by Jenny Rose | Aug 27, 2022 | Connection & Community, Emotional Intelligence
A little over three years ago I wrote a post titled “Questions Before Engagement.”
Since then, the world has changed, and so have I.
I’m not on social media, but my biggest writing cheerleader is, and he tells me people are talking about how to recognize red flags. He suggested I post again about problematic behavior patterns.
A red flag is a warning sign indicating we need to pay attention. It doesn’t necessarily mean all is lost, or we’ve made a terrible mistake, or it’s time to run. It might be whoever we’re dealing with is simply having a bad day. Nobody’s perfect.
Image by Gerd Altmann from Pixabay
A persistent pattern of red flags is significant. Ignoring problematic behavior sets us up to get hurt.
The problem with managing red flags is we may be flying several ourselves, and until we figure out our own behavior we’re going to struggle to deal effectively with others.
We all have an excellent built-in system alerting us to possible danger. We call it intuition, going with our gut, or having a hunch or a feeling. We may not know why we feel uneasy, but we subconsciously pick up on threatening or “off” behavior from others. The difficulty is we’re frequently actively taught to disregard our gut feelings, especially as women. We’re being dramatic, or hysterical, or a bitch. We’re drawing attention to ourselves, or making a scene. What we saw, heard or felt wasn’t real. It didn’t happen, or if it did happen, we brought it on ourselves.
We live in a culture that’s increasingly invalidating. Having a bad feeling about someone is framed as being hateful, engaging in profiling, or being exclusive rather than inclusive. Social pressure makes it hard to speak up when we feel uncomfortable. Many of the most influential among us believe their money and power place them above the law, and this appears to be true in some cases. In the absence of justice, we become apathetic. What’s the point of responding to our intuition and trying to keep our connections clean and healthy when we can’t get any support in doing so?
If we grow up being told we can’t trust our own feelings and perceptions, we’re dangerously handicapped; we don’t respond to our intuition because we don’t trust it. We talk ourselves out of self-defense. We recognize red flags on some level, but we don’t trust ourselves enough to respond appropriately. Indeed, some of us have been severely punished for responding appropriately, so we’ve learned to normalize and accept inappropriate behavior.
So before we concern ourselves with others’ behavior, we need to do some self-assessment:
- Do we trust ourselves?
- Do we respond to our intuition?
- Do we choose to defend ourselves?
- Do we have healthy personal boundaries?
- Do we keep our word to ourselves?
- Do we know how to say both yes and no?
- Do we know what our needs are?
- Are we willing to look at our situation and relationships clearly and honestly, no matter how unwelcome the truth might be?
Photo by freestocks.org on Unsplash
Once we’ve become familiar with our own motivation and behavior patterns, we can turn our attention outward and focus on the behavior of those we interact with.
Red flags frequently seem too bad to be true. In intimate relationships with partners and family, the anguish of acknowledging toxic or dangerous behavior and setting limits around it cannot be overstated. Those we are closest to trigger our deepest and most volatile passions. This is why it’s so important to be honest with ourselves.
The widest lens through which to examine any given relationship is that of power-over or power-with. I say ‘lens’ because we must look and see, not listen for what we want to hear. Talk is cheap. People lie. Observation over time tells us more than words ever could. In the case of a stranger offering unwanted help with groceries, we don’t have an opportunity to observe over time, but we can say a clear “no” and immediately notice if our no is respected or ignored. We may have no more than a minute or two to decide to take evasive or defensive action.
If we are not in an emergency situation, or dealing with a family member or person we’ve known for a long time, it might be easier to discern if they’re generally working for power-with or power-over. However, many folks are quite adept at using the right words and hiding their true agenda. Their actions over time will invariably clarify the truth.
Power-over versus power-with is a simple way to examine behavior. No labels and jargon involved. No politics. No concern with age, race, ethnicity, biological sex, or gender expression. Each position of power is identifiable by a cluster of behaviors along a continuum. We decide how far we are willing to slide in one direction or another.
