The Loving and Entwined Life

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“Love and friendship dissolve the rigidities of the isolated self, force new perspectives, alter judgments and keep in working order the emotional substratum on which all profound comprehension of human affairs must rest.”

John W. Gardner, Self-Renewal, 1963

 

How often do you take a breath, take a moment, and reflect on the deep, thick connections that hold you up?

I say over and again that our relationships kill us or save us.  But it’s not merely relationships that save us, it’s connection.  I named this blog honestly!  John O’Donohue writes in Anam Cara, “We need more resonant words to mirror this than the tired word relationship.  Phrases like ‘an ancient circle closes’ or ‘an ancient belonging awakens and discovers itself’ help to bring out the deeper meaning and mystery of encounter…  Two people who are really awakened inhabit the one circle of belonging.  They have awakened a more ancient force around them that will hold them together and mind them.”

Friends really do take you further.

This past week I finished listening to David Brooks’s latest book, The Second Mountain.  I highly recommend it.  He makes a critical and compassionate assessment of the current state of society, what he refers to as a severely torn social fabric.  We are dangerously, existentially disconnected.

David Blankenhorn and Bill Doherty, co-founders of Better Angels, see the same, and seek specifically to address our perilous political polarization.  Last Saturday I attended their workshop to help us depolarize from within our own political tribes.  The goal of the organization and each workshop is to depolarize, not to convert. The method is communication to connect, not to convince.  Both Brooks and Better Angels seek to strengthen our most meaningful ties to one another.  In Brooks’s words, about his new organization, Weave: “The Weaver movement is repairing our country’s social fabric, which is badly frayed by distrust, division and exclusion. People are quietly working across America to end loneliness and isolation and weave inclusive communities. Join us in shifting our culture from hyper-individualism that is all about personal success, to relationalism that puts relationships at the center of our lives.”

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On Tuesday I returned to my desk after a productive and gratifying work meeting, to read that Toni Morrison had died.  I was overcome with sadness, which surprised me.  I have never read any of her acclaimed novels.  I was not a follower, per se.  But I felt a loss as if I had known her personally.  I think it’s because she had a profound influence on one of the most important aspects of my life, early in my kids’ lives, with just a single verbal expression.

“When your child walks in the room, does your face light up?”

Morrison told Oprah in 2000:

“When my children used to walk in the room, when they were little, I looked at them to see if they had buckled their trousers or if their hair was combed or if their socks were up.  You think your affection and your deep love is on display because you’re caring for them. It’s not. When they see you, they see the critical face. But if you let your face speak what’s in your heart…because when they walked in the room, I was glad to see them. It’s just as small as that, you see.”

It’s so small and simple, and yet it alters the entire encounter, every time.  More and more I understand in my limbic brain, the part of the mind where we humans make meaning and where our decisions and actions originate, that it is how we are with people that matters, far more than what we say or what we do.  The majority of communication is non-verbal.  Morrison’s description of a parent’s facial expression, and the profound effect it has on a child, applies to all relationships and connections, or disconnections, for that matter.  It was not until she died that I realized how far her influence really reached in my life.  And it felt suddenly, unexpectedly, too late to thank her for it.

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So whose face lights up when they see you?

Whose presence awakens you and invites you to ‘inhabit the one circle of belonging’?

I recently made a list of these people in my life.  It is gratifyingly long, and growing.  It started with my mom.  I’m embarrassed that I did not notice overtly before now, and my gratitude cannot be adequately expressed in words.  I imagine she got it from my grandmother, one of the people I have admired most in the entire world.  I have met the others, my Counsel of Wisdom, my pit crew, throughout my life, from age 12 to only a couple years ago.  They are my Kalyana-mitra, or “noble friend”s, as O’Donohue describes them:  They “will not accept pretension but will gently and very firmly confront you with your own blindness.  No one can see his life totally.  As there is a blind spot in the retina of the human eye, there is also in the soul a blind side where you are not able to see.  Therefore you must depend on the one you love to see for you what you cannot see for yourself.  Your Kalyana-mitra complements your vision in a kind and critical way.  Such friendship is creative and critical; it is willing to negotiate awkward and uneven territories of contradiction and woundedness.”

