and avoid pain.

If you approach someone from a negative point of view – maybe you tell them all the things that could go wrong – they’ll push away.

However, if you share something positive that inspires hope and energizes them, they’re more likely to listen.

Our brains are wired to repel bad news. Fear doesn’t necessarily motivate someone to change. More often, it increases resistance.

4. We need to feel that we have control.

If you’re pointing out all the ways someone doesn’t have control, and worse, add a hefty dose of fear to that, you’ll lose them. They’ll dismiss you.

It’s overwhelming and makes them feel more stuck. You have to present things in a way that allows someone to feel they have some control. It has to be their idea. We’ll get to that in the next section.

5. We believe we are the exception to the rule.

If someone smokes, they probably believe they won’t get lung cancer, even though many people do.

We see ourselves as an exception to the rule despite information to the contrary.

6. New information is welcome if it fills a gap in our knowledge.

Just as people need control, they like to have information that fills a gap in their knowledge base.

In other words, if someone is seeking information they need, you can supply it, and it’ll help. Unsolicited information is the problem.

7. Someone’s state of mind impacts what they’ll hear.

Trying to influence someone when they’re stressed or in a bad place emotionally will usually backfire. You have to pick your time.

Now, with all these things in mind, let’s get to some strategies.

The Strategies

Connect First

Before you attempt to influence someone, you’ve got to establish a positive connection with them.

If you’ve already been nagging, repetitively criticizing, or throwing worst-case scenarios at them, you’ve got to start by apologizing.

You might think that’s counterproductive, but it will go a long way toward getting them to listen to you.

Remember that when you criticize someone, their instinct is to resist, even if you intend to help.

You must start by removing the resistance.

You want the other person to feel in control, so your tactic should be to talk up, not talk down.

Investigate

Find out where they’re at.

After you’ve apologized and smoothed things over, open the conversation to learn more about their situation.

Ask them how they’re feeling about where they are. What are their thoughts and concerns about what’s happening?

Focus on their feelings, especially those related to self-esteem, but don’t push.

This conversation should be nonjudgmental. Your role is to ask questions, listen, and provide feedback on what you hear to show that you understand. Be empathetic.

Often, people won’t change because they think they can’t. Or they think it will be too hard, and the pain involved isn’t worth it. Or they’re in denial.

You might find out that they’re feeling horrible about themselves.

By listening without offering advice or telling them what to do, you’ll create a positive connection, and they’ll feel like they have an ally.

You can’t help someone if they don’t feel like you’re on their side.

If they’re in total denial, you can’t change that. However, a few good questions will offset them enough that they may later admit the truth to themselves. Let it be.

Model Behavior and Provide Positive Feedback

Now is your chance to influence the other person by modeling the behavior that would benefit them.

Instead of focusing on them, take some action yourself.

In the case of the sedentary husband, you might ask him to walk with you. It doesn’t have to be a long walk – just a stroll outside for 15 minutes.

Make sure to chat during the walk about things other than his weight or the fact that he’s exercising. Keep it light and fun. When you return, tell him how much you enjoyed walking, chatting with him, and having his company.

You can see how much more encouraging that would be than a 15-minute debate about the necessity of exercise.

Use this modeling approach whenever possible, but consistently frame your feedback in positive terms. Acknowledge even the smallest efforts or changes with encouragement. Here are some examples.

• “You’re looking great! That exercise is doing you well!”
• “Wow! You stood up to your boyfriend the other day. It’s good to see you valuing yourself.”
• “I love that project you finished. You’re talented. You should be proud of your work!”

Don’t directly attack beliefs or avoidances.

If someone’s avoiding something, they usually know it. They might talk themselves around it, but they know it. Your pointing it out won’t help.

So, model the opposite for them. But first, check yourself.

The funny thing about trying to change someone else is that often, you’re doing the same things.

I caught myself doing this the other day when I was upset about my son’s procrastination on a project he’s working on, and I realized I’d been procrastinating for a year on a course I’m creating.

I told him this story, and he had a good chuckle, but we decided to help each other out with weekly accountability phone calls.

When you’re modeling by making changes for yourself, it’s inspiring for the other person. They see you struggling but working on it, which is encouraging.

For beliefs, it’s best not to challenge them unless danger’s involved.

