Dr. Heidi Grant

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How to Keep Happiness From Fading

August 14, 2012 by Heidi Grant 3 Comments

No matter how miserable you are feeling at the moment, if you look back, there have surely been events in your life that have made you happy.  Maybe the time you bought your first car, or the time you received that long-desired promotion.  Or the time you lost fifteen pounds and were able to get back into your favorite jeans without cutting off your circulation.  When good things happen, we feel positive emotions – like excitement, relief, pride, and of course, happiness.  These feelings are essential for our well-being. 
But the problem is, happiness doesn’t usually last.  The excitement of that first car purchase wears off, the thrill of the promotion gives way to the anxiety of handling the responsibilities that came with it.  Sure, you think, it’s nice to be a size 8 again.  But it would be really great to be a size 6…
Psychologists call this phenomenon hedonic adaptation – the idea is that no matter how good something makes us feel (or, for the record, how bad), most of the time we drift back to where we started, emotionally-speaking. One often-cited study famously showed that despite their initial euphoria, lottery winners were no happier than non-winners eighteen months later.  The same tendency to return to “baseline” has been shown to occur after marriage, voluntary job changes, and promotions – the kinds of things we usually expect to change our happiness and well-being for the better in a permanent way.
Why can’t we make the happiness last?  Psychologists (and renown happiness experts) Kennon Sheldon and Sonja Lyubomirsky argue in a recent paper that our hedonic adaption occurs for two reasons. 
When a positive change first occurs (say, you move into a great new house), there are usually lots of positive events happening as a result.  You get to break in that new six-burner range, take a long bath in your first soaking tub, and appreciate the roominess of your new garage. But over time, there are fewer positive events to experience, because you get used to all the home’s features, and after a while you just don’t notice them anymore.  With fewer positive events, and thus fewer positive emotions (excitement, pride, happiness), your newfound well-being can’t be sustained.
The second reason happiness fades is that even when positive events continue – if, for instance, your fitness and healthy eating habits leave you looking great, and this results in lots of new opportunities for romance on a regular basis –  the change begins to simply be seen as the “new normal.”   And as a result, your aspiration level shifts – you feel like you need to look even better.  Nobel-prize winning psychologist Daniel Kahneman has referredto this process as a kind of “satisfaction treadmill.” Because we continuously shift our standards upward once we’ve reached them, we’ve got to keep running in order to feel satisfied again.
But don’t despair – it ispossible to make happiness last, by slowing the adaptation process, or even halting it all together.  Sheldon and Lyubomirsky found in a recent study that two anti-adaptation tools were effective in sustaining gains in happiness over time:  variety and appreciation.
Variety is, as we all know, the spice of life.  But it’s also a potent weapon against  adaptation, because we don’t get “used to” positive events when our experiences are novel, or unexpected.  When, on the other hand, a positive experience is repetitive – when you know exactly what to expect – you don’t get the same kick out of it. 
Positive changes that are experienced in a variety of ways are more likely to lead to lasting happiness.  So you’ll be happier with your new spouse if you spend time doing new things together, rather than getting stuck in a boring routine.  You’ll be happier at your job if you are able to tackle new tasks and challenges – if there is some day-to-day variety in what you do.   You’ll be happier with your soaker tub if you run out and get yourself some new bubble bath, or try lighting candles (or maybe ask someone to join you in it.)
The happiness you get from doing anything will fade if you do it the same way every day, so mix things up.  Think about this beforemaking a change because you believe it will make you happier – will you be able to experience whatever it is in a variety of ways?   Because if the answer is no, don’t expect the happiness to last.
Tool #2, appreciation, is in many ways the opposite of adaptation – it’s going out of your way to focus on something, rather than taking it for granted or letting it fade into the background.  Appreciating can mean paying attention or noticing, but it is even more powerful when you take it further – when you savor something, delighting in its qualities and relishing how it makes you feel, or when you experience gratitude, a sense of being fortunate for being in your current circumstances compared to others, or compared to where you have been in the past.  When we appreciate our positive experiences, when we turn our mind’s eye toward them again and again in joy and wonder, we don’t just make our happiness last – we kick it up a notch, too.
Human beings spend a lot of time trying to figure out what will make them happy, but not nearly enough time trying to hang on to the happiness they already have.  In a way, this is like focusing all your energy on making more money, without giving any thought to what you’ll do with the money you’ve already earned.  The key to wealth, like the key to happiness, is to not only look for new opportunities, but to make the most of the ones you’ve been given. 


