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Our first lie comes when we are little kids. At an early age we have perfect credibility with our parents. Say we want an extra piece of candy after being told no. In the past we took the candy, owned up to it when pressed, and got in trouble. This getting in trouble really hurt, so we were given an incentive not to get in trouble again. The harsher the punishment, the greater the pain. The greater the pain, the larger the incentive.
For a time we just obey the rules to avoid the pain and keep our parents' love. But one time we try something new, we try saying no we didn’t take the candy, even though we know we did. And it works. Our credibility pays off, they believe us, and we get to have the candy and avoid trouble. We have learned something new. But of course it doesn’t last long. The first lie was such a booming success that we tried lying again and again. Our parents catch on quick, and the abused credibility tanks. This isn’t the end of it though. The first memory we have is of the success of the lie. And even if our credibility is low, we still do sometimes slip one past other people. We don’t usually stop lying, but we get better at it. The benefit of avoiding the short term pain of getting in trouble makes the risk worth pursuing. It is all about that short term thinking. In the medium and long term we damage relationships with lies. The pain still comes, but because it isn’t immediate, it doesn’t necessarily feel connected to the lying. The blame for the pain of the relationship damage can be fobbed off on other causes. It’s the other person’s fault. Or job stress. Or the kids. Or whatever. So there isn’t an incentive to avoid any particular lie. People pleasers can be especially prone to lying. If we grew up with the conflicting desires both to feel safe and to sometimes get our way, lying would naturally become more alluring. The solution here may be to do the counterintuitive thing and get comfortable with short term pain. Being upfront about your actions, taking the immediate pain of the other person’s reaction, and holding in your mind a more long term perspective. This would involve remembering that rebuilding credibility is a process, one that will involve short term pain. Work through the original causes of lying. Get in trouble and find that unlike when you were a kid you can absorb the pain of it without being crushed.
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Anonymous in Rochester, New York asks: “I read your piece on people pleasing and really related to the parts on how our childhood sets us up as adults. Now that the damage has been done I find that I still struggle to hold boundaries with my needy parents. I have my own life to live but at the same time feel responsible to them. It is making me feel resentful. What can I do?”
First of all, congratulations on coming to the realization that this is an issue. Most people never do. Our tendency is to continue year in and year out to go through the motions and never really explore the feelings that are rising up. So having the guts to confront it and find its origin is an achievement. Childhood adaptation work is challenging because it first requires us to discern differences. The norm is to not question things because we don’t know that our childhood could have been different. It’s like asking a fish to describe water. How could it do so when there is nothing to contrast it to? They don’t know what air is. Talking over your childhood in therapy or exploring the experiences of childhood with friends can be jarring at first. Our background is all we have ever known, so some cognitive dissonance is sure to result. I call cognitive dissonance the wrecking ball because it swings back and forth in our head, banging against our skull. These newly unraveling feelings can, say, cause us to have negative thoughts about our parents. There is a temptation then to label them as bad but --bang-- You love them and remember all the times they were good to you but --bang-- You are resentful that they constantly ask you for more than you would like to give but --bang-- They did all these good things for you as a kid (and they don’t hesitate to remind you) so you’re the bad person but Bang. Back and forth the ball swings. This makes boundaries difficult. One day you feel staunchly that you need to cut them out of your life, that you have put your time in with them. You may then tell them so. While the wrecking ball is firmly on that side you can stick to that hard boundary, but then some time passes. In that time they wear you down with guilt trips and pressure. You may miss them. Plus you are used to it being the other way. The wrecking ball comes loose, bangs to the other side, and the boundary is lost. The answer is to see how things are more complicated than either side of your head is seeing it. We humans want clarity at all times and feel great anxiety when we don’t have it. So label your parents good or label them bad, as long as there is a label, is what we think. The truth is your parents, like you, are a complicated mix of good, bad, and everything else. The truth is many things are true, even when they are in conflict. My suggestion is work on accepting the cognitive dissonance. The swing won’t be calmed by holding desperately to one or the other conclusion. It will be calmed by accepting that the whole picture is complicated. Now we take that fresh, accepted, complex picture and consider what action to take. A boundary that is based on complexity is a more stable one. You will feel less emotional swing and will have an easier time sticking to it. Your parents may still push, poke, and manipulate to try and get you back into the old ways. But you will be in a more stable position and less likely to be moved far from your position. How they react is beyond your control. This is another important thing to accept. But hopefully they will see the rationality in all of it and come around. - Want your questions answered? Toss them in the box here. I often meet with clients who have been thrust into middle management. It is a compliment to them of course: they are so good at their work that their higher ups now want them to do something completely different. But too often we are being taught how to be managers by people who were not taught how to be managers, who were in turn taught how to be managers by people who were not taught how to be managers. Being promoted to our level of incompetence means being taken out of the thing we do well and placed into a thing we initially do not. This is especially hard for people pleasers. We now have bosses above and employees below. We have people on either side with their own motives and expectations. One group is demanding results and the other group is trying to resist demands. It is a squeeze. With this change of position comes a needed change in philosophy. People pleasing is short-term focused thinking. It is taking action to remove the threat of immediate pain. Keep people pleasing and they won't hurt you with their guilt trips and disappointed faces. This doesn't work in management. A manager, a leader, needs vision that sees beyond the short-term moment. Our ideas on how things should run may not be immediately apparent to our employees, and even to our bosses. But if we bend to the feelings of the moment in order to not rock the boat, then everyone loses in the long run. People pleasing not only hurts you, it hurts the ones you are seeking to please. As we have discussed previously, the way out of people pleasing is setting boundaries. A helpful tool that is all about boundaries is the Eisenhower Matrix. Invented by the 34th president, this tool helps you categorize tasks. Each task can be placed into one of four categories depending on its urgency and its importance.  In the above image, the things in the green box (urgent, important) get done right now by you and your team. The things in the red box (neither urgent nor important) are distractions to be abandoned.
Where people pleasers struggle is in the orange and blue boxes. People will bring you tasks that they claim are urgent. The instinct then is to set aside work so that person is not disappointed in you. This will often come at the expense of things in the blue category that are important but not urgent. This is how a people pleaser will find themselves not doing their own self-care or even the long term strategic planning that will benefit everyone. It is in the orange category where delegation is important. The new middle management role requires getting others to do work to benefit the organization, not just taking it on yourself. And it requires setting time and sticking to the important things in the blue category. When you set boundaries and stick to them, people win. If you are a people pleaser in Rochester, New York State, Colordao, Utah, and now South Carolina, I would be happy to talk with you about this! |
AuthorPhilip Monte Verde LMSW 
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