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KEY WORDS: art, listening, empathy
Image courtesy Pixabay
Image courtesy Pixabay
The “X” factor: Executive presence distinguishes leaders from the crowd of people with mere talent or merit.
First named and described by Sylvia Ann Hewlett, EP is:
“… an amalgam of qualities that true leaders exude, a presence that telegraphs you’re in charge or deserve to be. Articulating those qualities isn’t easy, however.”
Success does not naturally follow talent and hard work. There are studies in support. You need to have extra qualities that are not easily acquired, and can even be hard to pin down. The most well known is Daniel Goleman’s description of Emotional Quotient (EQ).
3 Qualities: EP is a mix of 3 elements.
1. Gravitas: confidence + poise under pressure + decisiveness. This is the defining characteristic of leaders and is easily the most important.
2. Communication skill: speaking skills + deep, close listening + ability to read an audience or a situation. A powerful vocabulary needs to be a part of the territory. There is a direct correlation between vocabulary size and rank on the corporate ladder. Leaders have a much more powerful arsenal of words than those lower in the hierarchy and know how to tailor them to the audience at hand.
3. Appearance: Although not as critical as the other two, it completes the overall effect. A scruffy, distracted appearance does not go down well.
In addition, there are 3 more elements that complete the picture.
1. A calm demeanor: Tantrums and prima donna-like behaviour turn people off. You may be a genius and endowed with rare abilities, but you are unlikely to be a leader if you can’t keep a firm grip on your emotions.
2. Self-awareness: Leaders are aware of their own limitations. They are not afraid to ask for help when they are out of their depth. They delegate effectively.
3. Getting things done: They strive for and achieve completion in all of their tasks. They don’t leave situations hanging and unresolved.
Next time you come across someone who is “charismatic”, use this EP list to see how many of the boxes they check. Ask yourself how you can build it into your persona. Executive presence is not an inborn gift. It can be learned and implemented.
Photo credit: Image by Sasin Tipchai from Pixabay
The Buddha constantly emphasised that the attainment of enlightenment was not the end of the spiritual journey but merely the beginning of a duty: the unremitting responsibility for providing counselling and solace to those in need of help for their prevailing predicaments (Dukkha).
In a professional context, and in a word: mentorship.
Paying it forward: Traditionally, we look at paying back as the way of acknowledging help and support given to us in times of need. There is a more effective alternative: paying it forward. In gratitude for what was received, we should consider helping others in need. The downstream benefits and multiplier effects are much greater. That’s what mentorship is all about.
“. . . a great mentor can provide a path to finding your own true answers.” Tina Turner quoting Miles Davis, the jazz legend.
Coaching differs significantly from mentoring. It is often short-term, well-structured, and designed to achieve specific, tangible outcomes. A coach is the least personal relationship option.
“Searching for a mentor is similar to searching for a spouse: you two need to share common values, concerns, experiences, communication style, and, of course, have time to invest into meaningful conversations with one another.” — [Anna Szabo, Turn Your Dreams And Wants Into Achievable SMART Goals!
An ideal mentor should be:
- Accessible: there when needed.
- Experienced: been there, done that.
- Well connected: knows someone . . . who knows someone.
- Tough but empathic: iron hand under a velvet glove.
- Enthusiastic: yes, you can do it!
- Charismatic: wow factor.
The scaffolding of good mentorship
- Recognise what you desire from the relationship. It’s crucial to keep in mind that mentorship is a relationship. Instead of jumping right into business, the most effective mentorships are those in which the mentor and mentee take the time to get to know each other and grasp each other’s viewpoints.
- Set expectations together from the start. How long do you want the mentoring to continue (but you may always extend it if you both believe it’s beneficial). Define critical objectives for your mentee to attain. Work together to build a general idea of how your meetings should go. Make certain they are focussed on a few essential problems.
- Take a genuine interest in your mentee as a person. The cornerstone of good mentoring is empathic listening.
- Develop a sense of trust. Trust takes years to develop, yet it can be shattered in an instant.
