Recently, I was working with a husband and wife who also own and run a business together. One of the issues that came up was their differences in communicating, and how this creates challenges in their relationship (both personally and as co-managers).

I used a “word picture” that helped illustrate the difficulties they are experiencing in communicating with one another. [Like most things, word pictures have their pro’s & con’s. On the one hand, they can powerfully paint an image that drives home a key concept. On the other hand, if taken too far they “break down” in their ability to communicate clearly.]

Women often say to me, about their husband, “He just doesn’t get it. He doesn’t understand what I am trying to say.” They go on to complain about how he is a poor communicator and a terrible listener. While this may be true, I try to explain the situation this way.

Communication is not “all or nothing”. Most guys can communicate some (give us a break here, gals). But how they communicate and what they communicate are often qualitatively different than the messages their wives send.

It is like this. There is a broad spectrum of communication media. In the old days (only used rarely now), there was morse code. Morse code is made of those beeps that make up dots and dashes on telegraph wires. Beep, beep, (pause), beeeep, beep . . . There is a single tone. It has no words (the sounds make up letters, which make up words) but it is a form of communication.

Then there is AM radio. More information is sent — including words and music. But the spectrum of the frequency of sound communicated is limited — it can sound sort of “tinny”. But it is a lot more full than morse code. We then can move to FM radio – a deeper, richer fuller sound and tone. There is a richness communicated in classical music (and classic rock) that AM radio just can’t do.

But we are still only sending audio information. So let’s move to television — starting with black and white, and then color. Now we have a whole new set of information being communicated — auditory + visual — we get pictures and moving visual images versus just sound. The breadth of information that is communicated has multiplied significantly.

Finally, let’s go to 3D movies (with THX sound, of course). Wow, now you are talking! Rich, loud sound. Beautiful color images that look like real life in three dimensions. The breadth, depth and scope of what is being communicated is amazing.

The problem is: some people (usually guys) are only built with the equipment to send and/or receive morse code or AM radio frequencies. So it doesn’t matter how hard their wife tries to communicate effectively in television or 3D mode, he only “gets” part of the information. The rest of the waves just harmlessly bounce off of his forehead. He truly doesn’t get it. And for many, guys. They just can’t. They don’t understand the depth of feelings and emotions their wives experience and try to share.

So now matter how hard he tries, or how hard she tries, there is an element of lack of connection. It (usually) isn’t because he doesn’t want to; he just can’t communicate at the same level — he doesn’t think that way (e.g. in color, if he is a black & white TV), and the messages don’t get through to him.

Sorry to burst some of your bubbles, gals (some of you younger wives won’t believe me yet) with a shot of reality.

So what is the answer? Several applications, really.

1. Understand the level of complexity at which you communicate. Then try to understand the level at which your spouse/significant other communicates. Do your best to match your communication with their style (”Just the facts, ma’am).

2. Don’t expect your AM radio partner receive and understand TV signals. Adjust your expectations to reality. (A special word of encouragement for those of you married to male, introverted engineers and accountants.)

3. Find others in your life — friends, sisters, mothers — who communicate at the same level you do, and experience your deeper life support and communication with them. Living a life in an AM radio world when you have color TV capabilities is boring and frustrating. Get your needs met in these relationships, and continue to communicate as effectively as possible with your spouse.

A couple of other suggestions. Morse code receivers cannot receive as much information as an FM radio. They can’t process it quickly enough and get overloaded easily. Too many words and too much emotion can do the same for guys.

Also, note that I have been largely talking about male/female differences, but these issues occur within same gender relationships as well. Some guys are wired more complexly than others, and are more reflective and aware of their feelings. These guys have a hard time connecting with those who are more “just the facts, ma’am” type. And some gals want to go “deeper” in their conversations and relationships than others.

Not sure how to end this, except: beeeeeep, beep (pause) beep, beep, beep. Hang in there, gals. I am sure there is a good reason why guys can’t communicate at the deeper levels you do — we just need to figure out what it is. [Kudos to my wife, who as a 42″ flat-screen HDTV, has endured living with an old FM tube radio for 30 years.]

I wrote about trust in business relationships a few months ago. But the issue of trust in relationships keeps coming up again and again in the work I do. Really, it is the lack of trust that continues to reappear. The issue is so foundational to healthy relationships, I feel compelled to write on the topic again – and explain the nature of trust more deeply.

What is trust, really? One definition is: “to place confidence in” or “rely on”.

Recently, I have worked with families, family businesses, couples, parents & teens, Boards of Directors (numerous ones) where a number of individuals within these systems don’t trust one another. And, unfortunately, the problem is that they have learned not to trust. That is, in many cases there was some level of trust previously that has now been undermined.

How does this happen?

Let’s first talk about some key components that are needed for trust to exist. One model defines trust as being comprised of three core components: competency, reliability, and looking out for your interests. Let’s look at each component more closely.

