Why We Should Take Each Other Seriously

Do you want to be taken seriously? I would have a difficult time imagining that you don’t.

The desire to be taken seriously is the fuel that powers strange personality traits that you’ve likely observed in yourself and others, including:

  • Your Facebook friends who meticulously curate their online presence in an effort to appear as if they have their shit together. Pay no attention to that man behind the curtain, Dorothy.
  • People who are “busy”. They’ve just had a lot on, you know? Things are crazy with the kids and there’s this huge project at work that only they can do properly so there go their weekends! Last seen opening a second bottle of white wine at 7:00 on a Monday night because “cheat day!”.
  • “Fanboys” who surrender a not insignificant portion of their identity to interests they can not directly participate in or outcomes they can not meaningfully impact. Depending on the selected devotion, this can assume the shape of either hipster escapism or – more typically – living vicariously through the success of others (see: devout fans of sports teams, athletes, bands, artists, etc.).
    • This phenomenon can also be observed in:
      • Those who dedicate themselves fully to a job they don’t believe in.
      • Those dedicated to being a “present” parent to the point of having no individual identity outside of this pursuit. When asked how they are, these parents will tell you how their kids are doing.

It would be unfairly reductive to say that the desire to be taken seriously is the sole cause of these and other, similar behaviors. That’s not the point I wish to make. Rather, I would like us to turn the mirror back onto ourselves. How seriously would you (or do you) take people who fall into one of the categories listed above?

None of us is more important than anybody else. This isn’t a revolutionary idea. It’s safe to say that a large majority of the human race believe this to be true on at least a philosophical level. Not many people would claim to be superior to others; above the fray. To believe that you are better than anybody else – that there is anybody “not worth your time” – is a particularly off-putting brand of solipsism.

That said, observed human behavior (which may include your own) would seem to suggest that such espoused beliefs may be merely rhetoric. If none of us thinks that we’re better than anybody else, why are we routinely jerks to one another?

The problem is introduced when we must adhere to this philosophy in real life.

Talking about being fair is easy. Meanwhile, doing? Well, don’t we all have enough to do already?

What does this kind of behavior look like?

  • Any number of aggressive traffic maneuvers. Nobody needs to get to their destination as urgently as you!
  • Elbowing in front of kids on train station escalators. Kids aren’t really people, right? Where do they have to be that’s so important? They have their whole lives to get to the top of the escalator!
  • Spilling some coffee on the counter of the office canteen but leaving it for somebody else to clean up. That’s what interns are for, right? You? You’re late for a meeting!

You get the idea.

In all of these instances, the “bully” (let’s just call the behavior what it is, even if I’m stretching the definition past the inherent intentionality) considers nobody but themselves. Are they doing this to be a dick? Hopefully not. Most times, they’re probably perfectly nice people. So how does this happen? Where do nice people go wrong?

Inside their minds – unseen to all, including (usually) themselves – a complicated calculus is determining their actions. This calculus can be conceptualized as a flow chart of sorts; the reduction of complex social and natural scenarios to a ruthlessly efficient series of tripwires and routinized responses.

The result? They elbow in front of kids on the escalator not because they closely examined the children and considered their adolescent circumstances to be of only marginal importance when contrasted against those of the adults about, but because they didn’t think about the kids at all.

They thought only of themselves.

This type of behavior is indicative of a profound lack of regard for the needs of anybody but the self. We can look each other in the eye and claim to be selfless and socially responsible citizens who have time for everybody because that internal calculus – that ruthless flowchart – that controls our actions like a fanboy controls Lara Croft allows us to effortlessly maintain sufficient cognitive distance between effect and cause. We behave like jerks and let ourselves off the hook because, well, we didn’t mean to hurt anybody.

This is where the allegedly universal philosophy – believe it as we may – falls over entirely.

Being passively rude to strangers is bad enough but it is merely a symptom and not the disease (depending on the circumstances). The problem truly becomes a tragedy when we allow it to creep into our interpersonal relationships.