Power-Over
- Silencing, deplatforming, threatening, personal attacks, forced teaming, bullying, controlling
- Win and be right at all costs
- Gaslighting, projection, DARVO tactics (Deny, Attack, Reverse Victim and Offender)
- Fostering confusion, distrust, disinformation, and violence
- Dishonesty
- Poor communication and refusing to answer questions
- Emotional unavailability
- High-conflict behavior
- Blaming and shaming of others
- Refusal to respect boundaries
- Inconsistent
- Refusal to discuss, debate, learn new information, take no for an answer
- Lack of reciprocity
- Lack of interest in the needs and experiences of others
Power-With
- Encouraging questions, feedback, open discussion, new information, ongoing learning, critical thinking
- Prioritizing connection, collaboration, and cooperation over winning and being right; tolerance
- Clear, consistent, honest communication
- Fostering clarity, trust, information (facts), healthy boundaries, reciprocity, authenticity, and peaceful problem solving
- Emotionally available and intelligent
- Taking responsibility for choices and consequences
- Words and actions are consistent over time
- Respect and empathy for others
We don’t need to be in the dark about red flags. Here are some highly recommended resources:
- The Gift of Fear by Gavin de Becker
- Bill Eddy’s website and books about high-conflict personalities
- Controlling People by Patricia Evans
Image by Bob Dmyt from Pixabay
by Jenny Rose | Aug 20, 2022 | Connection & Community, Emotional Intelligence
Trust: Firm belief in the reliability, truth, ability or strength of someone or something (Oxford Online Dictionary)
Mistrust: General sense of unease towards someone or something
Distrust: Specific lack of trust based on experience or reliable information
Leo Babauta recently published a piece on practicing trust which has given me much food for thought.
Trust is an uncomfortable subject for me. For most of my life I’ve considered myself to be shamefully distrustful. As I’ve learned emotional intelligence, I’ve realized I have plenty of good reasons for my mistrust and distrust, but there’s still a part of me that feels I should be more trusting, more willing to give others a second, or third, or hundredth chance, less guarded, more open, more forgiving.
Photo by Liane Metzler on Unsplash
Except I know intellectually forgiveness does not mean an automatic reinstatement of trust.
In my heart, I feel like a bad person, especially a bad woman, because throughout my life people who say they love me have appeared to be hurt by my lack of trust. Yet those same people have given me reasons not to trust them.
When I wind up in these confusing emotional cul-de-sacs, I blame myself. I’m being too dramatic (again). I’m being a bitch. I’m mean. I can’t love, or let anyone love me. (Does trust = love? Does all love automatically come with trust?) When I explain the specific events leading to my mis- or distrust, I’ve frequently been told the other party doesn’t remember saying what they said or doing what they did. This implies I’m nitpicking, ridiculously sensitive, keeping score, or even making it up. I wonder if I’m being gaslighted, or if I’m just not a nice person.
Years and years ago I made a rule for myself: give every situation or person three chances before deciding not to trust. It still feels fair to me. Sometimes things happen. We have a bad day. We say hurtful things, or don’t keep our word, or make a boneheaded choice, breaking trust with someone. I know I’ve done it, and I’d like to be given the benefit of a doubt.
The benefit of a doubt is fair, right?
I still follow that rule. It feels appropriately kind to others and like good self-care. Yet I feel guilt nearly every day over the people in my life who I want to trust, feel that I should trust, and don’t trust.
Babauta’s article specifically addresses signs of distrust of ourselves, and some ideas about practicing self-trust. I never connected problems with focus, fear or uncertainty, procrastination or indecision with lack of self-trust, but I can see they might be. If we don’t trust our priorities, resilience, or choices, it’s difficult to be decisive or take risks with commitments and problem solving.
If we don’t trust ourselves to cope effectively with sudden changes and reversals and frightening situations, uncertainty and chaos disable us, making us vulnerable to anyone or anything promising relief, certainty, or help.
The boundary between trust in ourselves and trust in others is permeable. If we define ourselves, as I do, as “having trust issues,” presumably that includes issues with ourselves as well as others.
