Something You Should Know - SYSK Choice: How to Gossip Well & The Importance of Taking A Pause
Episode Date: August 19, 2023As relationships mature, holding hands seem to become less of a priority. And that could be a big mistake. There are real benefits to holding hands and this episode begins by explaining what those ben...efits are. https://www.nytimes.com/2006/10/05/fashion/05hands.html We may not like to admit it, but just about everyone enjoys a juicy bit of gossip. In fact, we all gossip at least once in a while and that turns out to be a good thing. Gossip serves a lot of useful purposes in life. Frank McAndrew, a leading researcher on gossip joins me to reveal just how gossip works, why most gossip really isn’t all that nasty. He also has some advice on how to gossip better. Frank is a professor of psychology at Knox College in Illinois (https://www.frankmcandrew.com/) During a busy day, you likely jump from one task to the next with hardly any room to breathe. If that is true, you could be missing out on a great opportunity according to Juliet Funt founder and CEO of The Juliet Funt Group (https://www.julietfunt.com/) who advises Fortune 500 companies. Listen as she explains the importance of creating “white space” in between all the things you do and the benefits of doing so. Juliet is author of the book A Minute to Think (https://amzn.to/3mmsXIv). Rejection hurts - a lot. Why? Listen as I explain some interesting research that reveals why romantic rejection can be so devastating and how to handle it better if it happens to you. Source: Helen Fisher author of the book Why We Love (https://amzn.to/3g7Ctel) PLEASE SUPPORT OUR SPONSORS! Sometimes in life we’re faced with tough choices, and the path forward isn’t always clear. If you’re thinking of starting therapy, give BetterHelp a try. It’s entirely online, so it’s convenient, flexible, and suited to your schedule. Just fill out a brief questionnaire to get matched with a licensed therapist. Let therapy be your map, with BetterHelp Visit https://BetterHelp.com/SOMETHING today to get 10% off your first month! With HelloFresh, you get farm-fresh, pre-portioned ingredients and seasonal recipes delivered right to your doorstep. Go to https://HelloFresh.com/50something and use code 50something for 50% off plus free shipping! Shopify gives you everything you need to take control and take your business to the next level. Sign up for a $1 per month trial period at https://Shopify.com/sysk today! Zocdoc is the only FREE app that lets you find AND book doctors who are patient-reviewed, take your insurance, are available when you need them and treat almost every condition under the sun! Go to https://Zocdoc.com/SYSK and download the Zocdoc app for FREE. Your business was humming, but now you're falling behind. Teams buried in manual work. NetSuite gives you the POWER of having all of your information in one place to make better decisions and now has an UNPRECEDENTED offer to make that possible! Right now, download NetSuite’s popular KPI Checklist, designed to give you consistently excellent performance - absolutely free, at https://NetSuite.com/SYSK ! Discover Credit Cards do something pretty awesome. At the end of your first year, they automatically double all the cash back you’ve earned! See terms and check it out for yourself at https://Discover.com/match U.S. Cellular knows how important your kid’s relationship with technology is. That’s why they’ve partnered with Screen Sanity, a non-profit dedicated to helping kids navigate the digital landscape. For a smarter start to the school year, U.S. Cellular is offering a free basic phone on new eligible lines, providing an alternative to a smartphone for children. Visit https://USCellular.com/BuiltForUS ! We really like the Masters of Scale podcast! Check it out at https://mastersofscale.com OR search for it on Apple Podcasts, Spotify or wherever you listen! Learn more about your ad choices. Visit megaphone.fm/adchoices
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Today on Something You Should Know.
If you don't hold hands with your mate, listen and discover why you probably should.
Then gossip.
Yeah, it can be nasty, but gossip also serves us well.
We are, in fact, interested in gossip about other people of our same sex that are close to us in age.
We also found that we like dirt about powerful people and rivals,
because this is the stuff that we can use to get ahead.
Also today, romantic rejection.
Why does it hurt so much? And if your work day is
so busy you don't have time to think, you may want to restructure your day. How? By doing things like
having permission to take a pause. When you pause to recuperate or think or oxygenate what you're
doing, everything that you're touching is amplified in its output.
All this today on Something You Should Know.
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Something you should know. Fascinating intel. the world's top experts, and practical advice you can use in your life.
Today, Something You Should Know with Mike Carruthers.
Hi, welcome to Something You Should Know.
I always like it when I see couples holding hands.