Over the last ten years I directly managed somewhere in the neighborhood of a thousand staff, almost all of them younger than me and still pursuing undergraduate degrees or – more generally and with mixed results – “being twenty something”.

I had hundreds of encounters with these staff members while they were under my management, but one sticks out in my mind. This staff member found me after her shift one day and presented me with a gift. It was nothing fancy but it was very thoughtful (when selecting the gift, she had recalled a funny moment we had shared at work) and completely unexpected.

What had I done for her that she felt warranted this gift? I had seen that she was having a bad day and I asked her if she was okay.

No other staff member ever presented me with a gift, and I did my part to assist as many as I could. I had helped many with interpersonal problems they were facing, wrote letters of recommendations that helped some earn better jobs or places in their university, and just generally made myself available to them.

Sincere thanks was always offered for my assistance to those ends but the person who went beyond a mere “thank you” did so because I had done something she truly valued: I had taken her seriously. As repayment, she took me seriously.

Of those hundreds of staff interactions, this is the one that I still remember; that I still take seriously.

More recently I’ve begun tutoring at the University of Technology Sydney and in two years have directly worked with about 500 undergraduate and graduate students, the vast majority of whom are in their first year of study at their respective level.

At the end of each semester, these students are invited to complete anonymous student feedback surveys in order to help us improve the class for future students. One open-ended question on this survey asks what elements of our tutorials they particularly enjoyed or found useful. Many use this opportunity to explicitly acknowledge my acknowledgment of them. They go out of their way to thank me for taking them seriously.

The things I’ve done that they thank me for? Responding to emails, providing assistance ahead of assignment submissions, not playing favorites, and offering useful and constructive feedback on assignments. If you’re thinking that this list sounds like all the things that any teacher should be doing, I would agree with you.

Don’t mistake this anecdote for a low key explainabrag. The entire point is that I’ve merely taken my students seriously and they’ve responded in a way that suggests this type of behavior is not something they regularly encounter. Those of us who are willing to recall our undergraduate years honestly will probably sympathize with their situation, and it’s (sadly) telling that this feedback is only offered anonymously. Clearly there is some level of shame associated with feeling like we’re not consistently being taken seriously.

The way to undo this – to move toward a more respectful society that makes progress because of and not despite the presence of others – is to embrace self-awareness rather than self-absorption.

One of the most difficult obstacles to achieving this is – as I already mentioned – time. By and large we are busy people these days. To stop and give everybody our undivided attention and selfless devotion is not practical. Fortunately, it’s also not necessary.

To be merely aware as you move about the world would be to go a long way toward taking others seriously. To not elbow in on escalators. Not because you take the time to critically analyse the needs of the people whom you would be cutting off, but because you’re operating on the assumption that your needs are no more important than anybody else’s.

Herein lies the simple, overarching truth behind all of this: taking others seriously is not an active task that consumes time and energy. It’s actually as passive as not considering them at all. The difference is a fundamental shift in the baseline of your own awareness: to not rush, to not be aggressive, to not assume that your needs are more important; that you are more important.

If I took the time to actively integrate myself into the lives of my students, there would not be enough hours in the day. Further to that logistical obstacle, my introversion would cause me to collapse in a heap even as I explained how to construct a rigorous thesis for an academic essay.

To take others seriously is not to insert yourself – it’s to leave the door open. Of the 35-40 students I have in any one class, only two or three will ever take me up on my offers of extensive assistance. Maybe ten will email me at least once – usually about a question relating to attendance.

If I didn’t take them seriously? If I operated on the assumption that their undergraduate needs were inferior to my postgraduate needs and thus only relevant within the 80 minutes I’m paid to stand before them in a classroom? It would be no different to elbowing in front of them on an escalator. I wouldn’t have seen them in either scenario. I wouldn’t have taken them seriously.