It makes me shudder to imagine living with no feeling of belief in the reliability, truth, ability or strength of anyone or anything. How could anyone sustain such an emotionally isolated condition, not only from those around them but from themselves?
I do have people in my life I trust. Is it possible I don’t have trust issues? Is that just a polite, apologetic, and roundabout way of avoiding a direct “I don’t trust you?”
Do I have to answer that?
It’s true I trust far fewer people than I distrust.
But it’s also true I give people and situations a chance. Three chances, in fact. At least.
Why does it seem so cruel to tell someone we don’t trust them?
Trust, as I experience it, is not all or nothing. I might trust a person to be kind and caring but never allow them to drive me anywhere. I might trust a person with money but never trust them to be on time. I trust myself to be there for others, but I haven’t trusted myself to be there for me.
Consumerism is about distrust. We’re actively groomed to distrust ourselves. Yesterday I was laughing with a friend about articles on MSN. There was an article about trends and fashion in decorating, as though it matters. Shiplap is out. White kitchens are out. Accent walls are out. Then there was an article about how to properly fold plastic grocery bags. I’m not kidding. Did you know you’ve been storing plastic grocery bags the WRONG WAY all these years? How could you be so incompetent? A capitalist culture only survives as long as people buy things, and advertising (and a lot of other media) is about the ways you need to improve, do it right, be better.
Advertising is manufactured distrust. We’re inadequate, but a widget would make us better. We buy, and we discover we still don’t feel good enough, and another ad tells us we need a nidget. So we buy that, but then we see a gidget on sale that will make us even better …
Who benefits most from our lack of trust in ourselves?
I believe information is power. I believe education is power. I believe in science, data, and critical thinking. I trust those things.
Who benefits most from the breakdown of public education, the demonization and gutting of scientific organizations and communities, manufactured misinformation, manufactured disinformation, and “alternative facts?”
Photo by roya ann miller on Unsplash
The Center For Nonviolent Communication says trust is a human need; it’s listed under connection needs. When our needs aren’t met, our health (mental, physical, emotional) suffers. If we are unable to trust we’re wide open to conspiracy theorists, ideologues, authoritarians, and other abusers and manipulators. Predators happily gorge off the results of manufactured distrust.
This is a big, big, problem, because it stands between us and managing things like climate change. Which, depending on who you talk to, isn’t even real because science has been the target of so much manufactured distrust.
One day, sooner rather than later in the Southwest, a switch won’t deliver electricity and a faucet won’t deliver water. Scientists have been talking about consequences of climate change and drought in the area for decades. It was one of the reasons I left my lifelong home in Colorado and came to Maine nearly eight years ago. A combination of manufactured distrust, denial, and the misplaced priority of winning the next election have effectively stopped any kind of collaborative or cooperative problem-solving around water usage throughout the Colorado River watershed, and here we are, on the brink of multi-state disaster that will affect the whole country.
Trust is a choice we make many times a day. Do we trust our families, coworkers, and friends? Do we trust the headlines we read, the news anchor we hear, or the algorithms providing us with “information” on social media? Do we trust what lands in our Inbox or the unfamiliar number calling us? Do we trust the oncoming car will really stop so we can safely walk across the busy street?
More importantly, do we trust our own instincts, feelings, and capability? Do we actively teach our children to trust theirs? Do we encourage our friends and loved ones to trust themselves? Or do we tell people they have it wrong, it didn’t happen, they’re being ridiculous, they don’t understand?
Choice comes with consequences and responsibility. Choice is dynamic; do we trust if we make a choice that doesn’t work out the way we hoped, we’ll choose again? Do we trust ourselves to be wrong and learn something before we choose again? Do we trust our ability to problem solve, bounce back, and do the best we can most of the time?
I suppose somewhere between having no trust at all and trusting everyone and everything lies a fine line of willingness to trust. We could approach new situations and people with curiosity and an open mind, be big enough to give the benefit of the doubt, and have healthy enough boundaries and the self-trust to disengage when we have evidence and experience indicating our trust is misplaced.
The first step in rejecting manufactured distrust is building trust in ourselves and demonstrating our own reliability, truth, ability and strength as we engage with others.