In Self-Renewal, John Gardner takes this idea from the personal friendship to society:  “A tradition of vigorous criticism is essential to the renewal of a society.  A nation is not helped much by citizens whose love for their country leads them to shield it from life-giving criticism.  But neither is it helped much by critics without love, skilled in demolition but unskilled in the arts by which human institutions are nurtured and strengthened and made to flourish.  Neither uncritical lovers nor unloving critics make for the renewal of societies.”

David Brooks expresses the same in Second Mountain:  “Truth without love is harshness; love without truth is sentimentality.”  In her book Insight, Tasha Eurich suggests methods and exercises for engaging with our ‘loving critics,’ in service of improving honest and loving self-awareness, connection, and leadership.

Mesler book window

I have two goals this week on vacation:  Hike and read.

I brought Anam Cara by John O’Donohue, Self-Renewal by John W. Gardner, and What Moves at the Margins, a collection of Toni Morrison’s eloquent and important nonfiction writing.  Little did I know that the ideas in these books, read concurrently by cosmic accident (or more likely by divine inspiration), would weave in meaning with one another, as well as with my deepest and most meaningful life lessons to date.  How rewarding and awe-inspiring!

I pray today that my ‘soul’ and ‘noble friends’ know how much I appreciate their presence, guidance, support, and love; and that I may come even remotely close to serving them similarly.  May we all look to bless one another with our own souls every day.

There Is a Good “I” in TEAM

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The joke goes like this:  “There’s no ‘I’ in team… Yes there is; it’s hidden in the A-hole.”  The point of the joke is valid:  Self-absorbed and self-serving individuals make bad teammates.

Yes, AND:  There must be certain kinds of I’s on any good team:  Each of us must have a uniquely contributory identity and role in order for our team to function well.  Diversity—of experience, ideas, and perspective—is always the strength of a good team.  Homogeneity leads to extinction in nature.

Also, we all have to get in the same boat and row in the same direction—each of us I’s must join wholly in the We in order for Us to accomplish anything meaningful.  It is the balance of the Good I and TEAM that determines an organization’s success.

The Good I:  Self-differentiation

We all recognize the kind ofI” who makes team life miserable—that person who’s always competing, always one up-ing us, constantly reminding us how great they are, wondering why we don’t notice.  But then there are the I’s whom we respect.  They exude a quiet confidence, speak their truth with grace.  We seek their opinion even, or especially, when we know it will differ from our own.  Anyone on the team could be either of these people: captain, quarterback, goalie, setter, relay anchor, department chair, CEO, professor, senior resident, intern, president.  Standing out for the sake of lording power over others, or advancing one’s own interests at others’ expense, is the “hidden I” in the A-hole.  This is the bad I.

The ability to stand up and out for our core values and integrity, even in the face of anxiety and external pressure to conform, however, is the Good I; it is an expression of self-differentiation.  To do this well, and to contribute to the team as a creative individual, requires self-awareness, emotional and social intelligence, and self-regulation.  In order to self-differentiate effectively, we must work on ourselves, not just promote ourselves.  It’s not about getting what’s ours in a world of scarcity; it’s about owning our talents and claiming our agency to make a unique and meaningful contribution to the whole.

TEAM: Attunement

If all we ever do is work on ourselves, however, without looking up and around, we may disregard important relationships.  I may have an important contribution to make.  But if I cannot communicate my ideas in a way that you understand, or if I come off as condescending, arrogant, dismissive, aggressive, or otherwise unpleasant, I undermine my own effectiveness, and stymie forward progress of the team.