It is really one of the few acceptable public displays of affection, and
couples who hold hands may be doing themselves a lot of good in the process. Research shows that
physical intimacy of any kind improves any relationship, but it also turns out that people
in stressful or threatening situations remain calmer and cope better when they hold hands with their mate.
It also seems to have a beneficial effect on pain
and can lower the level of stress hormones that can do damage to your immune system.
Even monkeys know the importance of hand-holding.
Monkeys have been observed holding hands in reconciliation after a fight.
And that is something you should know.
As you know, people gossip. It's just kind of what people do. And when you say the word
gossip, it does seem to have kind of a negative connotation to it. Gossip is really talking behind someone else's back.
It's tacky.
It's not the classy thing to do.
And yet we all gossip to some extent.
And it may in fact be a positive thing that offers real benefits.
Frank McAndrew is one of the leading researchers on the topic of gossip.
And he is a professor of psychology
at Knox College in Illinois. Hey, Frank, welcome to Something You Should Know.
Thanks, Mike. Happy to be here.
So maybe before we start talking about gossip, we should have like a working definition here.
What is it?
Well, it is a word that gets misused a lot. And I'm always entertained by people who claim that they never
gossip. But people who are in the gossip business usually define it in the following ways. First of
all, it's talk about a person. And it has to be an individual that isn't present at the moment.
So if I'm talking to you, I can't really gossip to you about yourself. It wouldn't qualify as gossip. Thirdly, it's usually
information that we can make some kind of judgment about. We can approve or disapprove of the
information that we're talking about. And finally, by definition, it's fun. We can't resist it.
Nobody ever says, oh, I've got to go and gossip with my friends now. It's just inherently entertaining.
And it does seem that if you get more than one person together, meaning two or more, gossip will ensue.
It seems like it will almost always happen.
Well, absolutely.
The thing that probably matters the most to most of us in our lives are other people.
What are other people doing?
What are the implications for me?
What are these other people thinking or saying about me?
So social talk is really the most entertaining and important talk.
And some have argued that it's one of the reasons we have language in the first place
so that we can keep up with each other.
Well, when you describe it that way, that we're, you know, keeping up with people,
it sounds very benign. But when I think of gossip, there's a nastiness to it. There's a
negative connotation to it that isn't just keeping up with other people. It's, you know,
talking about people behind their back, usually not in a very nice way. Is that fair?
Oh, it's very fair. Whenever I talk to people who find out that I'm a gossip researcher
and that they hear that I sometimes say gossip isn't all bad, I get these frowns. And the problem
is I think people define gossip in a very narrow way. They only think of it as negative talk. And interestingly, they often define it as
something that other people do. If they're talking about somebody, they're expressing concern, you
know, Mary, oh, bless her heart, or they're sharing important information. They don't think of it as
gossip. But in fact, most gossip is actually pretty benign. It serves a very valuable social function. For example,
one of the things that makes you a good citizen is that we know that other people are monitoring
what we're doing and that they're talking to other people about it. So if you're at work
and you're tempted to sort of slack off and let other people pick up your share of the load,
one of the things that makes you be a good citizen is the fear of having
your reputation sullied. So in some ways, it's a way of keeping people in line. And it also creates
a bond of trust. If I share some sensitive information with you, what I'm saying to you is,
I trust you with this. I do not think you're going to use this information in a way that's
going to come back to hurt me. And that creates a bond between us.
So there are a lot of positive functions of gossip.
And if we're talking about information that's positive, if you and I are discussing our co-worker Joe and we're wondering if he's going to get that promotion that just opened up, that's not negative information about Joe, but we're gossiping. I think what people immediately do is they go to that dark
place where they think of gossip as just your making up information that's negative for the
sole purpose of stabbing somebody in the back so that you can get ahead. And I'm not denying
that gossip can be used that way, but that's not all that it is.
Since you're a gossip researcher, what do you research and what do you find?
I mean, what is there new to know about gossip?
Being something of an evolutionary psychologist, when you see something that seems to be universal
and that people do everywhere, you think that you're on to something about human nature.
So if there was something adaptive about gossip, we ought to be able to make some predictions about what kind of information we like,
what kinds of people we like to hear it about, who we would spread it to. So I set up some very
simple experiments where we basically asked people, we'd give them samples of different
gossip stories and ask them to rate which ones they'd want to read more about, which types of people they'd
want to read them about, who they would tell them about. And to make a long story short,
as you might expect, we are in fact interested in gossip about other people of our same sex that are
close to us in age. We also found that we like dirt about powerful people and rivals because this is the stuff that we can use to get ahead.