Don’t forget to check out my new online course, The Optimal Mindset.

You Are (Probably) Wrong About You

August 7, 2012 by Heidi Grant 3 Comments

If you want to be more successful — at anything — than you are right now, you need to know yourself and your skills. And when you fall short of your goals, you need to know why. This should be no problem; after all, who knows you better than you do?
And yet your own ratings of your personality traits — for instance, how open-minded, conscientious, or impulsive you are — correlate with the impressions of other people (who know you well) at around .40. In other words, how you see yourself and how other people see you are only very modestly correlated.
Who’s right? Who knows you best? Well, the research suggests that they do — other people’s assessment of your personality predicts your behavior, on average, better than your assessment does. The truth is, we don’t know ourselves nearly as well as we think we do. When it comes to performance, our surprising self-ignorance makes understanding where we went right and where we went wrong difficult, to say the least.

At the root of the problem is the human brain itself. There’s a lot going on in there, but just because it’s your brain doesn’t mean you know what it’s doing.

In his fascinating book Strangers to Ourselves, psychologist Timothy Wilson summarizes decades of research on what he calls our adaptive unconscious, showing us just how much of what we do during every moment of every day — what we think, how we feel, the goals we pursue and the actions we take — is happening below our conscious awareness. Some of it we can notice if we engage in a little self-reflection, but much of it we simply cannot — it’s not directly accessible to us at all.
Why would our brains work this way? For the most part, the answer seems to be because it’s wildly efficient. I’ve often made the analogy that if our nonconscious mind’s processing power is like that of a NASA super-computer, then by comparison, our conscious mind can handle roughly the contents of a Post-it note. It’s limited and slow, and when too much is asked of it, it starts dropping things. If we had to do everything we do consciously, then we’d be so busy remembering to breathe and not fall over that we couldn’t get much else accomplished. By handing operations over to the nonconscious mind — including high-level, complex operations like pursuing goals — we make productivity possible.
The downside, of course, is that when things go wrong we have an understandably difficult time figuring out why, given that we weren’t completely conscious of what we were doing in the first place. It’s like an old-fashioned murder mystery — there’s a dead body on the floor, and it’s the detective’s job to figure out what happened, even though he was miles away when the murder occurred. He rounds up the suspects and weighs the evidence, and thereby discovers who’s to blame.
When you fail to reach a goal — say, for instance, you give an important presentation and it doesn’t go well — you become the detective (once again, largely unconsciously). You gather up the usual suspects to see who is responsible for your failure: lack of innate ability, lack of effort, poor preparation, using the wrong strategy, bad luck, etc. Of all of these possible culprits, it’s lack of innate ability we most frequently hold responsible, like the much-maligned butler in an Agatha Christie novel. In Western countries — and nowhere more so than in the U.S. — innate ability is the go-to explanation for all of our successes and our failures.
The problem is that the evidence — the kind gathered by scientists over the last thirty years of study of motivation and achievement — suggests that innate ability is rarely to blame for either succeeding or falling short. (If you’ve blamed your poor performances in the past on a lack of ability, don’t feel bad. We’ve all done it. The butler seems guilty. Just please don’t do it anymore.)
If we are going to ever improve performance, we need to place blame where it belongs. We need solid evidence about where we went wrong. Unfortunately, that’s the kind of evidence that usually doesn’t make it to our consciousness on its own, making self-diagnosis practically impossible. We need help getting the right answers.
The good news is that this is basically what research psychologists (particularly those working in social, cognitive, and consumer psychology) do for a living — we figure out what questions we can ask you to get at what’s really going on underneath the surface. Because if we ask you flat out why you didn’t get that promotion, or why you can’t get along with your coworkers, or why you can’t seem to lose that last 15 pounds, you’ll probably say something like “I just don’t have what it takes,” and we already know that’s wrong.
But what if you’re not working with a psychologist, or doing a 360 review, or getting enough feedback from your boss or your coworkers? Then what do you do?
I wrote a blog post (that became a Harvard Business Press e-book) called Nine Things Successful People Do Differently. In the time since it was first published, I’ve received more than a few emails from readers asking how they can know if they are doing enough of each thing. How do I know if I am really a realistic optimist? Am I being specific enough? Have I built up enough willpower? Good questions. And once again, very difficult to self-diagnose — and improvement is impossible without good answers. This is why I recently created the Nine Things Diagnostic. It’s a set of questions you can answer online and get immediate feedback (for free) that tells you which of the Nine Things you need to work on, and which ones you have already mastered.
You certainly don’t need to take my diagnostic to figure out how where your weaknesses lie. The point is that you will absolutely need feedback — the kind you can trust — because trying to figure it all out on your own is close to impossible. Relying on our intuitions alone for self-knowledge is dangerous, because thanks to the nature of the adaptive unconscious, they are often no more accurate than a shot in the dark.