The ability to withhold judgment, seek understanding of and from others, and recognize their unique and important contributions, is the art of attunement.  Simply, it is the practice of awareness and constructive responsiveness to others.  When I am attuned, I know when I need to set context before pitching my idea.  I observe my colleagues’ posture, body language, tone of voice, and facial expressions.  I query for (mis)understanding.  I hold space for open dialogue, debate, and idea exchange.  This kind of resonance, when successful, facilitates the wave propagation of teamwork, and advances objectives faster and more efficiently with the synergy of morale.

Some might see self-differentiation and attunement as opposed or dichotomous—you can or should be one or the other.  Rather, we should consider them as complementary and counterbalancing.  We should each pursue proficiency and mastery of both skill sets, and practice them as both individuals and as whole teams.  I can be both a self-differentiated and attuned leader of my department.  My department can be both a self-differentiated and attuned member of my organization.  My organization can be both a self-differentiated and attuned member of our profession or industry.  And we can all, individuals and organizations alike, be both self-differentiated and attuned members of society at large.

TEAMS get things done when we well-self-differentiated I’s attune to one another and march together on our shared mission—regardless of the size, mission, or make-up of our teams.  Every successful team is made up of individuals who claim their unique strengths, and then direct those strengths in service of the greater good, the overarching intention of the We.

Such harmonious and resonant balance is the quintessential win-win.

Insight While Driving to Work

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Training for Better Angels, it occurs to me:
Confidence in excellent communication skills in order to enter difficult conversations without bailing or lashing out… is akin to the core stability required to get into and out of a deep squat.
It’s the bending down, feet flat, head up, in control and not falling over, that is the challenge—not the forcing up in a quick, mindless burst of brute strength. Bearing the load all the way down and standing back up gracefully, without causing or suffering injury: that is where our real power lies, in the gym and in conversation.

A Community of Champions

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Spoiler Alert:  Big Bang Theory Series Finale!

* * * * *

When was the last time you felt totally safe, at work, to address the central relational challenges that hold you and your team back from your best performance?

How often at work can you really assess and evaluate your own interpersonal skills, their impact on those around you, and on the organization as a whole?

How much time and energy do your teams waste being stymied by relational issues, stuck in redundant, dysfunctional power struggles up and down the organizational hierarchy?

How do you feel in your body just reading these questions?  Perhaps tense and frustrated?

* * * * *

We, the eight participants and two faculty members of Leading Organizations to Health Cohort 11, reported palpable heaviness upon convening for our second training retreat last Tuesday.  Despite the Colorado spring bursting with blooms, wildlife, and vast clear blue skies, dark clouds hung over our collective consciousness, each for our own reasons.  Throughout the week we shared stories of successes, challenges, conflicts, power and powerlessness.  We practiced appreciative inquiry and relational coordination, and explored the insidious impact of unearned privilege.  We spent three days in intense skills training, supporting one another through viscerally gnarly role plays and open, honest feedback about how we impact the group.

In the midst of all this deep work, we also shared meals, walks, a horseback ride, and life stories around a fire pit and drippy s’mores.  As we debriefed around the circle on the last day, something had shifted:  overall we now felt refueled and energized.  The air buzzed with the anticipation of learners on the verge of integrating our emerging skills, excited to bring it all home to practice.  The clouds had parted.  We will keep in touch through peer coaching groups—our newly established, intense-support network.  In my heart, I feel we are really becoming a family.

 

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I headed to the mountains straight from the session, for 24 hours of processing and decompression (and more washi tape card-making).  More and more I marveled at what a rare opportunity I have in LOH, to be led and learn to lead in this relationship-centered way.  For these ten months I am immersed in a professional learning lab, experimenting with different ways of speaking, acting, and being, safe among fellow professionals also grappling with this skill set.  It just does not get any better than this!

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On my way down from the mountains, I listened to an interview with Bonnie St. John on Ozan Varol’s podcast, Famous Failures.  She is the first African-American to win medals in Winter Paralympic competition as a ski racer; she is a lower extremity amputee.  She is also an author, an entrepreneur, and a former member of the Clinton administration.  Her story is inspiring, please take a listen!  At the end of the interview she describes asking a former coach about how he built champions.  He said he never built individual champions; rather, he built communities of champions.  You can only push one person so far, he said; but an allied group of people will hold one another up, push each other harder, make each other better, take one another farther.