Competency. As I have stated previously, trust is situation-specific. Trust can only truly be defined within a context. No adult (except foolishly) trusts someone for all things in all situations. [Children may, but I have to think about that.] This is because no one is competent in every skill needed in life.

I may trust my financial advisor to develop a balanced approach to investing my savings, but I am not going to entrust my body to him to do heart surgery – because that is not his area of competency. We trust people in situations for which we believe they are competent.

Reliability. Part of trust has to do with the belief that a person is going to “be there” when they are supposed to. An employer expects a worker to show up for work day after day. A child expects their mother to “be there” when they need them. When we have a team working together on a project, we expect our team members to show up and be prepared for their role. Conversely, you may have a gifted and talented team member who really shines during presentations, but if they occasionally are late to meetings, come not prepared, or don’t show at all, then your trust for them in those situations is seriously undermined.

Looking out for your interests. If an advisor for your business is highly competent and reliable, but you are not sure they are primarily considering your interests in the work they are doing for you, you probably have an undertow of mistrust in your interactions with them. This is at the heart of the problem of trust in many business relationships – there are competing interests among various individuals and groups. And if you are not convinced that your interests are being considered (at least as highly as others’ interests), then it will be difficult for you to fully entrust your situation to others without seriously evaluating how they will benefit from the transaction.

From this perspective, trust is much like a three-legged stool. You can have two of the legs, but the stool won’t function without all three. Let’s examine each scenario:

Competency + Reliability – Looking Out For Your Interests. This combination leads to mistrust of the other person’s motives. No matter how well they can perform, you always feel like you have to “watch your back” so you won’t be taken advantage of.

Competency + Looking Out For Your Interests – Reliability. This is the “I just wish …” scenario. You have a competent individual whom you trust their desire to help you. But they just can’t keep it together to show up reliably (or on time), be prepared, and follow through on commitments made. You would like to partner with them, but you are concerned about the ramifications when they let you down.

Reliability + Looking Out For Your Interests – Competency. These are quality people who are faithful, will show up when they say they will, and they want to help you out. But they just don’t have the skills, training or experience needed to get the job done at the quality level you need. Often they are “over-reaching” their skill and ability level out of a desire to help (or to grow professionally), and as a result, often others need to come in and help finish the job.

Trust rarely is “all or nothing”. Remember, trust is situation-specific. In most of our relationships, our willingness to trust (or not trust) is not a black-and-white, “all or nothing” position. Rather, there are certain situations that we would be willing to trust the person, and there are other circumstances where we would not be willing to trust them.

This is an important point because in meetings I often hear people say, “I don’t trust him”, or “I’m sorry, but I just can’t trust her” – as if it is a carte blanche position. I work hard at helping people reframe both their thinking and their speech – to more clearly delineate “for what” they currently are unwilling to trust the other person. (“Currently” is an important word as well, because we want to frame the situation whereby the other person could potentially demonstrate they are trustworthy, and be trusted in the future in a similar situation.)

The Creation of Mistrust. An important question is: how do individuals come to mistrust others in their lives (family members, business partners, colleagues, suppliers)? The obvious answer is: “from a lack of one (or more) of the three requisite ingredients for trust.” And this is true. [I would propose that a lack of reliability is a common source of mistrust, especially in personal relationships, while doubt about the other person’s genuine concern for your interests is a more common source in business-related relationships.]

But a closer examination of relationships characterized by mistrust actually leads to some additional sources.

Lack of adequate, clear communication. Unfortunately, mistrust can develop through a lack of information communicated, or communicated clearly. How often do you hear, in the midst of a conflict, someone say, “Oh! I didn’t realize that”, or “Well, if I would have known that I would have reacted differently.”

Guilt by association. Some business professions have a reputation for being largely self-interested (used car salesmen, professionals who sell life insurance) – that their primary goal is to make a sale, whether the product is what you want , need or not. This puts trustworthy individuals in these professions at a disadvantage. They must work harder to demonstrate that they are considering the interests of the potential customer in the transaction they are proposing.

Misunderstanding of the other person’s intent. In situations where self-interest can be a factor, and where there has not been a long-standing trusting relationship, the misinterpretation of motives can easily occur. Many times people mistrust others because they have a misunderstanding of the potential benefits that might be realized, and think the person is acting primarily from self-interest.

Mismatch of expectations. Sometimes relationships are strained with one party’s expectations not met by another’s well-intended actions. If a friend volunteers to help decorate the banquet room for a fund-raising event, and the quality of the work is below your expectations, tension can arise. Often this is the result of lack of clear communication about what is expected.

A summary word: trust is easily lost, especially when people quit communicating with one another. Whenever possible, if you believe another person is struggling with trusting you in a situation, be proactive and find out what the issue is. I think you will find that the beginnings of mistrust can quickly be corrected either through an apology (if you have not followed through on a commitment made), clarifying your actions and intent, or coming to an understanding of unmet expectations and how these might be addressed in the future.