On the other hand, we like good information about allies, friends, relatives, because that's stuff that we can use to get ahead.
So we're drawn to information that we see as being useful to us.
And unfortunately, that is often dirt.
Yeah. Well, it seems to me, it's interesting that you say that, because a lot of gossip seems
idle. Like it's just gossip for gossip's sake and, ooh, did you hear about Betty? And, oh,
Bob did this. And there's no real usefulness to it. It's just, ooh, did you hear?
No, and there may not be any usefulness in the immediate situation. But by engaging in this on a regular basis with people, you're sort of greasing the skids
for other people to trust you with information that might be more important and useful down
the line.
So what you're really doing is setting up the channels and maintaining the relationships
that keeps you
in the network. And that's one of the reasons why gossip is just inherently entertaining. It's fun
to talk about Bill and Betty, even if you're just kind of engaging in idle chit-chat,
because you never know where that's going to lead next. It's just a very engaging sort of thing.
But isn't there gossip that is basically used as a weapon? Absolutely.
And a lot of damage is done by that.
And the whole social media world that we live in now with Facebook in particular and Twitter
are ways of spreading gossip on a scale that we're just completely unprepared to deal with.
I'm talking about gossip so far as if, oh, it's this wonderful thing that keeps society
humming, but there's no doubt about it. It can be used as a weapon. And in fact, the stereotype has
more than a grain of truth to it. Females are more likely than males to use gossip as a weapon,
to ostracize their rivals, to destroy their reputations. It's not that women are nastier
people than men. This just happens to
be their style of aggression. Males are much more likely to come up and punch you in the face or
engage in some sort of physical violence. But it's called relational aggression. Women use this kind
of tactic to deal with people that they want out of their social circle. Is most gossip negative?
No, I think most gossip is positive.
And many studies that have been done on gossip in the last 20 years indicate that most of
the talk that people engage in that can be classified as gossip is harmless or even positive. There is certainly an element of negativity, and it can be
used in a disruptive sort of way. But when I see offices or workplaces that try to set up no gossip
rules, I think you might as well ask people to stop breathing as to ask them to stop gossiping.
It's just so much part of who we are. It's kind of a showstopper when it comes to conversation. Right. Because sooner or later, almost, well, I don't know, almost any, but many
conversations slip into gossip, or at least gossip becomes part of the conversation.
Absolutely, it does. It's hard to imagine a conversation that you're going to have for
more than a minute or two, where another person doesn't come into the topic as part of the story.
As you said in the beginning of this discussion, you can only gossip about someone who isn't there.
And what so often happens, and I guess where the meanness of gossip comes, is when you talk about someone behind their back because they're
not there and then they hear about it. And then that's what really causes the pain.
Yes, it does. And one of the things I've done when I've written about gossip
is to describe it as a social skill rather than a character flaw. It's not that it's good or bad necessarily to gossip, but it's bad to be a bad gossip,
and it's to your advantage to be a good gossip. A good gossip is actually usually a popular person.
They have a reputation for knowing stuff, but sharing things very discreetly. They can keep
secrets when you need them to, and they're part of the network. Bad gossips are,
there's two different types. One is the type who just instantly blabs any new information that
they've gotten indiscriminately. They don't care who's listening and who isn't. They just come out
with it and they can't keep a secret. And then the other kind of bad gossip is the one that is
using it as a weapon, almost like a dagger that they're keeping hidden under a coat to bring out at a moment's notice and do damage with it.
So you want to establish your reputation as being a good gossip rather than a bad gossip.
And you don't want to get a reputation as the person who's holier than thou, who refuses to be part of the gossip network at work, for example.
Because if you go to work and just announce to people, I'm not going to be part of this,
what you're saying to them is, I don't trust you.
I don't want to be part of your network.
And this isn't going to really win you many, very, very many friends in your workplace.
My guest is Frank McAndrew.
He is a professor of psychology at Knox College in Illinois, and we are talking about gossip. as trains can pass at any time on the tracks. Remember to follow all traffic signals.
Be careful along our tracks
and only make left turns where it's safe to do so.
Be alert, be aware, and stay safe.
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Visit wealthsimple. Built for possibilities. Visit wealthsimple.com slash possibilities. with gossip and who seem to steer clear. When they hear gossip, they leave.
They just don't want to get down in the dirt because often it seems that it just does no
good, that no good will come from this, so I'm going to not participate.
That's right.