That is exactly how I experience LOH—my best self is challenged and called forth in the most loving and professional way.  We hold space for all our struggles, allowing the learnings (epiphanies, in my experience!) to emerge.  It is deeply and literally inspiring.  Though I already do so much of this inner work on my own, there is a profound and unparalleled synergy from learning in this group—we serve as one another’s pit crew for the journey toward our better selves at work and in life.

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Nobody succeeds alone.  In the series finale of The Big Bang Theory (my favorite TV show of all time, which I missed while at LOH!), Sheldon (the obliviously self-centered genius) finally realizes this.  During his Nobel Prize acceptance speech, he acknowledges his sudden and profound appreciation for his family and friends, crediting his success to their unconditional love and support, and recognizing them in front of an international audience.  LOH made this finale even more meaningful to me than it already would have been.

It is always through the struggles that we grow.  When struggle together, any and all successes are amplified exponentially.  My nine new friends will make me immeasurably more successful, both professionally and personally, than I would ever be without them.  God bless them all, and may the work we do together ripple out for the benefit of all whose lives we touch.

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Training My Better Angels

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First, Happy Mother’s Day to all!

So friends, what do the Better Angels of your nature feel like?  What do they do, how do they speak and act, especially when encountering those with opposing political views to yours?

A New Tribe

Yesterday I attended a skills workshop run by Better Angels, an organization I have admired for a while.  Their stated mission:

Better Angels is a citizens’ organization uniting red and blue Americans in a working alliance to depolarize America

  • We try to understand the other side’s point of view, even if we don’t agree with it
  • We engage those we disagree with, looking for common ground and ways to work together
  • We support principles that bring us together rather than divide us

On the garden level of a Lutheran church on a drizzly afternoon, we sat quietly in a big circle of folding chairs.  I noticed one black woman, one other Asian woman, and everybody else was white.  Most of us were at least Gen Xers; I estimated maybe one third were Baby Boomers.  It seemed about equal numbers of men and women.  Among the 30 or so participants, 6 of us identified as ‘red-leaning.’  The moderators set a clear and firm expectation that we all respect one another, and especially attended to those in the political minority.  As the facilitator explained the objectives and skills, people listened attentively.  Expressions and postures demonstrated eager engagement.  A sincere and almost sad, desperate longing for bipartisan connection permeated the air.

We were all there to practice listening skills to help one another feel heard.  Speaking skills would also be taught, to facilitate ourselves being heard by our counterparts.  Though I felt confident in these skills already, I looked forward to strengthening them in a new group setting.  When I saw we would do role plays I got super excited!  The method, designed by family therapist Bill Doherty, was brilliant—we paired with a same-color partner, and took turns playing blue and red, challenging ourselves to resist judgment, stay open, tune in to our own and each other’s whole presence, and imagine the minds of ‘the other side,’ inviting all of our whole selves to connect.  The central objective was to create an atmosphere of openness, non-judgment, and balanced, mutual engagement.

The Spark

Even before the activities started I thought, “I want to learn how to lead this.  I want to participate, to contribute in a bigger way.”  So when they invited us to stay afterward if we were interested in moderator training, I practically leapt out of my seat.  Turns out you have to apply—no problem—and good, they have standards, yay!  Once accepted, you complete about 15 hours of online training and a Zoom call with established moderators.  Then you commit to moderating three workshops in the coming year.  Woo hoooooooooo!  There are only 8 moderators in all of Illinois, all from north of I-80.  Better Angels holds firm a 50/50 ratio between red and blue volunteers, and disproportionally more blue folks apply, so I may have ‘competition.’  That’s okay—we’re truly all on the same team here!

Ready, Set, Wait–I’ Got This.