My wife (Kathy) and I have been married 30 years. We are both college-educated and fairly good communicators. Most people understand us when we talk or write.

But sometimes we have a hard time communicating with each other. It is not that we don’t try, or that one of us doesn’t want to understand. But occasionally (I think it is only occasionally), one of us just doesn’t “get” what the other person is saying. I will admit that the person in our relationship that doesn’t “get it” most often is usually me.

She is trying to communicate something and I’m listening. I’m nodding like I understand. I feedback to her what she just said. And I may get the words right, but it is clear to her (sometimes, also to me) that I am not really understanding what she is trying to say. Even now, I think of conversations where I am nodding, “Yea, yea”, and then all-of-a-sudden I get ‘fogged’. “Whoa, wait a minute. You lost me there. I got point A, and point B, but then I’m not sure where you went from there.” And she tries again, with different words, but I find myself wincing and squinting, shaking my head side-to-side and just generally being confused.

Recently, we had this experience again. She was sharing about some challenges in our relationship, and I’m listening. But I am not getting it. And she is getting frustrated with herself that she can’t communicate her thoughts, feelings and experiences in a way that I understand what she is trying to say.

Ok, so I am a psychologist. And I am supposed to be this expert in human interactions — relationships, communication, feelings, and all that. This isn’t supposed to happen to me or in my marriage. (Wrong.)

So we agreed to try an experiment — some creative problem-solving, if you will. Since we have had this experience at least a few times, and seem to get stuck at the same place, we agreed we need to try something different. We are going to try to communicate these thoughts & feelings differently.

Here’s some things we are going to try (or, at least, consider as options):

Write it down. Sometimes people are better able to communicate more clearly when they write down their thoughts. This allows them to review what they have written and see if it really expresses what they are trying to say. It also slows down the interaction so the receiver doesn’t respond right away and you get into a quick interchange, which can lead to heightened emotions or getting off track.

Draw a picture. Drawing a picture of how you are feeling now, and possibly a picture of how you would like things to be may “break through” and help the person see the situation differently. It can be an actual drawing of the situation, or a “feeling picture” that represents what you are experiencing inside.

Use a word picture. Use some daily life situation that can serve as an example of what you are thinking. “It’s like cooking. You have the ingredients. You put them together, but not in the right order. And so the cake doesn’t turn out right.”

The best kinds of word pictures are those using examples and experiences most familiar to the recipient of the message. If you are trying to get your husband to understand something, use objects and processes that are part of his life — sports, fishing, planning a project at work, food, mechanics, computers — whatever it is.

Find some media (song, book poem, video clip) that says or shows what you are trying to communicate. This could be tough, but there are media examples out there that communicate our internal experience better than what we can say ourselves. It could be a song (Carole King’s “You’re So Vain” comes to mind!), or a passage from a book (keep it short), a poem (don’t get too metaphorical), or a clip from a movie (this could be good if the guy doesn’t infer too much from the rest of the movie).

You may have other suggestions. I’m open to ideas. We will see how it goes (I’ll let you know if we have a major breakthrough).

I think the encouraging part is — we keep trying. We know each other is trying. We aren’t giving up (yet) on trying to communicate. Maybe it’s me as an individual person. Maybe it’s because I’m a guy. Maybe it’s just tough for men and women to fully understand each other. Maybe it is something else. We haven’t figured it out yet. I will let you know if / when we do.

Recently, in a variety of settings I am observing the issue of trust impacting business relationships.

Obviously, trust is at the foundation for business transactions – that the vendor will provide the goods or services purchased, that the goods or services will be at the quality level described initially, and that the customer will pay for the goods or services in the time frame agreed upon.

Another area of business where trust is impactful is in the employer / employee relationship – where the employer follows through on commitments communicated to the employee and the integrity level of employees to be trusted to access to information and resources.

This past week I was talking to a business owner who described a situation where he had hired a sales manager (in early 2008, prior to the financial crisis hitting) who in turn started hiring a fairly high cost sales staff. Whenever the current owners or management team raised issues or asked questions of the sales manager, he reported replied, “Do I have to earn your trust or earn your mistrust?” (implying they should trust him until he proved untrustworthy.)

I replied that this was the wrong question. And, in fact, I find much communication around the issue of “trust” is not laid out properly. I do not believe that the question is: “Do I trust you?” (or “Do you trust me?”). This is too broad.

Trust is situation specific. The more appropriate question, I think, is: “For what do I trust you?” Or, “What am I willing to entrust to you?” (responsibility, privileges, resources). I may trust you to hire staff within a budget amount but I may not trust you to have total access to all of the company’s financial data. Or, I may trust you to pay bills with appropriate procedural checks and balances but I don’t trust you to have total access to the company’s financial resources without monitoring.

Think back to common family situations. Teenagers often complain to their parents, “You don’t trust me!” But again, the real issue is “trust you to do what?” I do trust you to choose good friends and to tell me the truth about where you are going, but no I don’t trust you to drive three hours late at night in a car with four of your friends on a snowy night.