Instead, I make the choice that you should also make: I take them seriously. I offer them the world and a few approach me to claim it. They respond to my taking them seriously and they take me seriously in kind. Once we find each other, there’s no need for curating our lives or surrendering pieces of our identity. We take each other as we are and we move forward.

As we all should.





Marginalia: “No One Understands You And What To Do About It”

Marginalia is a regular series on Toward Vandalia in which I review the books I’m reading and unpack their most valuable lessons.

Today I’m looking at No One Understands You And What To Do About It by Heidi Grant Halvorson.


Heidi Grant Halvorson is the Associate Director of the Motivation Science Center at the Columbia Business School. She first slipped onto my radar in a recap of the 2015 99U Conference, where she was presenting the findings from this book. Her other articles on 99U – where she writes about leadership and communication – are a good sample of both her writing style and unique insight.

With No One Understands You And What To Do About It, Halvorson manages to turn the same trick that David McRaney executed exceptionally with You Are Not So Smart – she makes issues of psychology not only approachable and digestable but also funny.

Here she is talking about the fact that mature-faced people are statistically more likely to be found guilty (92%) than baby-faced people (45%) in incidents that appear to be intentional:

… If someone with a delightfully babyish face, like Jennifer Lawrence, Leonardo DiCaprio, or a young Mark Hamill, ran over your begonias, you’d be likely to think he or she was just distracted by a frolicking puppy or a happy song on the radio. But when Clint Eastwood runs over your begonias, you’re pretty sure he’s doing it on purpose.

The book is divided into four sections that first get to the root of all this misunderstanding between people then delve into the lenses that affect how we see the world and how personality alters those lenses. The last section brings it all together and offers a workable strategy for being better understood as well as better understanding others.

In Part One, Halvorson reminds us that we are essentially unknowable (since nobody can plug directly into our brains) – a problem for those of us who believe we can be analyzed objectively and that others see us the way we see ourselves (or want to be seen). Not only can nobody see us this way (by rule!) but no two people are likely to see us in the same (if objectively incorrect) way.

Making matters worse is the fact that the people you would like to get to know you probably aren’t bothering – their attention is limited and so they use shortcuts to assign attributes to you.

This is complicated by cognitive dissonance and the primacy effect, which cause people to put you in the box they expect you to fit into and to assume that you will never change from their first impression of you, respectively.

Oh, and everybody thinks they’re better than you.

Generally speaking, other people will assume you share their opinions and attitudes, but not their abilities and moral character. With respect to the latter, they believe they are more talented and less corruptible than you are. Try not to take it personally.

However, perception can be “hacked” if you understand how it works. The process is carried out in two phases.

Phase 1 mostly occurs automatically, which could be good or bad depending on the moment.

A person’s “typical” behavior will change as a function of where he or she is, whom the person is with, and what he or she is trying to do.

Unfortunately, most people will stop mentally bothering with you at Phase 1 meaning that if you didn’t make a good first impression, you now have your work cut out for you.

This is overcome by getting people to shift into Phase 2 perception. In this phase they will take more time to analyze your behavior in context and attempt to construct a more accurate perception of you and your being. Granted, this takes more time and energy so most people won’t bother – and if you stuffed up in Phase 1, they’ll be less inclined to see the investment of added mental energy as being worth it.

You’ve experienced this yourself if you ever met somebody when they were having a bad day and wrote them off as being a grumpy / stern / serious / unpleasant person. Maybe you didn’t bother with them for a while after that until an unavoidable situation (perhaps a long car ride where there was no escape!) forced you to consider them again. Whether or not they really were a grumpy person, your perception was most likely refined for accuracy as a result of the extra consideration on your part.

Part Two gets into the three lenses that shape the way we all make the above perceptions.

The Trust Lens

This one is rather straightforward: people will assess whether or not they can trust you. They do this by looking for the answer to two questions about you:

  1. Are you a friend or an enemy?
  2. Are you capable of acting on your good or bad intentions?

Halvorson points out that both are important to consider:

The second question is just as important as the first, because if the answer to the second one is no, then you are more or less harmless no matter what your intentions are.