Excerpt from SUCCEED: Building the Self-Control Muscle

July 30, 2012 by Heidi Grant Leave a Comment

2003 was not a good year for me.  It was the year that I turned 30, separated from my first husband, and lived in near-constant dread of not finding a job before my postdoctoral funding ran out.  I coped badly with the end of my marriage and the uncertainty of my career.  I ate whatever I wanted, gave up completely on exercising, and rapidly packed on the pounds.  I went out most nights to bars with friends and drank a bit too much.  Some days I slept until noon.  My apartment was a mess.  My work suffered.  I spent money impulsively, thinking new clothes and dinner at fancy restaurants would make me feel better, and blew right through my savings.  It was the lowest point in my life, and I was miserable.
Eventually, having hit bottom, I began the slow crawl back up again.  Oddly enough, that change began when I brought home a 10-week old puppy.  Lucy is a Miniature Schnauzer, and anyone familiar with the breed, or with terriers in general, knows that the little buggers are verydemanding dogs.   Lucy required a lot of me – regular walks, house-breaking, grooming, feeding, playing, and eternal vigilance to prevent the destruction of yet another of my prized possessions when I wasn’t looking (Lucy is a chewer – my shoes, books, and coffee table were her favorites).  Since I was living in an apartment in New York City, she had to be walked several times a day in order to do her doggie business.  This typically started at around 5am – quite a change from my usual habit of trying to get up before lunch. 
The long and short of it is, I was exercising a lot of self-control in order to care for this dog.  It took effort, it took planning, and it took a whole lot of patience.  The first few weeks were incredibly difficult, mostly because I had grown so unaccustomed to being responsible for anything.  But as time passed, it started getting easier.  I got used to my new routines, and after a while getting up at 5am didn’t seem nearly so hard.  The funny thing is, other aspects of my life started improving as well.  I stopped going out so much, started eating better, and rejoined the gym.  My apartment was looking cleaner (despite Lucy’s best efforts to redecorate), my laundry pile was shrinking, and my bank statements grew less terrifying.  I clipped coupons, I looked for sales.  My work improved – I was publishing papers again, generating new ideas, speaking at conferences.  I interviewed for and was offered a professorship at Lehigh University.  And shortly after my 31st birthday, I met my future husband (ok, that one I can’t really take credit for, other than for recognizing a good thing when I see it.)
I’m telling you all this because I think that year in my life nicely illustrates something about the nature of self-control.  In the beginning of this book, I introduced you to the idea of the self-control muscle.   Just like the muscles in your body, your capacity for self-control dwindles when you don’t exercise it.   When I turned 30 and my marriage fell apart, I basically put my self-control on bed rest, and  it atrophied.  When the time came and I needed to rely on my self-control again to care for a new puppy, it was much like returning to the gym after a years-long absence – it hurt like hell and I was easily winded.  Then, as I exercised my self-control each day, by sticking to my new routines, it started getting stronger.  With that new strength, I found I could start tackling my other challenges and get my life back on track.  
I am not, for the record, recommending that if you’re having trouble reaching your goals, you run out and buy a dog.  There are lots of ways to strengthen your self-control muscle, and I’ll share with you some of the ones psychologists have tested in this chapter.   It’s also important to remember that, like your bicep or tricep, your self-control muscle can get tired-out from exercise, leaving you vulnerable immediately after you’ve given it a workout.  So you’ll need to know how you can help your self-control to bounce back after you’ve done something really taxing.  You may also benefit from learning a few other strategies you can use to compensate in those moments when you’ve used up all your strength and can’t afford to wait for your second wind.    
Want to learn more?  Check out the paperback or e-book versions of Succeed: How We Can Reach Our Goals.