- Don’t make assumptions about the mentee – inquire. Age, gender, colour, physical habitus, and appearance are seldom reliable indicators of what lurks underneath. Find out what makes the mentee tick by talking to them.
- Share your experiences. It can provide you with a unique perspective on the challenges your mentee may be dealing with. You could have had a similar situation, so now is a wonderful opportunity to share what you went through and how you dealt with it.
- Look for resources to help your mentee. This is where mentors can make a real difference. You’ll have insider knowledge of the area and access to resources that your mentee wouldn’t be able to obtain on their own. Link them to these resources.
- Be aware of your limits. When your bandwidth is limited, admit your lack of expertise and recommend other sources or persons.
Anyone can be a mentor: The image of a mentor is often one of leaders, who have been sharpening their skills for years and are experts at what they do. However, that’s not quite true; you can be a mentor if you are enthusiastic and willing to share your experience with others!
Post-COVID, remote work is now firmly entrenched as an alternative for providing professional services. Many individuals believe that physical closeness is necessary in developmental connections such as mentorship. This is wrong. However, mentorship is characterised more by the results achieved than by the medium by which it is carried out.
- Plus: Virtual mentoring may be more egalitarian since visible status signals signifying organisational position and physical stature are reduced to a voice and a screen of equal size in video-based talks.
- Plus: The limitations of shared space and location are also removed with virtual mentoring. Mentor/mentee schedules and locales are more flexible with online choices.
- Minus: Because the whole spectrum of nonverbal signs and vocal subtlety may be lacking, it may take more work to create trust and rapport in the relationship. Virtual mentoring, like many other online partnerships, may suffer from email overload and screen weariness.
“I knew from my own life experience that when someone shows genuine interest in your learning and development, even if only for ten minutes in a busy day, it matters.” — Michelle Obama, Becoming
The claim, “I’m busy,” is flaunted as a badge of honour. But, are you getting things done? Is your health and personal relationships suffering from your busy-ness?
There is a better approach to success and productivity: “slow work.”
“Restore your attention or bring it to a new level by dramatically slowing down whatever you’re doing.” — Sharon Salzberg, Real Happiness: The Power of Meditation
- Dismount the treadmill: We get stuck in the cycle of prioritising the urgent over the important. You have to step off and reverse the choices.
- Single-tasking: Set aside time to focus on a single activity. If the job is complex, break it down into smaller, simpler chunks. It’s useful to work in 20- to 30-minute sessions with short breaks in between. If you are stuck, listen to music, take a short walk–break the rhythm.
- Use the Pareto Principle (80-20 rule): 80% of our outcomes originate from 20% of our efforts. Invest time in understanding the activities that have the “greatest bang for the buck” and focus your energies on them. This will help you transition from a hustling attitude to a leisurely work philosophy.
Decision making has speed limits
In today’s world, much of our daily efforts involve decisions. If you are hoping to hasten your decision-making, forget it. You can’t ramp up the speed of your thoughts no matter what you do or how hard you try. Your thinking rate is fixed.
Some guidelines for good decision making
- Concentrate on what you really want. Ask yourself, “What do I intend to accomplish by addressing this choice?” Look at the answer from a 360 degree perspective.
- Don’t get caught up in little details. Leave them for later, when you are actually executing the task.
- To avoid decision-making under pressure, pre-commit to strategies that you have thought out ahead of time.
- Seek the opinion of others. Obtain a few perspectives, preferably from those who have past knowledge of the subject.
- Be aware of your emotions. Don’t let anger and other negative feelings push you.
- Write down your ideas and options to help you clarify your thinking.
The quality of your judgments suffers when you are under pressure.
If you want to make better decisions, you need to do everything you can to reduce the pressure you’re under. You need to let your brain take all the time it needs to think through the problem at hand. You need to get out of a reactive mode, recognise when you need to pause, and spend more time looking at problems.
Make judgments while sitting down and examining the subject from several perspectives. You’ll still need to set aside time to do nothing but ponder.