And the key is to distinguish between doing that selectively when it is negative, nasty, dirty stuff versus just extricating yourself whenever any kind of lighthearted social conversation comes up.
One of them is going to work in your favor. The other one is not. about, oh, Betty did this thing, or she wore that thing, or Bob, you know, had too many drinks and
did this thing. I mean, it's hurtful. I mean, the only, what's the point of bringing it up other
than, you know, you and I are going to bond over the fact that this guy's an idiot?
Well, certainly the person who's being talked about as an idiot is never going to think it's good, but it can serve positive functions for some people.
So imagine yourself getting a new job. You're a young person right out of college. You're starting to work in an office.
There are a lot of things people don't tell you right off when you start a new job.
How formally should you dress? Is it OK to use the boss's first name when you're talking to him or her?
When five o'clock comes around, can you just leave?
Or are you supposed to hang around a little bit longer?
So by tuning into the gossip network and hearing what's being said about people
who engage in behavior A or behavior B,
the new person is getting socialized into the rules of the group. They're
learning how to be an employee there. So yes, if Joe's an idiot and we're talking about what an
idiot he is, maybe that's not really doing anything for you or I, and certainly not for Joe,
but it may be serving a positive social function for some of the people involved.
Often you hear when people hear that they are being gossiped about,
they will say to the person, if you have something to say about me,
have the guts to say it to my face.
Don't go around my back and gossip.
Is that a legitimate request?
Well, it depends upon what the information is.
But a lot of times the gossip is you're talking about something the person already knows to be true about themselves.
What you're trying to do is alert other people to the dangers perhaps that this person poses. So if somebody is a cheater or an undesirable social
partner in some way or other, you want to put people on alert about that. If you're in an office
where there's a guy who sexually harasses female employees, going and saying to his face,
you shouldn't be doing this, probably isn't going to change his behavior, but you at least want to
give a heads up to some of the people who may be potential victims if you have reason to think that they're in danger.
People who are known as gossips, is it because they do it too much or they do it incorrectly?
And how much is too much? What are the parameters? What are the rules of gossip?
Yeah. And I think that goes back to the question. I don't think it's a question of too much or too
little as much as a question of doing it well versus doing it poorly. So the person who gets
labeled with that tag, you're a gossip, is often the person who's engaged in a lot of mean-spirited backstabbing, or they're just cluelessly going
around saying inappropriate things about people for no good reason. Those are the people that
we would refer to as gossips. The person who's doing it well stays under the radar, and we don't
think of them as a gossip. We think of them as a good social companion, a good team player. And that's where you want to be if you can keep yourself in that zone. something nice to say, don't say it at all. You're not much of a gossip then, because it does seem
that so much gossip is that stuff under the rug that people don't talk about because it isn't
real nice. That's right. And I don't think it's as important to be the person who spreads gossip,
but you certainly need to be tuned in to the gossip network. When I talk about this as an
evolved human trait, I use the example of the societies that we evolved in through most of
human history. We lived in relatively small groups, maybe 150 people or so. To be successful
in this group, to achieve status, to get mates, to be able to hang on to allies, you had to know what other
people were up to. You had to know who was sleeping with whom. You had to know who had
powerful friends and allies. You had to know who had access to resources. And if you were
unconcerned with those things, if you just didn't care, you didn't do very well. You got left behind.
We're the descendants of busybodies.
The people who were fascinated by what was going on behind the scenes with other people
are ones who did well. They knew when there was an opportunity to exploit. They knew who they
could trust and who they couldn't trust. And people who weren't interested in gossip, people
who just were out of the loop, fell behind. So I say we're descendants of busybodies because by definition, our ancestors were successful enough to keep passing those genes on and here we are. person know that other people think of them as a gossip? Do people know what they're doing?
And usually when somebody's labeled a gossip, it's not a compliment. It's somebody who's,
you know, got their nose in everybody's business and they're talking about it behind their back.
Do they know they're perceived that way? If they've been bad enough at it that they've
been labeled a gossip, my guess is they probably aren't aware that other people are gossiping about them for being a gossip because we do
use that as a negative label.
You never use that as an adjective for somebody in a complimentary way.
Now, I think there are people who are aware that they're kind of gossipy and they may
sort of playfully or self-deprecatingly say about themselves, oh, I'm a terrible gossip.
But I think people who have a really bad reputation are probably walking around oblivious to the fact that other people think about them this way.
It does seem that there's like two kinds of gossip.
There's gossip about people we know, people we work with, people we work for, but people in our circle.