When I got home and opened the application, I hesitated a moment.  They seek, first and foremost, volunteers experienced in group facilitation.  Yikes, I don’t have that, I thought.  And yet I felt intrinsically comfortable in that group setting, imagining myself co-leading with relaxed confidence and grace.  Huh, interesting.  I own this communication skill set, as well as the ability to teach it—I feel eminently qualified for this role.  Where did I get that?

Part of the application required a condensed resume, so I pulled up my CV.  Maybe I’ll find something in here to make the case that despite my lack of group facilitation experience, I’m still qualified, I hoped.  I laughed out loud when I realized, I have been facilitating groups for ten years now—every month with my medical students, discussing topics like professionalism, medical errors, burnout, difficult patients, and interacting with industry, among others.  I’ve also conducted workshops teaching motivational interviewing, the quintessential skill set in open and honest dialogue!  In all of these settings it’s my job to make the environment safe for candid discussion, to model non-judgment and open, honest questions.  I lead role plays in which people take on both patient and provider roles to practice empathy for their counterparts.  I have written on this blog multiple times about how much I learn every time I meet with these groups.  No wonder I felt so at ease in the workshop yesterday, I’ve been doing this—training my and others’ Better Angels—for a decade already, and I did not even realize it.  How cosmic.

So my application is submitted!  I should hear in 15 days.

* * *

Friends, would you consider joining this group?  What are you curious about?  What makes you hesitate?  Who in your circles would be great at this work, and will you share this information with them?

Thank you for reading, and wish me luck!

Elephant to Elephant:  How to Change People’s Minds

 

Friends!!  If you read only one thing today, stop here and click on this link to James Clear’s essay on why facts do not change minds.  It’s very similar to Ozan Varol’s post of a similar title from last year.  That piece prompted a prolonged conversation on my Facebook page two months ago, which I described and shared here.

The Trigger

I’m thinking hard again about facts and changing minds now, as the number of new measles cases skyrockets not just in the US but around the world.  I’m so angry that we have to fight his war again—a war we had won as of 2000.  I’m so frustrated that because of the actions of a relative few, the health and safety of the very many and vulnerable are once again at risk.  I know my colleagues and many in the general public share my sentiments, and we often end up shaming and deriding our ‘anti-vaxxer’ peers.  We hurl facts and statistics at them, incredulous at their intransigence to the truth of science.

In the end everybody digs in, feelings get hurt, relationships suffer, and the outbreaks progress.

There is a better way.

James and Ozan (I imagine them as friends and so refer to them by first name) explain it eloquently in the posts I share here, and I really encourage you to click on those links.

The Metaphor

Personally, I return often to Jonathan Haidt’s analogy of our mind as an elephant (the emotional, limbic brain) and its rider (cognitive, rational brain).  We think, as rational beings, that our riders steer our elephants.  But psychology research and evidence tells us that the elephant goes where it wants; the rider rationalizes the path.  That is why facts do not change people’s minds—they are the rider’s domain.

Chip and Dan Heath, in their book Switch, take Haidt’s idea further in their formula for behavior change:

  1. Direct the rider (provide the facts, rationale, and method),
  2. Motivate the elephant (make the message meaningful on a personal, emotional level), and
  3. Shape the path (shorten the distance, remove obstacles).

It occurred to me recently that when I flood you with facts about measles and vaccines, I speak only through my rider.  You listen (or not) as both rider and elephant.  But as Simon Sinek describes eloquently in Start With Why, the elephant limbic brain has no capacity for language.  And facts, conveyed in words, have no emotional meaning or context.  So unless your rider is somehow really driving in this moment, my rider’s appeal will not move you.  Your elephant does not understand my rider, thus I cannot steer you where I want you to go.

The Approach

So how can I motivate your elephant?  If I’m using words, I can tell a story.  But the words of any story matter far less than the emotions the story evokes.  If I can relate with your own past experience, point you to a loss, a gratitude, or some shared connecting experience between us, then your elephant may hear me.  If I tell my story with honesty, authenticity, and humility, then my rider serves as translator for my elephant, communicating directly with your elephant.