How Firstborns and Secondborns Compare

July 30, 2012 by Heidi Grant 4 Comments

People have long been fascinated with birth order and how it shapes our lives.  If Abel weren’t the younger brother, would Cain still have jealously murdered him?  Is Alec the most successful Baldwin because he is the eldest?  What role did birth order play in the destinies of the Kennedys, the Bushes, or the brothers Clinton?
There are countless books on the subject, though the claims they make are not always based on objective evidence.  But thanks to recent research conducted in Belgium and the Netherlands, we now know that first- and secondborns do indeed see the world differently in ways that impact their motivation and likelihood of career and personal success.
We all approach the goals we pursue with one of two mindsets: what I call the Be-Good mindset, where the focus is on proving that you have a lot of ability and that you already know what you’re doing, and the Get-Bettermindset, where the focus is on developingyour ability and learning new skills.  You can think of it as the difference between wanting to show that you are smart versus wanting to get smarter.
When we have a Be-Good mindset, we are constantly comparing our performance to other people, to see how we “size up.”  A Get-Better mindset, on the other hand, leads instead to self-comparison and a concern with making progress– how well am I doing today, compared with how I did yesterday, last month, or last year?
In a study of over three hundred undergraduates (sets of siblings), the researchers found that firstborn siblings were significantly more likely to have Get-Better goals and use self-referenced standards, than secondborns.  Secondborns, in contrast, were more likely to pursue Be-Good goals and compare their own performance to that of others.  (Incidentally, these differences emerged whether the siblings were describing themselves, or one another other.)
Why do first- and secondborns end up with different mindsets?  At least in part, it’s because when they are young, firstborns generally don’t have anyone to compare themselves to – and neither do their parents.   When little Alec starts crawling, speaking, and walking, he hears things like “Wow, two weeks ago he could only sit up and now look at him go!”  “Last month he seemed to only say a few words and now he never stops talking!”  The focus of attention is on individual progress, with only your own past behavior as a reference – this naturally leads to more Get-Better thinking.
Younger siblings, on the other hand, have someone to compare themselves to from the very beginning.  So little Daniel is more likely to hear “He spoke sooner than Alec did,” or “He’s not crawling as quickly as Alec, is he?”  It’s quite natural for parents (and children) to make these comparisons, but their unintended consequence is the potential for much more Be-Good thinking.
The problem with Be-Goodgoals is while they are very motivating, they tend to backfire when things get hard.  We quickly start to doubt our ability (“Oh no, maybe I’m notgood at this!”), and this creates a lot of anxiety.  Ironically, worrying about your ability makes you much more likely to ultimately fail.  And if you think you don’t have what it takes to succeed, you give up on yourself way too soon and never reach your full potential.
Get-Better goals, on the other hand, are practically bullet-proof.  When we think about what we are doing in terms of learning and improving, accepting that we may make some mistakes along the way, we stay motivated despite the setbacks that might occur. 
Now, of course there will be plenty of firstborns with a Be-Good mindset who feel they need to be better than everyone else (think Cain), and plenty of secondborns with a Get-Better mindset who aren’t obsessed with comparison (Prince Harry seems to be more of a march-to-your-own-drummer type).  But if you are a secondborn who suspects you’ve been a victim of too much Be-Goodthinking, don’t despair!  You can retrain your brain and shift your mindset with patience and practice.
How can you reframe your goals in terms of Getting Better? Here are the three steps:
Step 1:  Start by embracing the fact that when something is difficult and unfamiliar, you will need some time to really get a handle on it.  You may make some mistakes, and that’s ok.
Step 2:  Remember to ask for help when you run into trouble.  Needing help doesn’t mean you aren’t capable – in fact, the opposite is true.  Only the very foolish believe they can do everything on their own.
Step 3: Try not to compare yourself to other people – instead, deliberately compare your performance today to your performance yesterday.  Focusing on getting better means always thinking in terms of progress, not perfection.