The best approach is to show interest in what they think and why.

I always ask how someone’s reached their conclusions, which forces them to think through their rationale and verbalize it. That alone can stimulate change.

One More Thing

When modeling behavior, don’t expect immediate changes.

Mel Robbins suggests giving it six months. You might not have six months in some cases, but it’s good not to expect someone to make quick changes when struggling with emotional issues and ingrained habits.

Try your best to provide support, but don’t rescue.

Enabling won’t help and might even complicate matters.

Be an ally but not a savior. To achieve real change, we all have to do our own work.

That’s all for today.

Have a great week!

All my best,

Barbara

Suggested Reading:
The Influential Mind by Tali Sharot
The Let Them Theory by Mel Robbins

Photo by fizkes, Courtesy of iStock Photo

Does this sound familiar to you?

When I wake up some mornings, I feel like my heart’s going to pop out of my chest, my mind’s running a marathon, and all I want to do is pull the covers over my head and pretend I don’t have to get up.

If you’ve ever had that experience, you know what morning anxiety feels like.

But why? Why do people feel more anxious in the morning than later?

You would think you’d feel rested and less anxious since you’ve been asleep for hours. But not so.

Today, I’ll explain why we have morning anxiety, what it feels like, and what you can do to minimize it.

What it Feels Like

The symptoms are both physical and psychological. Here’s a quick list.

Rapid heartbeat. Anxiety increases the release of adrenaline, which causes your heart to beat faster. You might have palpitations and hear your heartbeat pulsing in your ears. Some people complain of tightness in their chest or an aching.

Difficulty breathing. You can’t get a full breath. You either hold your breath or breathe more rapidly and shallowly, causing hyperventilation. The more you notice it, the worse it gets. You might feel dizzy or light-headed.

Sweating or shakiness. Some people tremble or feel shaky.

Gastrointestinal problems. When you’re in fight-or-flight mode, your body shuts down systems that aren’t necessary to fend off the current threat.

Your digestive system is the first to be affected, resulting in gastrointestinal symptoms such as acid reflux, diarrhea, constipation, and stomach pain.

Racing thoughts and overthinking. Anxiety activates your emotional brain while setting up a blockade for your thinking brain. You fixate on worst-case scenarios, repetitive worries, and catastrophic thoughts about the day ahead. You feel overloaded and struggle to regain control of your mind long enough to calm down and think clearly.

Difficulty concentrating. Your attention span diminishes, and your ability to focus is hampered. You may experience brain fog or overload and have trouble making decisions or taking action.

Avoidance. Anxiety can be paralyzing. You find yourself procrastinating and wanting to stay in bed. You might pick up your phone and start scrolling mindlessly to numb yourself.

Sense of foreboding or dread. Some people describe feeling like something terrible is going to happen even though there’s no evidence to back it up. You feel negative with heightened awareness.

Irritability and anger. Anxiety is uncomfortable and leaves you feeling irritable, unable to relax, snappy, fidgety, and easily triggered.

What Causes It

Cortisol Awakening Response (​CAR​)

Cortisol levels (the stress hormone) increase as you wake up in the morning for 30 to 45 minutes.

The intensity may be heightened if you’re already feeling anxious about something or have health issues. For instance, if you go to bed obsessing about a problem, you might feel even more anxiety than usual in the morning.

Cortisol naturally alerts your amygdala (the emotional brain) to potential threats, which can elevate your anxiety and lead you to conjure up worst-case scenarios. It can also increase your heart rate, tense your muscles, and make you jittery.

Your Brain’s Default Mode Network (DMN)

When you’re not actively focused on something, your brain goes into default mode. It sifts through memories, past experiences, self-reflection, and thoughts about the future. Your mind wanders.

If you’re already stressed or worried, your DMN will lean towards the negative and fear-based mind scenarios that increase your anxiety.

You’re in a passive state when you wake up in the morning. You’re vulnerable and open to the mechanisms of your DMN. Subconscious material is more apt to surface and intrude on your conscious thoughts. When you add more cortisol to the mix, you experience a potent dose of anxiety.

The enemy sneaks up on you before you’ve had a chance to arm yourself for defense.

Unresolved Issues and Stress

You finished the day with problems hanging in the balance you couldn’t resolve. You might have dreamt about them with no solutions.