Photo by Ryan Moreno on Unsplash
by Jenny Rose | Aug 13, 2022 | Connection & Community, Emotional Intelligence
Image by Bob Dmyt from Pixabay
I’ve always enjoyed problem solving. It’s surely one of life’s most important skills. However, I’ve often felt blocked by others when I set out to solve a problem that includes someone else, and this brief piece by Seth Godin may have just helped me see why.
Godin makes a distinction between a problem (implying a solution(s)) and a situation, something outside our power to change.
He points out the first step in solving a problem is to agree a problem exists.
Whoops!
I learned as a child to be deeply self-reliant and as independent as possible. More often than not, asking for help or understanding made whatever situation I was struggling with much, much worse. So I learned not to. I don’t deny problems to myself, but I don’t share them readily, either. Being honest about what’s not working makes us vulnerable. It means we have to come out of hiding. It’s risky. I don’t want to be that direct and clear about my experience, because it feels disempowering and dangerous.
Learning curves are messy, and as I’ve worked on being more connected with others, I’ve gradually risked sharing problems involving others.
Sometimes I’ve received support and understanding, along with good advice and questions to help me better define whatever I’m dealing with.
Sometimes I’ve felt shut down and silenced.
I’ve never started with an objective discussion in which I clearly state the nature of my problem and ask for another point of view. Is it a problem for anyone else in the picture, or is it a situation? Do others involved feel it’s a problem worth solving? Can we agree to move forward together to seek a solution, even if there’s no easy or certain one right now?
I leap directly to problem solving before I’ve had any agreement that anyone else experiences a problem. I change my behavior, come up with strategies, and start tackling the problem. When my problem-solving strategies cause friction with others, I’m hurt and angry. This is a problem, right? I’m trying to solve my problem. I’m not asking you to solve it, I’m solving it. Why can’t you let me take care of my needs?
It would work if we all lived in bubbles instead of a web of interconnection, but inevitably, if I change my behavior, those connected to me are affected. And we don’t like it when people rock our boats, especially if we don’t believe in the problem they’re trying to manage.
Photo by Ashkan Forouzani on Unsplash
Like, say, coping with a global health crisis. The last three years have been a marvelous illustration of what happens when people disagree about problems and solutions (or at least mitigations). Chaos. Undermining. Disinformation. Division. Even violence.
When we can’t find validation for our feeling of urgency around a problem, then what?
I can’t answer for anyone else, but I set out to ease or solve the problem with solutions I have the power to implement. Sometimes they’re small tweaks. Sometimes they’re extreme, scorched-earth, desperate choices because I saw no other way.
Sometimes my problem is someone else’s convenience, pleasure, or deliberate choice.
Sometimes, and this is worth mentioning loudly, I tackle problems not belonging to me. I do it out of good intentions, with a desire to strengthen connection, but it rarely works out well. The problems of others are not mine to solve. It’s hard for me to understand mild bitching is not a plea for assistance in solving a problem. This is an area in which I continue to work on healthy boundaries.
Refusing to help, stalling, or obstructing problem-solving doesn’t stop me from going forward with solutions to my own challenges. It simply sends me underground, which is where I work most comfortably anyway.
Another block to solving problems: The Status Quo. Good old SQ.
If, and it’s a big if, we can agree on the problem, the SQ will immediately spring to life and block every attempt to make different choices. The SQ is comfortable. It knows what to expect. It understands how current systems and dynamics work. If something changes, the problem might become worse. It might multiply into several other problems. Change is hard. It might cost too much money. We don’t have time and energy for it right now. We’re not focused. We’ll forget. We’re too distracted. It’s not that big a problem, after all. In fact, why are you making such a fuss over nothing? Are you tired? Or sick? Or about to get your period? Are you in menopause? Are you having a bad day, sweetheart? Why don’t you relax and have a drink? Or a pint of ice cream? Or a pill? Or a cigarette? You’ll feel better then.
Don’t you think you’re being a little dramatic?