The Success Myth

July 26, 2012 by Heidi Grant 2 Comments

This post appeared originally on WSJ.com (At Work)

Quick: Think of a successful person.  Someone who is really good at what they do.
Now, in a word or phrase, tell me why that person has been so successful. What makes them so good?
Obviously, I can’t hear your answer.  But I’d be willing to wager that it had something to do with innate ability. 
“He’s so brilliant.” 
“She’s a genius.”
“He’s a natural leader.” 
These are the kinds of answers people — particularly Americans — tend to give when you ask them why certain individuals have enjoyed so much success.
Pro athletes, tech whizzes, bold entrepreneurs, accomplished musicians, gifted writers: We marvel at their extraordinary aptitude, assuming they must have won the DNA lottery to be so good at what they do.
Deep down, many of us believe that the key ingredient to success is innate ability. So, naturally, we try to stick to doing the things that come easily to us, while avoiding wasting time and energy on the things that don’t.  (How many times have you heard someone say “I’m just not a math person”?  How many times have you said it?) 
This would all be fine, if success really was all about innate ability. 
But it isn’t. It isn’t even mostly about innate ability.
When you study achievement for a living, as I do, one of the first things you learn is that measures of “ability” (like IQ) do a shockingly poor job of predicting future success.  Intelligence, creativity, willpower, social skill aptitudes like these are not only profoundly malleable (i.e., they grow with experience and effort), but they are just one small piece of the achievement puzzle.
So, what does predict success? Research tells us it’s using the right strategies that leads to accomplishment and achievement. Sounds simple, but strategies like being committed, recognizing temptations, planning ahead, monitoring your progress, persisting when the going gets tough, making an effort, and perhaps most important believing you can improve, can make all the difference between success and failure.
The problem with thinking that success is all about ability, is that it can lead to crippling self-doubt.  When something doesn’t come easily, we assume that we “just don’t have what it takes,” and we stop trying. We close doors, robbing ourselves of opportunities to realize our full potential.
By contrast, studies show that people who believe that their skills and abilities can grow not only succeed more, but they also enjoy their work more, cope more effectively with challenges, and experience less anxiety and depression.
So the next time you find yourself thinking, “I’m just not good at this,” remember, you’re just not good at it yet.

Try the (free) Nine Things Diagnostics and Pinpoint Your Goal Saboteurs!

July 10, 2012 by Heidi Grant Leave a Comment

Many readers of Nine Things Successful People Do Differently have written to me, asking for a way to figure out how well they are doing with respect to each Thing.  Am I being specific enough?  Am I a realistic optimist?  Do I have enough grit?  


Now, you have a tool you can use to assess your goal strengths and weaknesses, and determine which areas you should concentrate on to maximize your success.  It’s called the Nine Things Diagnostics, and it’s free!   Answer the questions online, and at the end you can print out a summary of your results to use as a guide.

Or, ask your employees to complete the Diagnostics, to help them get a better handle on where they should focus while reading the Nine Things e-book.  I also offer webinars and on-site seminars for more in-depth Nine Things training.

Good luck with your goals!

Heidi Grant Halvorson

CLICK HERE TO TAKE THE NINE THINGS DIAGNOSTICS

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