Generally speaking, trust is earned — either from prior behavior with other individuals (that is why we trust professionals who have gone through training and certification in their profession, but we often also check references of people with whom they have worked) or in their behavior with us. We trust others (in the defined areas of responsibility) based on previously demonstrated responsibility in similar areas.

[I do admit that in many daily interactions we confer trust to others when we have no specific basis to do so, other than assuming most people are trustworthy in daily life transactions. However, this level of trust varies greatly across individuals’ own personal history and life experiences.]

I find that people (both business owners and parents) tend to get “burned” when they give more trust and responsibility to others when the person hasn’t demonstrated a basis for that trust.

A second area where I find business owners and managers tend to get taken advantage of by others in the business world is when they ignore early warning signs of mistrust. Partly due to the self-reinforcing tendency that we don’t want to admit that something may be wrong (and that we made a mistake in hiring this person), and sometimes partly due to people’s propensity to want to believe the best of others - we wind up overlooking early warning signs of a person not being trustworthy. As a result, we continue to entrust responsibilities and resources to the individual and find out later they weren’t trustworthy in how they handled the responsibilities - digging a deeper hole and creating more problems for the business.

So, where do we go with all of this?

First, I would suggest to accurately define the parameters of trust in relationships. Using a framework such as, “I am willing to trust you to…” Sometimes, it may be appropriate to say, “I am willing to trust you with… because you have shown yourself responsible by… ” Additionally, sometimes you may need to add, “…but I don’t feel comfortable yet in giving you the responsibility to …” Finally, it is helpful to clarify what responsibilities need to be demonstrated in order for you to trust the individual with more areas (this is really helpful in dealing with teens - versus the arbitrary “when I feel comfortable”.)

Secondly, I would strongly encourage each of us to pay attention to early warning signs of problem behaviors. This can take many different forms, including:

*the facts just don’t add up

*you are getting reports from clients and customers and other trusted team members, about some problems in a team member’s behavior

*the team member responds to questions and challenges with a “don’t you trust me?” type of response

*the team member is quite adept at making excuses, blaming others or circumstances versus admitting they made a mistake or error in judgement.

How should you respond to early warning signs?

a) talk to the individual about your concerns; often your concerns may be due to misperceptions or miscommunication;

b) obtain verifying information by an independent third party;

c) set up processes and procedures to monitor transactions

d) document the issues and behaviors which are creating concerns for you. Often the weight of evidence over time becomes significant, while no one specific incident is that large.

I think it would be wise for each one of us to consider the following old saying,

“Wise individuals see danger ahead and avoid it, but fools keep going and get into trouble.”

This week I had the opportunity to attend a conference where both John Townsend (author of Boundaries) and Henry Cloud (author of Integrity) spoke on leadership.  Here are some notes of thoughts that I felt were interested and helpful.

John Townsend

Research is verifying the relationship between character, interpersonal skills and performance outcomes.  That is, if you work on the “inside” issues you will see improvement in performance outcomes. (See below for why this is the case.)

Life is more than making right choices – doing cost/benefit analyses.  There are two sets of information that leaders need to listen to – external (verifiable objective facts) + internal (listening to your ‘gut’).  True reality is a combination of objective information plus subjective intuition.

Values  — values are those things that you believe in to the point that they dictate your decisions.

Leaders need to focus less on what the mission statement says their core values are, and get an objective observer to share the values they observe in how the organization actually functions (i.e. focus on what their values are versus what they should be.)

The pendulum is swinging in leadership development from a pure focus on strategic planning, setting goals, managing by objectives, and the variety of technical processes to improve performance to also paying attention to the emotional side of life (and business).  Not focusing on feelings for feelings’ sake, but understanding that feelings play a role in both decision-making and in working as a team.

In decision-making, feelings play the role of relaying signals to the leader – signals that need to be paid attention to and investigated.  Anxiety (or concern or fear) is signaling that there may be a potential danger to heed.  Investigating the reality of the risk and taking steps to manage the risk (if it is real) is wise.  Ignoring the signal could be reckless.

Interestingly, Townsend indicates that the positive function of anger (irritation or frustration at lower levels) is an indication that you have a problem to solve – something is going on that you don’t like.  Now the problem may be internal – that you have unrealistic expectations that aren’t being met.  Or the problem may be external – that someone’s performance is not acceptable and needs to change.

A third emotion he cites that is critical to the business world is passion.  I personally have never considered passion as an emotion previously.  But it makes sense.  Townsend describes passion as “focused desire”.   And most successful leaders have or have experienced passion – that burning desire to do what they are called to.   A challenge for some leaders is that they lose the intensity of their passion / desire over time (which is a whole additional topic of discussion), while others struggle in maintaining the focus of their passion.