And then there's celebrity gossip, and people seem to be real into what are celebrities up to.
So what's going on there?
What's going on there is our brains are unprepared for mass media and celebrities.
Celebrities didn't exist in the world that
we evolved in. If you knew a lot about somebody, by definition, that was a socially important
person. It was somebody that was in your life, that had an effect on your life, and what they
did mattered to you. Well, in the 21st century, we live in this world of celebrities where we know an awful lot
about these strangers.
You probably know a lot more about a great many celebrities than you do about your next
door neighbor.
And this tricks our brains.
Consciously, we know these people shouldn't matter to us.
But the fact that we know a lot already feeds the beast.
It makes us want to know more.
We can't help ourselves.
And we develop a one-sided, what's called a parasocial relationship with these people.
They don't know we exist, but we sure know a lot about them.
And so I think this fascination we have with the lives of celebrities is kind of a byproduct or an
accidental side effect. But there is kind of a side effect of that. You and I have never spoken
before today, but I think we could probably go out to lunch together and sit down and talk about
Donald Trump or other politicians or movie stars or people that we sort of know in common. I guess
you can think of them as friends-in-law. And so they provide a
segue into real relationships with real people in your life. Well, I certainly appreciate the
explanation and the depth you went into about gossip, because I think most people, like me,
think of gossip as relatively unnecessary, pretty nasty, and something that people probably shouldn't do. But clearly,
there are benefits to gossip, and it's good to hear both sides of the story. Frank McAndrew has
been my guest. He is a leading researcher on the topic of gossip, and he is a professor of
psychology at Knox College in Illinois. Thank you, Frank. Thanks, Mike. Best part of my day today. Thank you. fast-streaming Wi-Fi on planes with no middle seats. And your Tampa Bay vacation includes good times, relaxation, and great Gulf Coast weather.
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On any given day, particularly a work day, it would be difficult to go very long during that day without somebody telling you how busy they are.
Everybody's busy. I'm busy. You're busy. There's a lot of busyness going on.
And we, or many of us, have a tendency to jump from one busy thing to the next without barely catching our breath in between.
And therein lies a missed opportunity. Those times in between things, according to Juliette Funt.
Juliette is a speaker and advisor to Fortune 500 companies.
She's founder and CEO of the Juliette Funt Group, and she's author of a book called A Minute to
Think. And she believes that those moments in between tasks and meetings and projects,
those moments can be golden if you treat them right. Hi, Juliette. Welcome to Something You Should Know.
Thanks. So glad to be here.
So I think people have heard of the concept of white space on a page of text,
that text is easier to read and more likely to be read if there is a lot of white space
rather than cram as many words as you can on a page.
And you take that concept of white space
and apply it to time. So explain what you mean. Sure. The idea would be, let's say you have the
Zoomaholic lifestyle that we've all been living and you have back-to-back meetings. If you look
at your physical, your actual calendar, you'll see colors. You won't see any white. You'll see blocks
that come right up against each other. But if there were white space on that calendar, you'll see colors. You won't see any white. You'll see blocks that come right up against
each other. But if there were white space on that calendar, if there were a five to 10 to 15 minute
slice interlaced in between those meetings, everything that has been stressing us out would
be less. We would have time to think about the meeting proceeding, the meeting that follows.
We might have time to take a humane bio break or
have a snack. And we would be different in the next interaction that we showed up in because
we would have been able to refuel before we dug in again. And so something as simple as space
between meetings or even shorter space before answering a question, before walking in the door
when you've just driven up and you're
rushing in from work. These little moments interlaced through the day amplify and accelerate
everything that we do. Why? What happens in those little spaces between the things?
What do we know is going on? And it sounds good, but what's really happening?
Sure. Well, we can look at it from a visceral point of view, a neurological point of view,
there's a lot of different sides of it. So from a visceral point of view, if you have every listener
out there, just take a minute and just, they will realize that from a recuperative angle,
they've probably been craving that at least for the last 18 months, maybe longer,
but we're all desperately just in need of permission to just take a minute. It's like
if you're in the gym lifting weights, you do 10 and then you take a rest and then you do 10. You
don't do 150 in a row and then take a break, which is how we work. So there's the recuperative angle,
which is very important, but there's also the creative and strategic angle where in those breaks, we're doing what
scientists have noticed is disconnecting from the primary task and then reconnecting to come back to
it with more focus and activity in our default neural network. In fact, you can see this.