The merits of slack time
Slack is the lubricant of change.
We are brainwashed by the belief that continuous activity equals efficiency. A lot of this perceived busyness is spent in the pursuit of trivial, unimportant tasks. In order to be effective, a certain amount of wiggle room is mandatory.
This is how the Japanese listen to speakers. When someone addresses a group in Japan, the audience will shut their eyes and listen with their heads bowed. They are focusing on the Hara, an energy field that is centred around the navel of the abdomen. This response can be extremely disconcerting to outsiders who are invited to talk and are unaware of the practice.
There is a lesson to be learned from the Japanese about the skill of listening with empathy.
Skills can be hard or soft. Hard skills can be made explicit and overt, taught and passed down hierarchies with relative ease. Apprenticeship remains the major route for acquiring hard skills.
In earlier times, you could thrive on your hard skills alone. You could be rude, gruff and inhospitable, but the world would beat a path to your product. Not so any more.
Soft skills are vital in an age where technology is usurping and executing physical tasks. Soft skills are tacit — much harder to teach and certify. There are varying degrees of difficulty in the quest to acquire them. Indeed, there are some that can’t be taught; empathy may be one such.
Humans are social animals. Except for the occasional hermit, we need contact with our fellow humans on a regular, sustained basis. From an evolutionary standpoint, this makes perfect sense: connected groups have a better chance of survival than solo artists. Many people, even though they have strong feelings about wanting to connect with others, have problems with social connection and understanding.
Communication skills head the list of useful social soft skills. This is the age of networks where persons who are most valued and respected — influencers — are those who are deemed to be good with people at all levels, not tied down by rigid hierarchies and social strata.
- Listening skills are very important tools for being a good communicator. Empathy — the ability to feel another person’s emotions, particularly pain — is the cornerstone of good listening.
- Humans have an impressive array of tools for expressing and perceiving emotions. Body language and facial expressions are two traditional outward manifestations that can be read by listeners. They can often convey more messages than words.
- Nevertheless, the spoken word is the cornerstone of communication. The voice is a particularly powerful channel for expressing emotions. In addition to the linguistic and content elements of speech, there are “paralinguistic” vocal cues that may provide effective pointers to underlying feelings which impel the words. These include volume, pitch and cadence.
Empathic accuracy is a skill with which individuals can effectively judge the emotions, thoughts, and feelings of others.
In 2017, Michael Kraus from the Yale University School of Management published a very intriguing piece of research. The study was carried out with 1772 participants. The central prediction tested in these studies was that voice-only communication enhances empathic accuracy relative to communication across senses. In other words, shutting off sight could enhance empathic accuracy.
The data showed that voice-only communication elicited higher rates of empathic accuracy relative to vision-only and multisense communication, both while engaging in interactions and perceiving emotions in recorded interactions of strangers.
- Voice-only communication is likely to enhance empathic accuracy by increasing focused attention on the linguistic and paralinguistic vocal cues that accompany speech.
It seems as though the advice to listen with your mouth shut needs to be extended to the eyes as well!
Reference: Voice-Only Communication Enhances Empathic Accuracy. Michael W. Kraus, Yale University, School of Management, American Psychologist 2017, Vol. 72, No. 7, 644–654
“It’s a truth universally acknowledged” that employees resent meetings and try their best to avoid attending them. Surveys show that as much as fifty percent of people in an organisation believe that they are a waste of time. Executives can spend up to 20 hours a week on them. They interfere with productivity; time spent could have been put to better use. But, no enterprise, big or small, runs without periodic meetings.
We Don’t Like Meetings and We Don’t Want Them Gone
Still, when asked if meetings should be abolished altogether, the same number of people reply that it would not be a good move. They feel that meetings are essential for maintaining a democratic spirit. Ideas should be aired, discussed and modified by groups of people; otherwise, the management style will be seen as autocratic.
Two factors are at work.
1. Parkinson’s Law of Triviality — Meetings have agendas. Items on an agenda vary in importance from critical to trivial. Professor Northcote Parkinson, him of the much quoted, eponymous law, also described a constant characteristic of meetings: The Law of Triviality.