The SQ, you see, doesn’t want to lose any power, especially power it stole from others on the way to becoming the SQ. If you solve your problem, the SQ might lose ground. Not acceptable. You wouldn’t want to solve your problem at the expense of the SQ, would you?
I’ve written before about Bill Eddy’s work on high-conflict personalities. One of his strategies is to ask people who are dissatisfied or actively complaining for a plan. This acknowledges the perceived problem, invites ideas about solving it, and helps the high-conflict person feel heard and validated. It also asks them to take responsibility for changing the situation in such a way that a refusal is obvious and public. It forces active contribution rather than passive trouble-making. Are they complaining as a habit, or are they serious about creating a better way to do things?
Image by Valeria Lo Iacono from Pixabay
I’ve tried this, and in real life some people will simply shrug and say, “I dunno.” They have no plan. They have no interest in a plan. I don’t know if they don’t see a problem needing a solution, or they’re lazy, or simply deeply invested in complaining and don’t want to lose the source of their complaint. For whatever reason, they stonewall the process of problem solving.
Some folks will respond to a request for a plan. Often, people do have ideas about what might work better, what might be worth trying, or are interested in coming up with a new system. They only want an invitation.
A third response is the most problematic. These are the people who refuse to be clear. They won’t admit there is a problem, but there might be. They won’t admit it needs to be, might be, or could be solved. They won’t take any responsibility for the problem, even if they’re an involved stakeholder. They refuse to consider solutions and possible outcomes. They stall, obstruct, and speak for the status quo.
They don’t openly refuse to cooperate, but their noncooperation makes the message clear: It’s not who I am. I won’t remember. It’s silly. It’s too much trouble. It’s inconvenient. I’m not doing that!
I’ve drawn a new map for problem solving:
- Define the problem. Be sure it belongs to me.
- Seek agreement on the defined problem from others directly involved with or affected by it.
- Ask everyone involved (including myself) for a plan. Consider each plan. Think about why, how and if it might or might not work. Come up with possible outcomes, positive and negative, for each plan.
- Choose a plan, or to delay, or redefine the problem as a situation, at least for now.
I can’t help feeling it’s far easier to just solve problems on my own. Seriously.
On the other hand, I’m not alone in my house, my workplace, my community, or my life. Probably a good thing. Problems are inevitable, and solving them can be a team sport.
But not with everyone.
by Jenny Rose | Jul 30, 2022 | Connection & Community, Emotional Intelligence
“Unity does not mean sameness. It means oneness of purpose.”
–Priscilla Shirer
Photo by Evan Kirby on Unsplash
I’ve been thinking about this quote for a couple of weeks now. It’s especially relevant for these times, when social and political tensions are so high around division and unity.
We’ve understood the strength inherent in unity for a long time, but what exactly is unity? Oxford Online Dictionary defines it as “the state of being united or joined as a whole.” Note ‘sameness’ is not part of the definition.
Division and disconnection, however, are excellent ways to disempower individuals or groups of people. Authoritarians know this and take advantage of successful strategies and tools to achieve social chaos, violence, and play on our innate paranoia and tendency to distrust and blame others. Controlling media and communication as well as the flow of information (facts), stamping out free speech and critical thinking, invalidating science and data, weakening education, and allowing ideologues, fanatics, and seriously disordered people to gain and maintain positions of power are direct frontal attacks on unity.
We can see how highly effective such strategies are. Slowly, we’ve drifted into the belief that unity is sameness. Black and white can’t work together. Men and women are enemies. Republicans and Democrats, left and right, vaxers and anti-vaxers, must all maintain oppositional positions.
But unity does not mean sameness.
Neither can unity be forced. Some time ago I wrote about Gaven de Becker’s book, The Gift of Fear. As far as I’m concerned, this should be required reading for every woman in the world. One of the concepts de Becker has coined is that of “forced teaming.”