If you looked at an MRI scan during a moment
when someone was taking a supposed pause, there's all this activity that has been scientifically
linked to insight, to introspection, to memory and creativity, all in a moment where it kind of
seems like we're doing nothing. And the greatest leaders, I can rattle off stories of
people who take this kind of thinking and transition time for granted, and it amplifies
what they do every single day. Well, and the flip side of that, and I think everyone has experienced
this, that when you're working on something, maybe up against a deadline or something, and you're
really trying hard to get it done, the harder you work, the worse the work, that you really need to get away to take a break.
And that's where the ideas come.
Right.
And it's that there's a very famous writer, Mihaly Csikszentmihalyi, wrote the book called
Flow, which is about when we get in that creative flow state.
And he said the one thing that differentiates people who can easily get into flow is how much uncommitted time they have left over for novelty to appear in their mind or
in their day. And as creatives or innovators, this is what we want, certainly. But that time
in between also has a really, really strong impact on the culture of work. And there is no time in
history where it's ever been more important to think specifically about that. Because we're in, this is the most spectacular
opportunity for redesign in companies we've ever been in. All the car engine parts have been taken
out. They're on the driveway. We're examining everything. We're redesigning work. And so we also now can insert this spaciousness, this oxygen into the way that
work works all day long. And maybe we could make work not the most miserable part of people's life.
By doing things like what?
By doing things like having permission to take a pause. When you pause to recuperate or think or oxygenate what you're doing, everything that
you're touching is amplified in its output. I'll give you an example of one of the wonderful
examples of space is this gentleman named John. John is a security guard at a company that prides
itself on patents. They do a lot of innovations. They have a lot of patents. He's a security guard,
but he also happens to be the guy who leads the company in the recorded amount of innovative
patents. We talked about how his day is 95% uncommitted time. He is not hampered by the
typical tasks that we call work. That liberty, now he's a very creative, smart person,
but that liberty brings him to a different level of contribution. And the punchline of the story is
two different times he was promoted from security into innovation, and two different times he went
back to security. Because in innovation, he kept being assigned all this work that was getting in
the way of him being able to think, and he just couldn't produce the same results.
He's a security guard who has more patents than anybody else?
Yes, more than anyone else in the innovation department.
And it's a Fortune 200 company.
It's not a small potatoes organization.
He's a brilliant guy, but could the argument be made that the amount of liberty and open
time that he has to be thoughtful is amplifying that process?
I believe so.
And John is not the only story.
There's all sorts of leaders.
If you look at Phil Knight from Nike, used to have a designated chair in his living room
that was only for daydreaming.
And Jack Welch, who everyone thought of at GE as this driven, hard-driving, workaholic
guy, he spent an hour and a half every single day, he called it looking out of the window time.
And he would do that old-fashioned thing that many of us remember, feet up on the desk,
staring out a window, concocting, cooking, dreaming. We have no respect with that thoughtfulness
posture anymore. And it's almost shameful. You have to
hide around the corner like a smoker to think these days. But that tells you a little bit about
how much we value thoughtfulness. But there has to be a balance between that and productivity.
You still have to get the work done. We can't all just look out the window and daydream all day because then
nothing happens. Yeah, that's not, that's, well, that's not the live problem that I see and
empathize with every day at work. But we do have to understand the difference between activity and
productivity. And this is a critical delineation. If you and I sat in a room all day long in a
conference room, let's say we put out Danish and we sat and we thought and we thought and we didn't
really do very much. But eight hours later, one of us had a spectacular idea.
That would have been a very productive day, but it wouldn't have been a very active day.
And in corporations and companies, even entrepreneurs who have that busyness gene in
them, we're over-indexing on activity and checking off boxes and moving in action.
There's plenty of that. We're never
going to have a risk that there's not enough of that. But this other element must be present.
And our dream is to insert it in small, manageable sips throughout the day, not to have eight hours
in a row of ponderous window time, but just to have some, just to be able to step back and have some objectivity about
the work that we're doing. Because you hope what will happen.
Well, I don't hope, I see what happens. We've been doing this work for many years in corporations.
So there's on the level of the plot, if you did kind of plot and subplot, the plot is that work
becomes more efficient because people think before they act. So we see
measurable results in improvements in productivity, increased strategic thinking time,
reduction of stress in the workplace. All sorts of different things happen when people don't have
to be on a maniacal treadmill every minute. But then the subplot is really what moves me is
real people sitting in real desks who have had their chests
compressed for so long can just breathe again. They can take a minute to think about an idea
or maybe remember why they do the work they do and reaccess that meaning, that vision inside of
them. This work was supposed to be fun in a lot of different ways that it isn't
for a lot of people. So when somebody listening to you says, okay, so how do I do this? Like,
do you structure this basically downtime into the day? And then do you force yourself to do it? Or
do you just let it happen? I mean, what do I do different?