There is an inverse relationship between the importance of an item and time spent on discussing it. Plans for a large investment on a major expansion will get passed over in a few minutes whereas a half hour or more will be spent on arguing about a new coffee dispenser in the lounge. It’s easier to talk about something that you are familiar with than something beyond your knowledge limits. (This law is also called “ the bike-shed effect ” based on a popular anecdote.)
2. More People, Less Effective the Meeting: There is also an inverse relationship between the number of people attending and effectiveness of a meeting.
The optimal number is 5. As the number increases, meetings become more and more unproductive. At 20, chaos reigns; from here on — 20 or a 100 — the number in the room doesn’t make a difference. It’s imperative that only those who can contribute effectively to the discussion be invited to take part. This is one element that is seldom carefully addressed.
The challenge, therefore, is to structure meetings to make them matter.
First, and For Ever, No “PowerPoints”
Jeff hates PowerPoint (or any other flavor) of presentation app. He believes that “ Powerpoint-style presentations somehow give permission to gloss over ideas, flatten out any sense of relative importance, and ignore the interconnectedness of ideas. ”
That’s an earth-shaking diktat for all of us who automatically reach out for these tools when making a presentation.
Well Structured Narrative
The man says, in a much-quoted memo that he sent out: “Well structured, narrative text is what we’re after rather than just text. If someone builds a list of bullet points in Word, that would be just as bad as Powerpoint. The reason writing a good 4 page memo is harder than “writing” a 20 page Powerpoint is because the narrative structure of a good memo forces better thought and better understanding of what’s more important than what, and how, things are related.”
The fundamental argument is not so much about the medium itself — Powerpoint or written document — as the need to think critically and clearly.
Here’s how it’s done
Step 1: Writing the Narrative
The person or group responsible for the meeting, spends a good amount of time producing a 4-6 page, tightly reasoned, carefully worded, written narrative. (More on how to do this in another post).
Step 2: All Those Needed for the Meeting Gather at an Appointed Time.
Step 3: Read the Narrative for 30 Minutes.
The document is NOT distributed ahead of time.
Everyone present now gets a copy of the document and spends 30 minutes in silent reading. They note down their observations, comments, opposition and so on, now.
Wouldn’t it be more efficient if the document were to be given in advance? No, says Bezos; “Just like high school kids, executives will bluff their way through the meeting, as if they’ve read the memo, … you’ve got to actually carve out the time for the memo to get read — and that’s what the first half hour of the meeting is for.”
Step 4: Discussion Begins Now.
The document is used as the anchor for all that follows. It’s easy to keep all members tightly focused on the task at hand with everyone being on the same level of knowledge about the agenda. The event acquires both magnitude and direction.
Meetings have been given a bad rap. Some of the reasons are valid. In order to extract maximum effectiveness, Jeff Bezos of Amazon uses an unique structure for all meetings in his organization. In summary, here’s how he does it.
- Prepare a carefully-written, 4-6 page narrative about the topic for discussion.
- Invite the smallest possible number of people for the meeting. Limit invitees to those who can make meaningful contributions.
- Circulate the document at the start of the meeting and give everyone present half an a hour to carefully read and annotate the paper.
- Tether discussion to the contents of this document.
- Designate one person to be responsible for summing up the discussion and to provide an action-taken report.
The sole purpose of meetings is to create change, hopefully for the better. Like any tool, meetings are neither good nor bad in themselves. It’s how we use them that matters.
“The meeting of two personalities is like the contact of two chemical substances: if there is any reaction, both are transformed.” ― Carl Gustav Jung
Dr Arjun Rajagopalan
All rights reserved
“There is nothing to writing. All you do is sit down at a typewriter and bleed.” ― Ernest Hemingway
But then, we are not talking about writing like Hemingway or Nabokov or Alice Munro. You have come up with a project. You are sure it’s a winner. You work at a company like Amazon and to take it forward you have to first write about it in a 4-6 page narrative. This document will serve as the pivot for all discussions about the project, something that your colleagues and bosses can read with ease and grasp the ideas you are putting forth.