As soon as you wake up, the problems resurface in your mind, and you feel that anxiety all over again.

Poor Sleep

The sleep issue is a catch-22 because you need good, solid sleep to help you stay calmer and able to think clearly, yet stress and anxiety prevent you from sleeping well.

To make matters worse, if you enjoy a few drinks in the evening or consume large amounts of comfort food to soothe yourself, your sleep quality will suffer. You’re likely to wake up during the night and struggle to fall back asleep or toss and turn for most of the night.

You’ll be less able to handle your anxiety when you wake up.

Anticipatory Anxiety

We’ve already mentioned unresolved issues, and anticipatory anxiety is part of that process. You have a problem that looms over you, and upon waking, you start overthinking it.

You anticipate the many potential negative outcomes, which all skyrocket your anxiety and leave you precariously dangling on an emotional cliff.

Generalized Anxiety

Situational stress can lead to acute anxiety, but it fades once you resolve the situation. Some people have ​Generalized Anxiety Disorder​ (GAD), which results in frequent anxiety, often without an obvious trigger.

If you struggle with generalized anxiety, you might experience it most mornings, often with no apparent cause.

Eleven Strategies to Minimize Morning Anxiety

1. Plan your day the night before.

Focus on what you can control and choose things to give you a sense of accomplishment. Stick to small, concrete tasks you can start and finish, and avoid overloading yourself.

2. Create a calming morning routine.

Depending on how much time you have, you can choose from any of these options:

• Meditate for 10 to 20 minutes (or longer).
• Create a short list of things you’re grateful for.
• Spend 15 minutes journaling. Write down your worries and let them go for the day.
• Read something short and uplifting.

3. Avoid social media, news, and email if possible.

All of these things contribute to stress. Social media and news tend to exaggerate the negative and are predominantly fear-based. Email, especially concerning work, revs up your stress meter.

4. Drink a full glass of water first thing.

Even if you drink coffee in the morning, make an effort to drink water first. Since your brain is 70% water, staying hydrated can be calming and energizing and help balance your emotions.

5. Do four rounds of square breathing.

Connecting to your breath is a quick way to diminish anxiety. Inhale for four counts, hold for four counts, and exhale for four counts. Do that four times.

6. Exercise.

Exercise, especially aerobic exercise, increases serotonin, creates endorphins, and raises the stress threshold. It also relaxes muscle tension and regulates your breath.

If you can’t do aerobic exercise (walking works), try something calming like yoga. Even a small amount of exercise can help reduce anxiety and shift your mindset for the day.

7. Eat a nutritious breakfast.

Some people wake up with low blood sugar and need a pick-me-up immediately. A piece of raw fruit will do the trick. Avoid a big, heavy breakfast with lots of fat, empty carbs, and added sugars.

8. Challenge runaway thoughts.

If you lapse into worst-case scenarios, challenge your thoughts. What’s the evidence? What are you exaggerating?

Watch out for all-or-nothing thinking, overgeneralizations, and fear-based predictions.

Focus on meeting the day with your best efforts, and remind yourself that even if something goes wrong or you make a mistake, you can handle it and make corrections where necessary.

9. Improve your sleep.

Try to go to bed at the same time every night and arise at the same time every morning. Aim for 7 to 8 hours.

Establish a nighttime wind-down routine that helps you relax before bed.

Avoid screens (especially blue light) a few hours before sleep. If that’s difficult for you, try substituting activities you enjoy, such as reading, stretching, yoga, taking a warm bath, or focusing on your breath.

For more suggestions, check out this article.

10. Abstain from alcohol or caffeine in the evenings.

Both can significantly impair your sleep and leave you stressed and irritable in the morning.

11. Try tart cherries.

You can eat tart cherries if you can find them or drink tart cherry juice. I take a tart cherry supplement every evening with dinner, and my sleep has improved dramatically, especially my ability to stay asleep.

Tart cherries contain a small amount of melatonin and, with regular consumption, have significantly increased overall melatonin levels in research studies. It’s worth a try!

Last Thoughts

If you have generalized anxiety, panic attacks, or OCD symptoms, you can use all of the strategies in this article, but they may not be enough. Consult a therapist. Counseling can help.