[Out of deference to Dr. Townsend and his intellectual capital, I am not going to list all of the positive and negative emotions he addressed in his book Leadership Beyond Reason:  How Great Leaders Succeed by Harnessing the Power of Their Values, Feelings, and Intuition.  Get the book – it is a good, solid leadership book with a unique perspective on the role of feelings in leadership.)

Townsend also believes that emotions play an important role in working effectively together with team members  — negative emotions among team members impede effective functioning, while positive feelings between colleagues facilitate better performance, both individually and as a unit.

He also describes the power of emotions in bringing to mind past relationships (what he and other psychologists call “internal relationships”) – those people who influenced us significantly in the past (parents, teachers, mentors, coaches) and still influence us “in our head”.  Dr. Townsend gives excellent examples of how leaders become stuck in their personal and leadership development because they can’t get past old messages from internalized relationships (“You’ll never amount to anything.”  “In the end, you’ll always screw it up.”)

A key application for me is that both Dr. Townsend and his colleague, Dr. Henry Cloud (whom I also heard) are seeing the need for coaching in the “middle space” for leaders.  There is plenty of coaching and leadership development in the strategic planning, becoming a change agent, etc. space.  And many leaders don’t need (or won’t get) heavy duty “counseling” focusing on personal problems.  But Dr. Cloud argues that there is the “middle space” that needs to be addressed – where a leader’s personal development has not kept pace with the growth of his organization and his or hers resulting responsibilities.  So there is a gap between the weight of their professional responsibilities and the development of personal skills and abilities to effective manage the demands.  Issues in this middle space include recurrent patterns of interpersonal difficulties (types of people you don’t work well with),  anxieties and fears that are making you hesitant to make decisions, personal and family  issues that are interfering with your performance by sapping your emotional energy, etc.  Business leaders need help working though these issues so that they can continue to become more productive leaders (which is the goal of the process).

One last interesting point Dr. Townsend  made about leaders.  Leaders are essential persuaders – they persuade others to follow them.  Initially, they do this by casting vision, identifying goals that will lead to the vision, communicating out a plan to reach the goals and then inspiring his team to share the vision and implement the plan.

But there is a difference between initially persuading followers and keeping them engaged.  For team members to continue to stay engaged with the vision and task, they need a sense of being listened to , understood and cared for by the leader.  This is a different skill set than the initial persuasive skills and many leaders either haven’t developed, don’t value or don’t practice the empathic listening to their team – and this ultimately leads to loss of enthusiasm, discouragement and conflict – for the unheard team member will find someone who will listen to them (other colleagues, other leaders) and this can lead to discontent and division within the team.

I’ll stop there.  “He who has ears to hear, let him listen (and act!)”

Most of the work I do is with families — family-owned businesses, families who work together, families who have sold businesses and now manage the resulting assets together, and just plain families.  And in my everyday life I have the opportunity to interact with and observe families of all configurations.  Add my own personal life, of being a son, and the father of four adult children, and I have a fair amount of data to draw from.

Fathers and sons are interesting in how they relate.  Dads, especially when they are younger and are raising young children, seem to focus largely on providing for their families (a home in a safe environment, good schooling opportunities, and other life experiences which they value) and on character development.  Dads (and moms) tend to what to make sure their children are obedient, not whiners, tell the truth, are hard workers, and become responsible for themselves as they grow older.

When sons become older teens and young adults, the dynamic changes.  Since dads want their sons to become independent young adults (and the sons want this, too!), a tension is created — how to continue to give input and guidance into their sons’ lives while also respecting their independence and individuality.  And this is often a difficult balance to maintain.  I have seen men who totally “back off” out of their sons’ lives to the point that their sons have felt almost abandoned.  That usually wasn’t the father’s intent; they just didn’t want to be overly controlling with their sons.  But sometimes the sons would like more input from their dads (when they ask for it) and can get frustrated of not really being able to learn from their dad’s experience. (This sometimes happens when the father had an overly controlling father themselves and they don’t want to repeat the pattern with their children.)

An interesting fact to remember is that guys tend to build relationships by doing something together.   That is why they get together to watch sports (or go to sporting events together) and the variety of things that guys do — hunt, fish, shoot hoops, play video games, work on cars, go biking, work on a remodeling project together, and so forth.  Guys tend to talk while doing something else — as opposed to most women, who value getting together just to talk.

So a challenge for dads and their sons, as both get older and their lives become separate, is finding activities they still can (or want to) do together.  And this can be especially challenging if the father and son work together (because the son usually doesn’t want to “hang out” with dad after work.)

My relationship with my dad was largely built around working on projects together, especially on Saturday mornings.  I learned a lot of practical skills but it was also challenging because my mechanical skills are virtually negative, while my dad was a self-taught mechanical engineer and designer.   Since his death fourteen years ago, I have frequently missed the opportunity to call him up and ask his advice on various home projects or repairs I had to do.