In the course of the day, the training wheels protocol that we teach is called the wedge. So if you imagine I'm holding my fingers like a triangle going up, the wedge is a little portion
of open time. It could be five seconds, a minute, 10 minutes, a wedge inserted in between two
activities that without it would have been
connected. So think about, we talked about between a meeting and a meeting, a little wedge,
between a fire drill and diving into it, between getting an email that hurts your feelings or
worries you and responding, between being asked a question and answering. These are all moments where tiny oxygenation opening,
opening can occur. And we want to really take those breaks when we're taking the longer wedges,
when we maybe are taking our lunch or where we're really taking some thoughtful time. We want to do
it in a way that supports, for instance, we talk a lot about, about eating, just eat when you're
eating lunch. If you're not with other people, try to abstain from watching something or listening to something and just allow that to be
recuperative white space time. It doesn't have to be a lot. This is one of the most important parts
is you can start with literally if we did, I won't waste your time, but if we did 15 seconds,
you'd be shocked at how long that felt to just let there be some openness.
And you're hoping, like, how do you know it worked? So what's going to be different now?
How am I going to feel differently because I did it right?
It's like, like oxygen or like a nutrient that you've been missing, consistent use of white space will make
you less stressed. It should make you more focused. It will actually make you more productive
because you're using moments to decide what you do next at work instead of just doing, doing,
doing, doing, doing. So you'll get lost in far less rabbit holes of unnecessary work. In teams, which is how we do
a lot of our work, we also see measurable results in that low value category that I mentioned. We
see less emails, we see less meetings, we see shortened or reduced reporting. These flurries
of nonsense activity in the workday largely come because we're just not thoughtful about what we're
assigning or choosing or touching. You slow things down and you add some white space and the way that
work is selected becomes different. And we have lots of data to show those changes in real teams
in real time. It seems though that what often happens in an office is like, you know, let's say you plan out five minutes in between meetings to do your white space sing, if that's the verb, white spacing.
White spacing, yeah, sure.
Well, let's go with it.
But so after the first meeting's over, what often happens is Bob comes up and says, hey, Juliet, you got a minute?
And then that five minutes gets eaten up with Bob telling you, you know, what he did on his weekend cruise.
And there went your white space.
Well, there definitely will be moments like that.
But what most people experience is they don't have the five minutes in the first place.
So when Bob says, do you have a minute, that means they're just going to be five minutes late to their next meeting and rushing in and frenzied all the time.
They also, in case they like Bob, would miss the beautiful opportunity to slow down and have a
human moment with Bob. And to hear, actually hear, did you swim with the dolphins? And what was the
cruise? And did they have those big platters of food? And that is part of what fuels us as interpersonal teams is being able to be with
each other and not have the, what is that yolk they put around the oxen where they're just pushing
them through the, I'm probably getting this all wrong, pushing them through the rice field
every single second. The beautiful open time also leads to the ability to be interpersonal
with each other and many find that a benefit.
So you've been doing this, because I can imagine people listening thinking, well,
this all sounds great, but where's the evidence? I mean, where's the proof that this really is helping, not just wasting time? And you have the evidence, yes?
Yeah, there's lots of studies that show, I mean, we could go into some of the ways.
One of my favorite ones is that there's a study that shows that we experience something in white space called beneficial forgetting, which is a term that I just love. disentangle itself from the thing that it was doing before and come back again with a fresh
perspective. So many people are working on problems at work. We can't seem to get this
product to sell, and we can't seem to get this channel to work, and we can't seem to develop
this relationship. When they take a moment of time, studies show that this beneficial forgetting
allows them to come back stronger. There's also a wonderful study where they put four different people into groups and they had them do a repetitive task. Only one of the four groups
had the ability to take very small breaks during the period of the work. And they were the only one
whose productivity and output was consistent by the end of the 50 minutes that they were working.
So in terms of the gray, we say gray matter likes white space. That's
absolutely been proven. But all you have to do is take a human being. I mean, there's a woman
in the book named Mindy. We call her the peanut butter manager because she works with a jar of
peanut butter on her desk all day long because she can't give herself the liberty of taking lunch.