You can also read about ​Acceptance-Commitment Therapy, which can be very helpful.

That’s all for today!

Have a great week!

All my best,

Barbara

---

_FOOTNOTES

_{Blain, T. (2023, Nov. 9). 12 tips for better sleep with anxiety. Very Well Mind. https://www.verywellmind.com/how-to-sleep-with-anxiety-5224455}

_{Howatson, G., Bell, P. G., Tallent, J., Middleton, B., McHugh, M. P., & Ellis, J. (2012, Dec.). Effect of tart cherry juice (Prunus cerasus) on melatonin levels and enhanced sleep quality. European Journal of Nutrition. 51(8):909-16. https://pubmed.ncbi.nlm.nih.gov/22038497/}

_{Kay, I. (2019, Oct. 21). Is your mood disorder a symptom of unstable blood sugar? University of Michigan, School of Public Health. https://sph.umich.edu/pursuit/2019posts/mood-blood-sugar-kujawski.html}

_{Martin, S. & Abulhosn, R. (2023, Sept. 27). Alcohol & anxiety: Connections & risks. Choosing Therapy. https://www.choosingtherapy.com/alcohol-anxiety/}

_{Stalder, T., Kirschbaum, C., Kudielka, B. M., Adam, E. A., Pruessner, J. C., Wüst, S., Dockray, S., Smyth, N., Evans, P., Hellhammer D. H., Miller, R., Wetherell, M. A., Lupien, S. J., & Clow, A. (2016). Assessment of the cortisol awakening response: Expert consensus guidelines. Psychoneuroendocrinology, (63), 414-432. https://doi.org/10.1016/j.psyneuen.2015.10.010}

Photo by SteveLuker

How do you deal with the prickly boss or the office mate who has something negative to say about everyone?

How about the mother-in-law who slides in criticisms of your parenting skills while flashing her saccharine smile at you?

Or the friend that sucks up all the air in the room and leaves you gasping as he repetitively recounts how unfair his life is?

One way is to avoid them, but that’s not always possible.

Instead, try these six strategies to help you navigate these situations without feeling depleted and beat up.

Let’s start with acceptance.

1. Allow people to be who they are.

Really? Isn’t that just caving in?

It might seem that way, but it isn’t.

One of the problems that gets in your way when dealing with a problematic person is resisting them. You resist who they are, what they think, and how they feel.

You see them coming, and your shields go up as you brace yourself for the onslaught.

That might seem like a good strategy, but it isn’t because it involves repelling them, which takes a lot of energy.

It’s easier to accept them and not feel responsible for their thoughts or feelings. And that includes how they think or feel about you.

Mel Robbins makes an excellent case for this in her book The Let Them Theory. She points out that when you give up trying to manage what someone thinks or feels, especially what they think about you, you get your freedom back.

You can decide how to respond, but you let go of the need to manage and modify the other person’s output.

That’s the first strategy. The next one piggybacks on this one.

2. Don’t try to convince.

Once you give up trying to manage the other person, you can also let go of the need to convince them of your point of view.

By doing that, you no longer need to defend, which is a huge relief.

It’s helpful to remember that just because someone thinks or says something doesn’t necessarily make it true.

People see things through their own lens, so let them.

Listen more than you talk. Be curious. Let go of your territory for a while, ask questions, repeat what you hear, and try to understand what the other person is saying.

When you do that, rather than repel or defend, the energy shifts. There’s no power struggle.

Keep in mind that you only have to listen as long as you want. You can bow out at any time unless, of course, it’s your boss or someone who has some authority. Even in that case, the time will be limited.

For the gossip or critic, a good question to ask is:

“Why is this so important to you?”

I’ve often used this question when a friend is ranting about another friend or family member. It always shifts the momentum and takes the person off guard momentarily.

They have to stop and think about their motivation. Either they delve into the question and say something more authentic about themselves that makes the conversation more meaningful, or they drop the subject. They might end the conversation.

Regardless, you’ve changed the landscape so that you’re more comfortable.

3. Make boundaries clear.

If you find that the interaction is compromising your values, set a boundary.

It’s easier to draw the line when you’re not so worried about being liked or perceived negatively.

You might say,

“I’m not comfortable talking about other people.”