Largely from his modeling, much of my time with my sons was also on working projects.  Ask my guys about “Saturday mornings” when they were growing up, and you may hear moans, see their eyes roll, and one of them will launch into what a slave driver I was (which is probably partially true).  I also enjoyed playing basketball, football or soccer with them, and going to their practices and games.  We still enjoy watching some sports together.

The difficulty with this approach is that it can become largely task-focused (getting the job done) or the sporting event doesn’t really allow for much significant conversation to occur.  Finding time to talk about important topics in life is still an area I find difficult.   Probably the most significant discussions occur when my kids come home for dinner and we have some to time to discuss deeper issues during and after the meal.

A key point (and one made by many authors of parenting books) is that sons (and daughters, too) really are looking for affirmation from their dads.  Kids (regardless of their age) want to know that their dad likes them — that he loves them, accepts them, and is proud of who they are becoming.

Most of us dads (myself included) are pretty lousy at communicating acceptance and affirmation of our kids.  We are so anxious about them “turning out bad” that we are constantly prodding them, pushing them, correcting them, and encouraging them to learn to make good choices, that the message our children receive is one of conditional acceptance.  I know this either is or has been an issue in my relationship with each of my children.  I personally find the tension of helping them develop the character qualities that are important to me, while at the same time demonstrating love, affection, affirmation and acceptance to be a difficult line to walk.

I am open to hearing your thoughts and input on building healthy relationships with sons, as you both move forward in your walks toward maturity.

This week my wife and I celebrated our 30th wedding anniversary.  Neither she nor I can believe we have been married that long — part of it is that we just don’t feel that “old”! (To keep the edge of reality a bit less sharp, we usually comment that we were only 12 when we got married.)

But as we have shared about our milestone with others, we have been asked quite a few times:  “What are the ’secrets’ to being married that long?”  I started to reflect on the question and came up with a few thoughts in response that I thought I would share.

• Marry the right person.  This may sound strange — and doesn’t really help those who are already married –but marrying a person who has the foundational character qualities that are needed for maintaining a long term relationship is key.  Two come to mind (there are many, obviously) — 1) avoid someone who is easily offended and 2) a person who holds grudges.  Both make it really difficult to forgive.  The first (being easily offended) means the person is going to have to forgive you a lot over the future decades.  And the second (holding grudges) means that they have a hard time “letting go” of offenses, which undermines the ability to maintain a close long term relationship. Most of us are blinded by infatuation and physical attraction when we are looking for someone to marry.  Some of us are (or were) just young and clueless.  So finding the right person under those circumstances is largely due to God’s grace in our lives.  But if you are still looking for a spouse, be sure and look for the true qualities you desire. (On the other hand, don’t be looking for Prince Charming or ‘The Perfect Woman’ — they don’t exist in reality.)

• Both individuals need to become good at forgiving.  Throughout the months, years and decades of your marriage, you will screw up a lot; and your spouse will make a lot of mistakes, so it is critical for both parties to be able and willing to forgive one another.  I truly don’t know of any other way to make a long term relationship work — practicing forgiveness is key.  There are a lot of misconceptions about forgiveness — that you have to ‘forget’ what happened to be able to forgive; that forgiveness means what happened really didn’t matter or hurt; or that what the person did ‘wasn’t that big of a deal’ — none of which are true.  Forgiveness is essentially “letting go” and not holding the offense against the person any longer.  Easy to say, but a process which can take a long time to enact. [A great book on this issue is The Art of Forgiving by Lewis Smedes.]
• Learn (and then practice) the ways that your spouse experiences being loved.  For a long time (I mean 25 years or so) Kathy and I struggled.  She was frustrated with me, not feeling like I cared for or about her.  And I didn’t feel like she appreciated me.  Then we read Gary Chapman’s book, The Five Love Languages, and began to understand that each of us experiences being loved differently.  Kathy’s ‘love language’ is having focused attention and quality time; mine is verbal praise.  Once we understood our differences, and have worked at loving each other in the languages important to us (it has taken me longer than Kathy), then our frustrations have diminished.  Although the concepts of this book are pretty simple and not ‘magic’, they helped us get over a barrier in our relationship.
• Work on your relationship.  “Working on your relationship”, to me, means — make your marriage a priority.  You have to spend time, invest mental and emotional energy, be willing to spend money on your relationship — and say “no” to other things (hobbies, work, other relationships, leisure activities, activities with or for the kids).  Although I rarely looked forward to a marriage seminar or retreat (being honest), I almost always felt like there was significant benefit from going.  And I get tired of reading books on marriage, but I continue to glean helpful concepts and hints to make me a better husband.  Anything that you want to be of good quality takes time and effort.
• Be committed to stay married even when it’s tough and you don’t like your spouse.  Sometimes I feel ‘commitment’ is overly emphasized in weddings and advice to young couples — to the point that it seems that the only thing needed to stay married is commitment (which I don’t believe is true).  But, if you ask most couples who have been married a long time, the rock bottom foundation of being committed to staying married, no matter how tough it gets, has been true for them.  And it is true for us.  We have had times where it seemed it would have been easier (and less painful) to just call it quits.  And there were times where we really didn’t like each other much, and didn’t enjoy our relationship.  But we were committed to make it work, and to this point we have been able to do so. [An ASIDE:  I clearly believe that there are circumstances when it probably doesn’t make sense and can be dangerous to stay in a relationship — when there is drug or alcohol abuse, or anger and abuse issues.  Being committed doesn’t mean you should be foolish.]
• Give up trying to change your spouse (the “if only …” game).  Part of the ability to keep together (and get past those really tough times) comes with the true acceptance of the other person for who they are.  And even if it would be good for them to change for certain habits or to “grow” in character (patience, perseverance, follow-through, impulse control, you name it) — accepting that they may never change reduces a lot of conflict.  And yes, life would be better “if only …”, but “if only …” may not happen and you certainly aren’t going to make it happen in their life for them.  So accept the reality that your spouse is a flawed individual and that it would be helpful if you learn to live with them the way they are.
• Miscellaneous parting thoughts.   There are lots more principles — that is why there are so many books on marriage.  But I want to get on with my day, so let me just finish with some additional short comments.