But the most important connection between our elephants, if I really want to change your mind, is my presence.  Researchers agree that a vast majority of communication, up to 90%, occurs non-verbally.  Even if my rider interpreter tells a great story, my attitude carries the real message.  This manifests in my tone of voice, facial expressions, posture, stance, and all kinds of other subtle, nonverbal, subconscious cues—all seen and understood by your elephant, because they emanate from mine.  Even if my story tugs at your heart strings, you will defend your position if you feel me to be righteous, shaming, condescending, etc.  Elephants are smart; they know not to come out if it’s not safe.  And if my elephant is at all on the attack (see anger and frustration above), your elephant knows full well not to show itself.

It’s not the words we say or the things we do—it’s not the method that counts.  It’s how we are, how we make people feel—the approach—that gains us access to people’s consciousness and allows us to influence their thinking (which is really their feeling).

So I calm my rider and elephant first.  Deep breaths.  Then instead of my rider jumping off my elephant and charging at you with a wad of sharp verbal sticks, she sits back in her seat.  My elephant humbly ambles alongside yours on the savannah of community and (humanity), shares some sweet grass, points to the water hole where we both want to go.  I invite your inner pachyderm lovingly on a shared adventure toward optimal health for us all.  Rather than rush, berate, or agitate you, I wait.  I encourage.  I welcome.

James Clear writes, “Facts don’t change minds.  Friendship does,” and “Be kind first, be right later.”

My elephant fully concurs.

 

Some Facts, because I’m a doctor after all:

  • As of last Friday, May 3, 2019, there were 764 known cases of measles in the United States. According to the CDC, “This is the greatest number of cases reported in the U.S. since 1994 and since measles was declared eliminated in 2000.”
  • About 2/3 of patients are unvaccinated; 1/10 have been vaccinated, and the vaccination status of the rest is unknown.
  • 44% of patients are children under 4 years of age.

See this article in the Washington Post from today for more statistics.

For answers to frequently asked questions about Measles, please refer to the CDC measles FAQ webpage.

Please talk to your doctor if you are unsure about your risk.

 

This Is My Hogwarts

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My friends, I belong.  This weekend marked the beginning of a ten month training program in communication, leadership, connection, and creativity.  9 of us made it to Colorado after the bomb cyclone (Patrick, we missed you—can’t wait to meet you in May!) to launch Cohort 11 of Leading Organizations to Health (LOH).  Our teachers, Tony Suchman and Diane Rawlins, led us through three days of introspection, skills acquisition and practice, and formation in community.  It all happened at the Sylvan Dale Guest Ranch in Loveland, surrounded by mountains, river, wildlife, and a rich history of family and hospitality.

We are training in relationship-centered care and administration, helping one another embody our best relationship tendencies, so we may help our organizations function at higher levels of connection and effectiveness.  It’s too exciting!

I walked into the lodge at Sylvan Dale, saw the vaulted ceiling with the icicle lights, and immediately thought of Hogwarts.  I came to this place, called by something to the Why of my soul, to be with others like me.  We are here to train, to hone our skills for good.  Within the first session I realized I can totally be myself in this crowd.  Here, I’m no longer a lone voice focused on relationships ahead of everything else, no longer the only one who cannot help seeing how the nature of our relationships permeates every interaction, every decision—and how we recreate them in every moment.  No more self-editing and explaining, tip-toeing around what matters most to me.  I can fully inhabit my relationship convictions here, in this space and among these new friends.  I feel an ease of purpose and values in this group that I come to, like a deep well, to fill my bucket and irrigate my garden of personal and professional growth.  Here, I am not a black sheep.

I now have 9 new people-nodes to connect and integrate into my existing relationship webs—a new and emerging system.  We share stories with common themes, new insights, and mutual support.  These ten months we will form and evolve as individuals as well as a community.  It’s a type of love, really…  At least that’s how it feels to me.  Hooray!