Forced teaming is an intentional, directed manipulation projecting shared purpose or experience where none exists. It’s an effort to force premature trust and false intimacy. The example de Becker uses involves a strange man approaching a woman juggling bags of groceries and offering to help. Ignoring the response of “No, thank you,” the man speaks in an insistent, friendly, pleasant way of “we.” “We neighbors need to help one another out.” The woman, polite and not wanting to be unpleasant to this nice man, acquiesces. She unlocks her door and lets the man in with a couple of bags of her groceries.
Photo by Peter Forster on Unsplash
Forced teaming is extremely hard to deal with because it’s subtle, and rejecting it feels rude.
Rude.
I tripped over that word and fell flat on my face. My inability and complete unwillingness to ever be rude has handcuffed me my whole life. It’s opened me up to abuse and trauma, silenced me, and fueled my self-hatred and self-harm.
All because I didn’t want to be rude.
I never consider whether someone is being rude to me. All I have room for is the desire to avoid behaving in such a way at all costs.
Ladies, when a strange man approaches us in a vulnerable situation, it’s rude. And dangerous. He may mean well. He may not. We can’t tell and we’re fools if we trust a strange man when we’re in an unsafe situation. I don’t care how well he’s disguised as Prince Charming or how solicitous and warm and friendly he is. Forced teaming does not occur in a situation of coincidence. It’s deliberate and directed at manipulating us. Are we unable to push past the taboo of rudeness and say, “I didn’t ask for your help and I don’t want it”? Would we rather put ourselves at real risk for violence? Is the social mandate against rudeness, especially for women, that strong?
It’s not, when I lay it out like this, on the screen, in words. Of course I can see how foolish it is to put manners ahead of my own health and safety. But in the moment, I’d be a woman who didn’t notice my “No, thank you,” was ignored. I wouldn’t want to make a fuss or a scene. I wouldn’t want to hurt the nice guy’s feelings. I wouldn’t want to be a bitch.
I wouldn’t want to be rude.
Oxford Online Dictionary defines rude as “offensively impolite or ill-mannered; startlingly abrupt.”
Notice the subjectivity of that definition. Many people currently appear to believe disagreement is rude. Biological fact is rude. The truth is rude. Boundaries are rude. Questions are rude. Discussion and debate are rude. Speaking up in self-defense is rude. Saying no is rude.
Photo by Gemma Evans on Unsplash
Rudeness is tricky. We all have a private list of rude behaviors that make us cringe. It’s important to note the list varies from person to person. I’ve known people who were brought up to consider sneezing out loud rude. They go through all kinds of contortions to avoid it, emitting a variety of hilarious sounds. It always makes me smile when I run into this. I wasn’t raised with a prohibition against sneezing, so to my way of thinking it’s not rude if the sneeze is covered or contained and a murmured “excuse me” follows it.
Rudeness is so often in the eye of the beholder.
Of course, those who try to control us with forced teaming and other manipulative techniques will be loud about how rude we are when we refuse to accept those tactics. We’re likely to be publicly shamed and called hateful names.
But we’re less likely to get dragged into a car, raped, or murdered.
It boils down to the old problem of saying no. If we decide saying no is rude, the only polite way to live is to have no power and no boundaries. Who would benefit from a such a compliant and disempowered population?
I like the idea of oneness of purpose. It’s a container for strength, cooperation, and integrity. However, this, too, is a minefield because, to put it rudely, people lie about their purpose and agenda. Forced teaming comes into play. A small group with intentions to grab power approaches a larger, well-established and organized group working for empowerment and support of a marginalized population and says we’re with you! We want the same thing! Look how alike we are! You have to include us!
Individuals and groups who have been marginalized are particularly loath to repel this kind of invasion because they believe in kindness, tolerance, and an equal playing field, and they know from their own experience how painful and unjust systemic discrimination and bigotry are. They are successfully infiltrated, manipulated, and weakened from the inside by the smaller group, who never had any intention of working and playing well with others and only wanted to co-opt the established group’s presence, position, and power for their own ends.
To achieve oneness of purpose, we would have to agree on priorities, have equal access to information (facts) and resources, create strategies and systems to improve our situation, tell the truth, and consent to work with people different from us in a variety of ways.
It sounds lovely. It also sounds like fantasy in our current social context.