“I respect that you have your opinions, but if I need help, I’ll ask for it.”

“I’m willing to listen, but not to be barked out or treated dismissively.”

You’ll know what you want to say based on the situation.

It’s not always easy to be that upfront or to set a boundary because you worry about how the other person will receive it.

But the alternative is to allow them to take advantage of you or hold you hostage.

In the long run, boundaries are healthy for both of you, whether they get that or not.

4. Be direct.

When you speak, be direct and make it easy to understand what you’re saying.

Avoid any hidden agendas or attempts to manipulate. Be straight up. Use “I” messages. Own your thoughts and feelings.

Also, be respectful at all times, regardless of how the other person behaves.

You can always opt out if the situation gets out of hand or becomes abusive or unruly. Stay true to your values and who you want to be.

5. Work on yourself.

The more self-aware and emotionally intelligent you are, the easier it is to get along with anyone, even someone who’s challenging.

Knowing and managing your strengths and weaknesses helps you understand your reactions when interacting with others, especially those you have more intimate ties to.

Self-awareness requires observing yourself from a distance as you move through experiences and situations.

It also requires knowing your triggers and soft spots so you get more adept at handling them.

Self-awareness helps you accept yourself and manage your emotions.

Another benefit is that the more you know yourself, the easier it is to read other people and understand their behavior.

This knowledge increases your compassion for how hard it is sometimes to be a human being.

You recognize that many of the ways people behave and react are self-protective. The more fragile someone’s ego or sense of self is, the more defensive they may be.

You don’t need to judge, but you do need to see what is, and react according to your awareness and who you want to be.

6. Opt out.

You will always encounter difficult people. However, being around or involved with someone who’s more toxic than occasionally difficult can harm you.

Sometimes, it’s necessary to cut ties.

A friend who’s constantly negative or critical may be one you want to let go of. An overbearing, nasty boss might lead you to find another job. An abusive partner may drive you away.

But there are also times when you can’t opt out.

Family Members

Family members fall into this category.

Families can be more challenging to navigate because the bonds are stronger, and you can’t choose your relatives.

Additionally, families are close-knit structures where the rules are often more lenient when it comes to respecting each other’s boundaries.

Even so, you can apply the same strategies we’ve gone over today but with more depth and energy output.

One thing that can help with family members is that you know them better.

You have shared histories. So you have more information about why each person acts and feels like they do. That helps.

Something that makes it more complicated is that you have a specific role in your family system.

Your role carries expectations and influences your relationships with different family members. And as an adult, your role often evolves or changes.

These relationships tend to be more complex.

We can write another whole article on that subject, but for today, try out the strategies and see how they work for you, whether with family members or otherwise.

I also recommend reading The Let Them Theory if you want to learn more about this subject.

That’s all for today.

Have a great week!

All my best,

Barbara

Photo by Sergei Dolgov, Courtesy of iStock Photo

There’s a Seinfeld episode where George storms into his boss’s office yelling:

That’s it. This is it. I’m done. Through. It’s over. I’m gone. Finished. Over. I will never work for you again. Look at you. You think you’re an important man? Is that what you think? You are a laughing stock, you are a joke, these people are laughing at you. You’re nothing. You have no brains, no ability, nothing. I quit!

And then he blazes back out.

The funny part is that he goes back to work later that same week for a staff meeting and pretends he didn’t quit.

He burned a bridge, realized he burned himself, and then tried to take it back.

That can quickly happen when you let your emotions run wild.

The question is:

Is it ever okay to burn a bridge, and if so, when and how?

Today, I’ll review some guidelines you can use to help make that decision. I’ll also give you strategies for doing it in a way that’s effective while preserving your integrity.

What Does “Burning a Bridge” Mean?

Burning a bridge means ending a relationship, whether with a person, job, or organization, in a way that closes the door to any continued interaction or contact.

It’s meant to be a permanent decision without any possibility of reconsideration.

Before you take that step, consider these factors.

Guidelines for Deciding If and When

1. Play out the consequences.

Start by objectively considering all the possible consequences that could come back to bite you.

The worst thing to do is make an impulsive decision based on runaway emotions.

It might feel great to leave a horrible job in a blaze of glory as you unload all your negative feelings going out the door. That’s what George did. But what happens when you need a recommendation from your boss for the next job?