The answers to these questions are sussed out from the warmth and competence we display. Halvorson provides strategies for conveying both, including classics like maintaining eye contact and exercising will power. As she says:

Don’t advertise your personal demons.

The Power Lens

Halvorson offers some uplifting encouragement for dealing with powerful people:

It’s not so much that [powerful people] think they are better than you as it is they simply do not think about you at all.

Well.

Powerful people don’t have a lot of time and are less willing to spend that time on you unless you can prove your value. This is rather straightforward and recalls age-old advice for establishing job security: make yourself indispensable.

The Ego Lens

This final lens is perhaps the trickiest of all, as it’s all about self-preservation for the perceiver.

… The ego lens… has a single mission. In this case, it’s to see things in such a way that the perceiver comes out on top.

The perceiver pulls this off in one of four fascinating ways that seem ripped from the script of Mean Girls:

  1. They will convince themselves that they and their people are better than you and your people.
  2. They will decide that you are both similar and can thus share in any victories.
  3. They will determine that you aren’t actually competing for anything they want, so: no harm, no foul.
  4. If none of the above are possible, they will avoid you or attempt to destroy you.

Halvorson uses examples from job interviews with candidates of different sexes, races, and qualifications as compared to the interviewers to demonstrate how this plays out in real life (with or without the interviewer even being aware of it). Suffice it to say, you don’t want to be better looking (or smarter) than your interviewer – especially if they have low self esteem.

Halvorson recommends modesty and affirmation to overcome the trouble inherent to the ego lens.

Part Three shows how perception can be a function of personality. Halvorson examines promotion-focused (risk takers) and prevention-focused (risk averse) personalities and encourages readers to adapt their communication according a person’s dominant personality.

For a promotion-focused perceiver, frame your ideas in terms of potential gains or wins… For a prevention-focused perceiver, frame your ideas in terms of avoiding losses or mistakes.

Perhaps the most interesting part of the book for me was Halvorson’s examination of the secure, anxious and avoidant lenses. I have a tendency to be avoidant, so it was encouraging to see these often-misunderstood traits of mine presented as being very normal.

Herein lies the beauty of books such as this: you go in expecting to learn more about others but you end up learning a thing or two about yourself. Halvorson’s techniques for dealing with avoidant-attached people is, of course, useful for me in my dealings with other avoidant-attached people but it’s most beneficial as a means of understanding how I must be coming across to other people.

In short: be patient with avoidant-attached people and don’t take our stand-offishness personally.

The last section brings all of the above together and presents techniques for forcing the issue of perception when needed, as well as a rather intricate guide to crafting the perfect apology. The book concludes with tips on how to reverse-engineer Halvorson’s guide to being better understood into ways of better understanding others.

No One Understands You And What To Do About It is an easy read but is far from a superficial one. Halvorson has deconstructed a problem central to communication in our hyper-communicative world and offers strategies that can be employed in any aspects of our lives and within any context: home, work, school, the gym – anywhere!

She writes with an assured style and peppers in subtle, wink-wink humor to make sure you’re paying attention. Far from your average management or self-help book (which she notes in the intro she specifically tried to avoid writing), No One Understands You And What To Do About It entertains as much as it informs.





I Am Groot

Rupert is Groot.

Marvel’s Guardians of the Galaxy stole a lot of hearts over this year’s blockbuster season (I would say “summer”, but it’s winter here in Australia!), including my own. As you know, I love finding lessons in non-traditional places and there were lessons aplenty in this comedic space western. Spoiler alert: engaged.

Establishing Your Personal Brand Ain’t Easy

Peter Quill would really rather be known as Star-Lord (legendary outlaw) but he’s having a hard time getting it to catch on. Still, he persists in his efforts by embodying the values that he would like people to associate with Star-Lord. He has no time for the authorities, lots of time for the ladies and just the right amount of swashbuckling swagger for an outlaw cut from the John Stamos mold. His efforts are ultimately rewarded, paying off in a deeply satisfying and hilarious way toward the end of the film.