What are We Looking At?
First things first, we must be in tune with Jeff Bezos’ recommendation. “Writing a good 4-page memo is harder than “writing” a 20-page Powerpoint … the narrative structure of a good memo forces better thought and better understanding of what’s more important than what, and how, things are related.” Powerpoint presentations are banned at Amazon. Meetings, when needed, have to be structured around a pre-prepared, carefully thought out, flowing narrative.
The prospect of writing a business narrative is daunting to most of us. We baulk at the act because we have never received training for it. Writing with clarity and flow is hard work. Even Hemingway viewed it with trepidation.
Most narratives, business or fiction, have a typical structure. Once we get familiar with this simple scaffolding, the process of writing becomes natural and effortless. Let’s look at a 4-step method of producing a business narrative that even Jeff will smile at.
Step 1: Where are We Now?
As Julie Andrews sang, “Let’s start at the very beginning.” What was it that provided the original impetus or spark for putting forward this proposal? Write about it in simple words. The starting point could be one or more of many things. Maybe it was:
- Pain points: Write about whatever produced discomfort in your present situation: things that make you uncomfortable, wary, anxious, frightened or angry.
- Dangers ahead: There may be lurking threats to the organisation which you feel need prompt and proper handling.
- Opportunities: Maybe it’s about things that present a lucrative prospect and could be harnessed for the good of the company. Describe it.
- Innovations: In a rapidly changing business world, it may be that you feel the present set up does not encourage new ideas. To survive, you sense that innovation has to be nurtured.
- Competition: Today’s world is brutally competitive. You know that other groups are sniffing at your heels. We have to start moving faster and farther than them
The number of starting points are limitless but you will have a single, specific item. Identify it and write in detail about it.
Step2: Where are We Headed?
If you don’t know where you are going, one thing is certain: you won’t get there. Describe your goal and ambition. There are many frameworks for outlining this section. A popular one is the “SMART” mnemonic:
S = specific – be clear about what you want.
M = measurable – assess results by objective means.
A = assignable – allocate specific people for specific tasks.
R = realistic – stay within your ways and means — don’t over reach.
T = time bound – be hard nosed about deadlines.
Step3: The road map
We live in the age of Google maps. You wouldn’t stir out anywhere new without first getting a road map. Your narrative must talk of three things.
- The various steps that need to be taken to get to the goal.
- The time limit and deadlines for each step.
- Obstacles that are likely to pop up en route and your plans for working around or over them. Anticipate road blocks.
Step 4: What will it Look Like when You are There?
“Are we there yet?” — the constant refrain of children on a road trip applies to your narrative as well. Don’t just go with gut feelings. Refer back to the stated goals and make sure that you have reached every one of them. Take a hard look.
- Use objective methods of assessment.
- List the benefits and joys of having reached your destination.
- Pitch it against the list that started your journey.
Not Just for Business Narratives — be an Ace Speaker
Storytelling is a sure-fire way to capture attention. Anytime you need to make a presentation, convert it into a story and you will hold your audience during your talk. The framework that we just saw can be used to rephrase an idea into a narrative. With a little imagination, a boring sermon can be transformed into a tale of how the idea was born, its goals, the path to implementation and the view from the top. Like the ad says: “Just do it.”
You don’t have to use the steps in the order listed. You can play around with it for dramatic effect. For instance, you could open with a vision of what the end looks like, shift to the reason for starting the journey, talk about the road and end with what your goals were. Play around with the four steps and see which order suits the spirit of the narrative
Come Back to Papa Hemingway
You don’t need a vast vocabulary or a smart turn of phrase to write well. Hemingway said this when putting down Faulkner: “Does he really think big emotions come from big words? He thinks I don’t know the ten-dollar words. I know them all right. But there are older and simpler and better words, and those are the ones I use.”
Write from the heart. Focus on:
- Simple language.
- Short sentences.