The world gets smaller when it comes to jobs, especially in a particular profession or area of expertise. People talk, and word can get around about any unprofessional behavior on your part.

Ask yourself these questions:

1. How will burning this bridge affect my future in the next 6 months, next year, or five years down the road?
2. How will it affect my current circumstances? Will the effects be positive or negative?
3. How will it affect those close to me or for whom I have responsibilities?

One other consideration, especially when burning a professional bridge, is to consider your age and stage in your career.

The younger you are, the more likely the decision will come back to haunt you.

That doesn’t mean you should avoid burning the bridge, but you might instead focus on making a change for the better without creating negative consequences that will follow you as you grow professionally.

If, after thoughtful meditation on all these questions, you still wish to burn that bridge because it’s in your best interest, then do so.

I’ll show you how in the next section.

2. Consider the degree of toxicity and its effects on you.

A good reason to burn a bridge is to leave a toxic, abusive relationship that you know has no potential for change or improvement.

Here are some questions to consider in this case:

• Is this relationship damaging me – emotionally, physically, psychologically, socially?
• Can we improve things and work through the toxic issues? For example, would an honest conversation conducted respectfully and calmly make a difference? Would counseling help?
• Would some boundaries give the relationship a chance to improve?
• Do you know that you never want to be linked to or in contact with this person again in the future? Are you certain?

If you come up with the same answers after a good deal of thought and getting some counsel from someone you respect, then go forward. Just be sure that your decision is intentional and not impulsive

3. Is the situation compromising your values and ethics?

If you find yourself in a situation where continued involvement places you in direct opposition to your ethics or values, you may decide to cut ties.

For example:

You’re an engineer and work for a company that builds condos. You find out they’re cutting corners with materials and procedures that would endanger the safety of the buildings. You confront the owner, who denies any problems, so you quit and cut ties permanently with the company and let him know why you’re doing it.

Cutting ties doesn’t have to be loud or public. It can be a personal decision you make and act on without drawing a line in the sand. You simply move on.

Other times you might need to make clear to a person or organization that you’re leaving, why you’re doing it, and that you want no further contact.

Or, as in our example above, you can go public if someone is in danger.

The Dos, Don’ts, and Strategies

The worst time to burn a bridge is when you’re angry, stressed, depressed, or in the throes of reacting emotionally to a situation or person.

Use the guidelines above to be deliberate and thoughtful before taking action.

If you decide to go ahead, use these strategies.

Write out what actions you want to take.

Include the circumstances under which you want to cut ties. For example, if it’s a job you’re leaving, who do you need to speak to? Do you need a second person present? Will you schedule a meeting? Will you put it in writing?

If it’s a personal situation, consider the same questions. Do you want to meet with the person alone or with another person present? Is there any danger?

Plan for any fallout or contingencies.

Write out what you want to say.

Write out what you want to say or list points you wish to cover.

In our example above, where the building contractors were using faulty building materials, the engineer wanted to make sure that he verbally objected to these practices due to safety issues and repercussions to prospective buyers. It was a case of ethics.

In other cases, you might not want a long discussion. You just want to inform the other person you wish no further contact.

Bring your best self to the table.

When you burn the bridge, make sure that your actions are in keeping with your values and who you are and that your behavior is above board.

You might feel very self-satisfied after ranting and storming out of a situation like George did, but the feeling will likely fade and leave you dissatisfied.

You can speak strongly without losing control.

Make sure you manage yourself, what you say, and what you do.

If you do that, the other party is more likely to hear you and learn from the experience.

Also, you’ll have a better sense of closure.

Consider This

When possible, don’t burn a bridge.

Life is fluid, and you’ll find yourself moving through it on a winding path. When you try to navigate it as a straight line, you’ll burn many bridges because you won’t let yourself acclimate to inevitable ups and downs.

You can make changes, shift directions, and try different approaches without burning bridges for the most part.

Sometimes your best bet is to take what you can from a negative situation, learn the lessons, and move on to the next phase. You don’t need to douse the flame at every step.

There are times when burning a bridge is a permanent boundary you must set for your well-being.

That’s fine. Just be sure you think it through carefully before doing it.

That’s all for today.

Have a great week!

All my best,

Barbara