1. Be thankful — for your life, for your spouse, for your family.
   
2. Learn to enjoy activities that you can do together.  Do things with your spouse that they enjoy — go along with them just because they like it.
3. Live within your means.  Financial stress from overextending your lifestyle creates additional unnecessary stress that can undermine your relationship.
4. Realize life is hard.  Enjoy the good times and persevere through the difficult ones.

Have a great week.  And if you are fortunate enough to be married — give your spouse a big hug and kiss sometime today.

This past week we had the privilege of attending a family union with my wife’s family in Chicago.  There were almost 40 of us, ranging in age from 3 to 74, including my wife’s parents, six of the seven adult siblings (and spouses), and 23 of the 25 grandchildren (and two spouses).  Although it was a cool and sometimes rainy Memorial Day, we had a grand time together.

What made it especially enjoyable was reconnecting with each family member — seeing how they are still the same person they were a few years ago, how the younger family members have changed and developed their unique abilities, and hearing about plans for the future (it was also fun to retell some funny incidents from past gatherings). But what was most fun for me was to play together (or watch others play).  We played whiffleball (where I experienced the classic American tradition of pulling a muscle while running from first base to second).

Some enjoyed just “hanging out” together, but we all delighted in the homemade ice cream.

Just a couple of observations I want to note.  Although family reunions seem to have a negative connotation in our culture, I believe they can be a wonderful celebration of loving relationships, caring for one another, and the heritage of one’s family.  As part of the Sawyer clan, we are blessed to having loving parents, siblings, in-law’s, and cousins — and it is a joy to feel supported in your life’s journey as well as give encouragement to others.

Family reunions provide an opportunity to reflect on how we are the same — our common values, similar talents, and how we look alike (well, how they look alike).

But we also are able to see and celebrate how we are different — from different generations, how individual families differ, and the unique giftings each person has. It seems that healthy families value their commonalities but also cherish the uniqueness of each person.

As we often talk about the importance of ongoing communication and relationships among families who own businesses, it is clear that getting together as a large family unit is important, valuable and enjoyable whether or not a shared business is involved or not.

If you haven’t had a large family gathering in a while, think about planning one.  Start with whoever can attend (don’t wait for everyone to be able to come — it will rarely happen).  Keep it short.  Have good food.  And play together.  It can be a great time!

Often, when talking to senior generation members within a family, we discuss how to transfer one’s values to the next generations.  Sometimes we are talking with parents in their 30’s, 40’s and early 50’s who are still raising their children and teenagers at home.  Other times we are talking to 50-60 year olds with young adult children out of the home.  And many times we are talking to older adults, from mid-60’s to 80’s who have the opportunity to impact their grandchildren’s lives.

Many times the term “mentoring” is used — the process of teaching and modeling various life principles in relationship to a younger family member.  Typically, I find that, although grandparents and parents of adult children want to mentor the next generations, most of the time that don’t really know what that looks like practically.  [In fact, part of the coaching I do with families is to help the senior generation explore this issue, develop a specific plan for mentoring their grandchildren, and help bring resources and structure to the process.]

As a parent of four older “children” (17 to 25 years old), I have had plenty of opportunities to make mistakes in the parenting process (my children would be glad to give some examples!)  And, as I look back over my life, I can see ways that I tried to teach or train various skills and character qualities that didn’t work so well (and I see other parents repeating my mistakes).

One basic mistake is to primarily drag them along with what I am doing and try to teach during this experience.  I say “primarily” because I do think there are times when children / grandchildren can (and should) “tag along”, and they can learn during this process.  This can include running errands, going shopping, working in the yard, doing projects around the house, helping someone else out, going with their parents to meetings or events of interest to the parent.  However, if this is the primary modality of teaching, I think the young person will lose interest, resent coming along, and eventually “shut down” relationally.