And this is the way she worked for a very long time.
She's just one person that many, many will see a mirror in
that just when she gave herself permission
to make work not a grueling marathon all day long,
that her headaches disappeared,
that her errors in client process procedures
in her team started going down,
that things got better. And people just have to try it. It's like one of those
free Costco samples. Once you taste a little space, you'll want more.
Well, this whole conversation, I think, makes you stop and think why we go to work in the first place. It's not to go somewhere
and be busy all day. That's, or maybe that is why some people go to work, but that's probably
not the best definition of work. Well, we go to work to make a contribution. So yes,
busyness is, I would say it's a form of an enemy that we do fight in our work. I'll also say it's
something that I've struggled with my entire life. And I think it's a form of an enemy that we do fight in our work. I'll also say it's something
that I've struggled with my entire life. And I think it's probably why I'm so interested in this
work. I was told that when I was seven years old, I wrote a story called I'm Busy Forever and turned
it into a song. And so it's been a very long time. And my raw state, naturally, if I didn't have
these tools, is that I would just keep moving and probably not
be very thoughtful about what I was touching. And that speed would also detract from my ability to
be a mom and human and all sorts of other things that I care about. So I'm in the trenches with
people and my experience, you asked me for proof, is my own personal proof is that when there is
space that the whole day feels very different.
And you determine the amount of time in your white space, how? I mean, how is it? Sometimes
it's a minute, sometimes it's five minutes. Because of what?
So the productivity gang wants to have very prescribed rules. People say, should there be
timers and how many times a day?
It's a little bit like learning to watch your own hunger and understand the difference between
hunger and craving and satiety. I'm going to get that one wrong, but being satiated.
The white space time that you should take is as much as you need to feel better. So for some people, that is 30 seconds
once in a while through the day. For some people, obviously we have a lot of executives who take an
hour because they think that they can't do any thinking time that's deep and rich and valuable
and less than that. And everywhere in between, what we want to be doing is approaching it from
two angles, the intellect and the visceral.
From the intellect, you could look at your day. If you screen shared your calendar right now and
I saw your calendar, I could see if there was enough white, just looking for the actual white
on the calendar. And if there wasn't, I'd be able to guess with enormous certainty whether your day
would be flexible and fluid or whether it would feel pressed and rushed and stressful. That's the intellectual side. So we look at our calendars,
we go, oh, I need a couple white slices in here. And then the visceral side is we're sitting at
our desk and we're just having that feeling, wow, I need an espresso or I need a candy bar,
I'm going to check my email to have the dopamine goose me up here. And instead, often we just need to take a strategic pause.
Well, it does seem to make sense.
I mean, anybody who's had those days where you're just going from one thing to the next
and you don't have time to breathe,
you can imagine how that day would go differently
if you plan those white space breaks
in between all the events.
Juliette Funt has been my guest.
She is a speaker and an advisor to Fortune 500 companies.
She's founder and CEO of the Juliette Funt Group,
and the name of her book is A Minute to Think,
which, by the way, was nominated for the Next Big Idea Club, which is curated by Malcolm Gladwell, Adam Grant, Dan Pink and Susan Cain.
And you will find a link to that book at Amazon in the show notes.
Thank you, Juliet. Thanks for being here.
Wonderful. Well, thank you so much for having me. If you've ever had someone reject you, break up with you, someone you were in love with,
well, you know it can mess with your brain. In a study, researchers looked at brain scans of
subjects who had recently been rejected by their partner and who were still in love with the person
who rejected them and hoped that they might return.
What they found is that romantic rejection stimulated the same parts of the brain as cocaine and other addictions.
In other words, romantic love acts much like an addiction in the brain.
And this helps to explain why behaviors by people who have been rejected, like stalking, are often difficult to control.
The good news is that time definitely heals the hurt.
After a period of time, the subjects were shown photos of the person who had rejected them,
and those parts of the brain that showed so much activity before had quieted down.
And that is something you should know.
If someone ever asks you to recommend a podcast or ask what podcast you listen to, I hope
you'll tell them something you should know and ask them to give a listen.
I'm Mike Carruthers.
Thanks for listening today to Something You Should Know.
Hey, hey, are you ready for some real talk and some fantastic laughs?
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And me, Melissa Demonts, for Don't Blame Me, But Am I Wrong?
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Hi, I'm Jennifer, a co-founder of the Go Kid Go Network.
At Go Kid Go, putting kids first is at the heart of every show that we produce.
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