- Brief paragraphs — each one containing one idea, each paragraph flowing logically into the next.
- Anticipating objections and addressing them ahead of time.
- Redrafting your manuscript many times. Be a ruthless critic of your writing, logic and flow. Every word must have a reason to be there.
Writing well is the best way of thinking well. Which is why anything written is given far more value than spoken words. Penned sentences linger as a legacy of a human being, sometimes well beyond the life of the person who wrote them. To disseminate great ideas, you need to write captivating stories.
“After nourishment, shelter and companionship, stories are the thing we need most in the world.” ― Philip Pullman
Dr Arjun Rajagopalan
All rights reserved
A carefully-crafted resume is the keystone of a job application. A large number of employers will also ask for a covering letter. Most, often, you will use a standard template: a few lines dashed off thoughtlessly.
Why Bother With a Covering Letter?
Giving a lot of time and attention to the covering letter might appear old-fashioned in an age when applications are submitted online. Still, a well-written document can make you stand out amongst a crowd of applicants.
The covering letter is a single-page letter of introduction — yourself, to the hiring manager. It is a carefully-crafted argument for why you are the best person for the job.
Remember, applications are scanned for specific keywords, phrases and qualifications, often by apps and bots, before being passed on for review by humans.
When Do You Send A Covering Letter? Always.
Quite often, a covering letter may not be mandatory. Don’t take this as an opportunity to slip out. Always send one.
No Templates, be Creative
Although you can recycle some portions of the letter, the bulk of the message should be one-of-a-kind, targeted at the company and the job you are applying for. Resist the temptation to automate the document.
Use this outline for writing your letter.
Begin with the usual salutation, a name preferably, or the designation of the person doing the hiring. Increasingly, there is a tendency to be informal: a “Hi” or a “Hello” rather than the “Dear …”. Judge the nature of the organisation before you decide. If it’s a young, start-up, open to fresh ideas, stay informal. If it’s a well-established company, then a more traditional style of address.
STEP 1: Start with Them, Not Yourself.
It’s customary to start by talking about yourself. Don’t. Your resume will do that. Do some research on the organisation and learn what their mission/ vision is. Point out how your ambition fits with theirs. Keep the tone enthusiastic but not over-powering. As the Taoist saying goes, pointed, not piercing.
STEP 2: Talk About the Job and How You Fit the Description
Show that you have understood the nature of the job and the specific requirements of you. Describe how your skills suit the position. How do they solve a problem or address a pain point for the company?
Many a time, tucked somewhere in the body will be a question or task assigned to you. The employer uses this as a check to see if you have scrutinised the application well. Make sure you respond and highlight your response.
STEP 3: Close With a Call-to-Action
The last paragraph should be a single-line recap of the company, the job and your fitness for the position. Give a contact number or email address, even if it’s there in the resume.
Keep It …
- Short – not more than 2 or 3 sentence per paragraph.
- Succinct – don’t use grandiose or flowery language.
- Neutral in tone – don’t be fawning, effusive or stiff.
And Don’t Forget to …
- Spell check, grammar check, obsessively. Nothing negatively portrays you as much as a sloppily-written document, full of spelling mistakes and poor grammar.
There’s no question that the resume is the make-or-break factor in your application. Remember though that an outstanding covering letter could deliver the tipping force to your effort at getting a job.
Looking for work can be very disheartening. Finding your perfect job takes a lot of courage, persistence and ingenuity. Steve Jobs said:
“If you haven’t found it yet, keep looking. Don’t settle. As with all matters of the heart, you’ll know when you find it. And, like any great relationship, it just gets better and better as the years roll on.” ― Steve Jobs
Dr Arjun Rajagopalan
Albert Einstein, Mark Twain, Marie Curie, Nelson Mandela, Thomas Edison, Virginia Woolf, “Che” Guevara, Anne Frank, Leonardo da Vinci: a list of famous people with a diverse range of interests. What did they all have in common? They maintained personal journals through their lifetimes.
Who’s Got the Time to Write Daily?