Generally speaking, I think it is far better to find ways to “enter into” your child’s or grandchild’s life — come along side and find a way to participate in what they enjoy and are interested in.

I see this even with really young children - two to five year olds.  Many times parents [read: dad’s] and grandparents want to “play with” the young child — but the adult wants to structure the activity in a way they think is best, or try to get the child to do something the adult thinks is a “good” educational activity (or something that will be “good for them”) rather than just getting on the floor and playing what the child wants to in the way the child wants to.  And then everyone gets frustrated when the child won’t do it the way the adult wants, or loses interest.

This occurs in school-aged children, and clearly with teens.  One way many dads try to “enter in” is by coaching the student’s sports team.  And that can be a really great way to experience life together — but it can also be a disaster if the parent becomes more focused on success / winning / achievement than on being together in the experience.

One approach we have had to parenting is to try to do fun things with our kids and invite their friends to come along — that way we get to know their friends, we get to observe how our kids interact and treat their friends, and we can have more input on what’s happening.  We had the opportunity to take kids waterskiing, have them to our place for bonfires or playing “Capture the Flag”.  And I happen to be known in our school circles as the dad who takes his teens out to “T.P.” or “fork” their friends (or teacher’s) homes.

The past few weeks I had the unique opportunity to participate in a high school musical production with my daughter, Lizz, who had a lead role.  Being in musicals is one of her favorite activities (and I had done some in high school and colllege), and when the director mentioned they needed an adult male for a cameo part, I thought it could be a neat way to “enter into” that part of her life for a while.  And it was.  I got to know a number of her friends better.  She and I had a shared life experience — including the anxieties of learning our lines, the joys and laughter during rehearsals, the spontaneous things that happen — and that you can only experience by “being there”, and the satisfaction of a performance well done.
Doing activities with your children and grandchildren is extremely rewarding — but is also costly — it takes time and you have to give up other activities or priorities in your life (remember, you can’t do everything).  But I think most parents and grandparents who make the investment, believe it was well worth it — we’ll have to wait to ask the kids and grandkids to see how it impacted them.

So, next time you are thinking about character development and training for the next generations in your family, I would encourage you to ask yourself:

How can I enter into what they are doing or interested in and have an impact by coming along side them?

Part of life is the fact that “bad things happen” - a car accident, serious physical problems, death of a family member, loss of a job,  — all kinds of events are possible.

Recently, I have had a number of family members and friends struggle with serious physical problems:  brain tumors, breast cancer, back problems, vertigo, depression, kidney malfunctions.  (I don’t think I “create” physical problems in those around me, nor do I gather people with illnesses around me; it seems to be one of those times in life when certain life events seem to cluster together.)

And a few weeks ago, my daughter had a significant car accident, where she flipped her car.    Fortunately, she was wearing her seat belt and she was not physically hurt.  But, obviously, some practical, daily life lessons were learned, and we were extremely thankful for her safety.

And this week, my nephew’s son, Caden, died from a protracted battle with cancer.  Caden was five years old.  He was a delightful, cheerful boy who was full of life.  We are going to miss him terribly.  The emotional pain associated with a child’s death seems to be indescribable.
But tragic events and life’s struggles, in the midst of the pain, provide opportunities for growth:

• The opportunity to grow closer together as a family.  Serious life-changing events can help us to realize how important those close to us really are.  We have the opportunity to verbalize and communicate our care for each other in ways that we usually don’t.  This weekend we had a family dinner with our children and used the time to reflect on Caden’s life and our responses to his death; it was a significant time together.
• The opportunity to reflect on one’s life — the purpose and meaning of life, and reprioritizing life’s activities.  When a person faces a serious illness, it causes us to consider the brevity of life and to reconsider what is really important to us.  Most of us remember this reaction after 9/11 — a lot of daily life activities were suspended so people could spend time together with their families.  And the challenges give us a longer term perspective to think about: What is the meaning of life?  Why am I here? Is life on earth all there is?
• The opportunity to build (and sometimes, rebuild) closer relationships with friends and extended family members.  Life is fast-paced for most of us.  And many of us no longer live close to extended family members (brothers, sisters, nieces, nephews, grandparents, aunts & uncles).  And we also may not see long-term friends from prior stages in our lives as frequently as we used to.  Significant events in our lives can provide the channel to reconnect.  They may also provide the impetus to get past hurts and wounds, to forgive, and to say, “You are important to me.”

So, if you or someone close to you, is in the midst of a difficult life circumstance, take the time and effort to connect with those around you.

And even if life’s circumstances are going fairly well for you currently, be thankful, and tell someone close to you that you love them, that you appreciate them, or that you really enjoy being around them.  Today with them is a gift you won’t always have.
communication, Difficult conversations, Family, Life Stages, parenting, Perseverance, personal development, Personal stories, relationships, Stress management