Sometimes It’s Best To Jump Right In

It’s usually a good idea to carefully plan your next actions, lest you wander too far down the wrong path. However, it can sometimes be easy to fall into a trap of planning paralysis in which you spend so much time trying to develop the perfect plan that you never make any real progress toward your goals. Groot takes this to an extreme when the Guardians are imprisoned toward the beginning of the film and are planning to escape. As Rocket Raccoon lays out his plan (complete with superfluous steps installed for his own amusement), Groot gets immediately stuck into his own assignment of removing a battery from the alarm system. Unfortunately, this forces the rest of the team into immediate and rushed action, but you have to admire his go-getting attitude.

Don’t Let Emotions Cloud Your Judgement

Drax the Destroyer blames Ronan (the film’s main villain) for the death of his family. Unfortunately, his drive for revenge handicaps him with severe tunnel-vision that nearly gets himself and the rest of the Guardians killed. Fortunately, he learns his lesson and – seeing at last that his own goal aligns with that of the Guardians – he finally chooses to join forces with the other Guardians in order to avenge his family.

Think Outside The Box / Never Give Up

When guns of all sizes and one spacecraft-turned-cannonball fails to stop Ronan from reaching the surface of the planet Xandar, Quill tries one last thing: song and dance. With Ronan moments away from laying waste to the entire planet, Quill busts a move and urges Ronan to “listen to these words” as he breaks down O-O-H Child. Naturally, it was all a ruse to distract Ronan and create the opportunity to destroy his warhammer, and it works to perfection. As long as there’s time on the clock, be willing to try anything and everything.

Take Time To Celebrate A Job Well Done

I am Groot.



ToVa Weekend: Entrepreneurship, Resistance, Rudeness

Rupert is reading 'Everything Matters!'

The weekend is here at last! As always, here is your roundup of the best of the week that was. This week: unleash your inner entrepreneur within the bureaucracy of your company, beware of creative resistance from within and learn to handle the worst behavior on the part of others.


Channel Your Inner Entrepreneur to Excel at Work

This is fantastic – one of the best career-advancement pieces I’ve seen in a few months. Lauren Berger shows you how to be an entrepreneur within a large company and the insights are invaluable, especially for those in Gen Y and Z who don’t see how their creative energies can be appreciated by the corporate machine. Tips like mastering your day job and being informed seem straightforward but they also tend to be the first things to slip and – as Berger points out – who’s going to take you and your ideas seriously when you can’t get your everyday duties right? Other pointers, like considering the view of your boss and his or her allies, round out a great article that will help you see yourself as something more than just another cog in the machine.


Why, #1

Steven Pressfield pauses to consider why he is writing his blog and why anybody would be reading it. It’s the first in what will become a series of posts and his ideas seem to mirror my own in many ways. Central to his thesis is the phrase “the rightful lord and owner of his own person”, which is taken from an oration delivered by Pericles in ancient Athens. Pressfield dives deep here, determining that this idea of autonomy relates to freedom from resistance both external and internal, making self-actualization the ultimate goal. It resonated with me because the ideas correlate with my aim for this website. It’ll resonate with you because it will remind you of your freedom to act.


How to Deal With Other People’s Rude Behavior

Do you know a few people who have irritating habits? A coworker who chews with their mouth open or a friend who helps themselves to bites of your dinner? You may have a social allergy, according to Dr. Michael Cunningham. He suggests that such behaviors fall into four categories according to how impersonal/personal and unintentional/intentional the behaviour is. As with most cases involving the behavior of others, though, the problem (and solution) might come back to your own attitude.


ToVa Rewind:
Welcome to Toward Vandalia!
Jellybeans Illustrate The Importance Of Maximizing Our Lives


Rupert and I are reading: Everything Matters! by Ron Currie, Jr.


Have a great weekend!