First, a popular myth has to be dispelled. Journal writing need not be an unremitting, daily effort. The association of journaling with conventional diaries, segmented by days, is, most likely, the reason for this misconception. Daily journaling quickly becomes a chore that is easy to give up.
Instead, only record what you want to remember. Make it an exercise in capturing and archiving thoughts, emotions and ideas coming from within you. Write about interesting people, conversations, meetings, books, lectures, places — anything that captures your attention. Over time, the collection will become a resource that will act as a secure helmsman to steer you through the turbulence of life.
It’s best to keep it as a private record although, we are so much richer for many of them having been published. Anne Frank’s The Diary of a Young Girl is the most well known example of the power of a journal. There are many more.
Why Should You Keep a Journal?
Journaling should be a collection of ideas rather than a chronological log of quotidian events. Putting your thoughts down on paper (or as digital bits if you prefer) unburdens your memory, a notoriously fallible storehouse. Journal writing is a powerful productivity and self-improvement tool.
There are numerous benefits to keeping a journal.
- Problem solving: Writing is a tool for thinking clearly. The effort of transforming what’s in our heads as disjointed notions into words clarifies ideas and concepts. Spending fifteen to thirty minutes in this effort allows you to see the problem in distinct, easily grasped pieces. Organising them and making sense out of the puzzle becomes an easier task.
- Decision diary: Get into the habit of making entries for the more significant decisions you make in your life. Put down brief statements about the following items:
— The nature of the situation that needs a resolution.
— A list of the possible routes of action.
— The pros and cons of each of them.
— Your choice and why you did so.
— What tradeoffs did you have to make?
— What do you expect from this selection?
As the diary grows, review your entries now and then. You will get a good insight into your decision-making process.
- Stress reduction: Studies have shown that regular writing reduces stress. Anxiety and depression can be alleviated to remarkable degrees by expressive writing and pouring out deep emotions.
- Physical ailments: The benefits are not limited to behavioural problems. Many common disorders manifesting with pain and limitation of daily activities can respond to a simple recording of symptoms and feelings. Recognising pain and discomfort as something distinct and reportable goes a long way to augment healing processes within yourself.
- Gratitude journal: Regardless of how bad things look, there are still so many others which are going right for you. You don’t have to be a Pollyanna;there is much to be grateful for. Write them down in your journal. The effects on your overall wellbeing can be substantial.
- Self-discipline: Regularity in writing is an act of self-discipline and will power. It builds up resilience in all other aspects of your daily life.
Despite its popularity, there’s ample evidence that undergoing therapy with a trained analyst may be no more beneficial than talking to someone, even a friendly bartender. A well-nurtured personal journal is all you need. The list of winners at the head of this article, and many more, is proof.
How Do I Go About It?
The straight answer: Use whichever method or tool works for you.
It’s best to keep the process as simple and handy as you can: from just a notebook (a Moleskin, if you wish) to drawing, sketching, mind-mapping, visual thinking, photos, voice recording or any of the dozens of digital tools that are available for the purpose.
Apps like Evernote or Bear are fantastic for the ways and means by which you can organise and manipulate your entries. There are apps like Journal One which are specifically designed for the purpose.
The trick is consistency. Stick with whatever gives you the most value for the effort.
How Often Should I Review My Journal?
Once again, there is no hard and fast rule. Whenever you do look back, chose a time when you are calm, rested and still. Although there is a huge temptation to look when times are turbulent, you may not get the most out of your writing at these moments. Nevertheless, let your intuition direct you.
You must let your journal be a guiding lamp in your progress through life. No one can know and understand you better than yourself. It’s not unusual to be taken by surprise at the profound nature of your observations.
Stephen King Says
“Writing isn’t about making money, getting famous, getting dates, getting laid, or making friends. In the end, it’s about enriching … your own life, as well. It’s about getting up, getting well, and getting over. Getting happy, okay? Getting happy.” ― Stephen King, On Writing: A Memoir of the Craft
Dr Arjun Rajagopalan