Never in my lifetime has unity felt so out of reach.
Never in my lifetime has unity appeared so necessary.
Photo by Helena Lopes on Unsplash
by Jenny Rose | Jul 2, 2022 | Boundaries, Emotional Intelligence
By John Rose
I’ve written in detail about boundaries before. I’ve spent a lot of time on the concept because boundaries were a key piece of healthy functioning I never understood or had before I was 50, and that lack caused constant problems and stress in my life.
This week I came across some questions about budgeting from Seth Godin that really caught my eye and started me thinking about boundaries again. Budgeting is much in my mind as we transition into our new house, new systems, and a new routine for everything from cleaning out the cat boxes to paying the bills.
A budget, in essence, is a boundary. I never thought of it that way before, but a budget is a framework we agree to stay within as we manage the resource of money. Boundaries are not specific to money, and three of the questions Godin proposed can be applied widely:
- Are you able to understand yourself and your needs well enough to put boundaries around them? If you don’t, are you aware enough to know what you need to learn so you can?
- Are you willing to be on the hook for managing your life so you don’t exceed your resource (time, energy, money, etc.)?
- Can you embrace the imperfect nature of life and plans as you lean into boundaries and flex when appropriate?
Godin comes at this as a businessman, but the idea of budgeting (effectively managing financial resource) can be expanded to include any resource.
It strikes me budgeting is adulting. It requires a clear picture of expenditure and income, the ability to think ahead, the humility to acknowledge what we don’t know and need to learn. Whether we’re trying to shape a more effective life or remodel a bathroom, the process is the same. What’s not working? What are the needs? What are our options for change? What will the project cost in terms of resource over a period of time? What do we need in terms of resource for learning what we don’t know? Are we investing our resource wisely? What’s the starting point?
(This circles back around to showing our work, the subject of last week’s post.)
If we can’t dig into these questions, we can’t become a professional adult.
Budgeting also requires responsibility. Are we willing to be on the hook? Are we willing to make written commitments to ourselves and others? Are we willing to build in consequences for failing to meet our commitments, both to ourselves and others?
Lastly, perfectionism is not resilient. Plans, budgets, and boundaries are frameworks. They support us in meeting our goals and functioning effectively and appropriately. While we’re making plans and drawing up spreadsheets, however, life happens. Pandemics happen. Economic changes come and go. New technology comes onto the market. We often need to flex, consider new information, accommodate change, deal with delay and unexpected events.
None of those inevitabilities are excuses for abdicating from creating boundaries. If we care enough to take charge of our own lives or dive into a project, clarity and boundaries are essential, including a budget. It’s not good enough to fly by the seat of our pants, to say contractors won’t work within a budget anyway, or budgeting ruins the fun, or we’re unwilling to compromise in order to maintain our boundaries.
If we won’t take responsibility for our endeavors, why should contractors or anyone else? If we can’t manage boundaries around our lives and resource, why should anyone else respect our needs? If we won’t do the up-front planning and work and communicate it clearly to those we’re engaged with, how can we expect to meet our goals?
Photo by rawpixel.com on Unsplash
Moving into a new house invariably results in needing skilled tradesmen like plumbers and electricians. Such people are not easy to find, especially in a small city. Obviously, one wants someone who is skilled, but I’ve also been reminded how important it is to find someone who runs an effective business. Liking and appreciating people who do work for us and being pleased with the work done doesn’t balance out lack of written bids, receipts, invoices, contracts, etc. I can’t budget if I don’t have good information. I can’t plan payments. Flying by the seat of one’s pants is not good business. It leaves both customer and service provider in the dark. Fortunately, I keep good notes and records, but there’s a big difference between a handwritten (by me) list of dates and amounts paid (Labor? Equipment? Was this the outside faucet or the leaking sink? How much more will I owe? When is the final total due?) and a professional invoice indicating costs for equipment, labor, the work that was done, and payment status.
Budgeting and boundaries. What an odd couple. Recognizing budgeting as a boundary makes me determined to embrace it, no matter how uncomfortable it is. I know all too well the result of having poor boundaries.
