Negotiate expectations

When two or more people come into contact with one another there is already a set of expectations, social rules about how to relate to other people. These are part of culture. In addition, there are sets of expectations that apply to specific situations – consider, for example, the rules that govern buying something in a shop, ordering a drink in a café or a bar, and so on. Breaking these rules (jumping the queue, for example) can cause a lot of bad feeling and displeasure.

But there is more to it than this. When you form a relationship of any kind with someone, a set of expectations specific to that relationship will quickly develop. Having these expectations is generally a positive thing; it enables our interactions to run smoothly, with a minimum of tension. However, such expectations are not always positive. For example, in an abusive relationship, the expectations or unwritten rules will generally suit the abuser, but at the expense of the person being abused.

But, even in non-abusive situations, there can be expectations that are problematic for at least one person. Consider, for example, how many arguments between partners begin with: ‘Why is it always me who is expected to …?’ and it Is not just in our private lives that these things can happen. The workplace is full of sets of expectations too, mainly positive, but sometimes negative and unhelpful.

Bullying situations would be one example of this. The bully’s expectation is that they can treat you badly and, if you complain, they are likely to twist the situation to make it look as though the problem is you being unreasonable. But, again, it is not just in these extreme situations that expectations can be problematic.

However, it is essential that we realise that such expectations are not necessarily written in tablets of stone. Expectations can generally be renegotiated. For example, consider comments like:

  • ‘I’ve noticed that it is generally me who does x, maybe we should think about sharing out that task in future. That would give me more time to get y and z sorted.’
  • ‘I’ve been thinking. We seem to have got into the habit of x. Perhaps it would make more sense if we looked again at how we deal with these things.’
  • ‘Have you noticed that you are the one who tends to do y? I’m quite happy for you to do it most of the time, but do you think there is any chance I could do it sometimes?’

Note that these statements are not hostile. They are not attacking or criticising the other person. They are genuine attempts to renegotiate expectations. The idea behind this strategy is that, if you are reasonable, supportive and cooperative in how you tackle the issues, you are putting gentle pressure on the other person to be reasonable, supportive and cooperative in return. There are no guarantees, of course, but this approach is used very effectively on a day-to-day basis by large numbers of people.

So, the first step is to identify what the expectations are that are causing you problems or holding you back in some way. The next step is to think carefully about how those expectations could be renegotiated to improve the situation. Where possible, try to think of ‘win-win’ outcomes – that is, changes that benefit the other person as well as you, thereby making it more likely that they will agree to what you are suggesting.

But, perhaps the most important point to note is that you don’t have to be a slave to other people’s expectations. You don’t have to agree to lose out.

Don’t rush!

‘Less haste, more speed’ is a well-known and oft-quoted proverb, but how often do we forget the wisdom on which it is based? Modern life tends to be very busy and can be highly pressurised. A common reaction to this is for people to speed up, to try to do things in a rush. However, this is a big, big mistake. Rushing is at the root of many of the problems people experience in life.

This is for a variety of reasons. First, rushing means that we are much more likely to make mistakes – and, at times, those mistakes can have major consequences. Consider, for example, when you have made a mistake or you have been on the receiving end of someone else’s mistake. How often did the mistake arise because the person concerned was rushing, not paying sufficient attention to what they were doing?

Second, one of the key factors in stress is control. People can generally cope with a high level of pressure, provided that they have sufficient control over the demands being made on them, while even a relatively modest amount of pressure can produce a stress reaction if control is lacking. Rushing takes away our sense of control; when we are rushing, we tend to feel that we are losing our grip, that control is slipping away from us. Rushing can therefore be very counterproductive when trying to avoid stress. It can contribute to a vicious circle. The more pressure we are under, the more we rush; the more we rush, the less of a sense of control we have; the less of a sense of control we have, the more stressed we are; and on it goes.

Third, we have to consider what message rushing is giving other people. For example, a sales assistant in a retail context who is rushing in serving a customer is likely to be giving (unwittingly) a message to the effect that they do not have time for the customer, and therefore that the customer is not important (or even that the customer is not welcome). So, next time you are rushing, think carefully about what message you are likely to be giving to other people involved in the situation.

Rushing, despite being highly counterproductive for the reasons outlined here, can easily become the ‘default’ setting for some people. They become so used to rushing that this becomes their normal response to the demands they face. For some people, rushing gives them a sense that what they are doing is important, so important that they can’t hang around and just have to ‘get on with it’. So, they get self-esteem from it. This is highly dangerous, of course, because it means they are unlikely to be thinking carefully about what they do, are doing minimal planning, are not anticipating potential pitfalls and are therefore missing opportunities to be creative and are highly unlikely to be learning or developing.

Avoiding rushing does not, of course, mean going to the other extreme of dawdling or wasting time. It is, rather, a matter of balancing the pace at which we work with the attention the tasks concerned need for us to do them properly.

So, the temptation to rush is one that we very much need to resist. The more pressure we are under, the more we need to be thinking carefully about what we do, about how best to manage those pressures, how best to draw on the support available to us, and so on. Simply trying to get things done at an unnatural pace creates far more problems than it solves. By avoiding rushing, we can become more skilled in managing pressures and more confident in doing so.

Confront issues without being confrontational

‘I didn’t like to say’ is a comment commonly heard when it emerges that somebody has faced a difficult situation, but preferred not to address it. For example, imagine Person A is stereotyping Person B, but Person B feels uncomfortable about challenging this and therefore chooses to say nothing and accept the negative consequences of being stereotyped. The idea of assertiveness is that an assertive person is someone who tries to achieve win-win outcomes – that is, tries to make sure that each party benefits from the interaction. However, the ‘I didn’t like to say’ approach is actually likely, in many cases at least, to lead to a lose-lose outcome.

Consider this possibility. Person A treats Person B in a stereotypical way (making overgeneralised assumptions on the basis of gender, for example). Person B chooses not to challenge this, preferring the more comfortable option of just letting it go. Person B therefore loses out. Person A remains oblivious to the harm their stereotypical thinking has done – unless, that is, Person C comes along at some point and makes reference to the stereotyping that has been going on. Person A may then feel very contrite and regretful about the unintended harm done, and also therefore lose out. Hence the idea of lose-lose outcomes. Consequently, adopting the ‘I didn’t like to say’ option can mean everyone involved loses out, clearly not a good result.

This is where the idea of confronting issues without being confrontational comes in. ‘I don’t like confrontation’ is another comment often heard, and quite understandably. But, we need to be quite specific about what is meant here. Usually, it is being confrontational (as opposed to the act of confronting) that is what people don’t like – that is, situations where people adopt an aggressive approach. They are aiming for a win-lose outcome (I win, you lose). But, with the rights skills and attitudes, it is perfectly possible to confront issues without being confrontational. For example, if I were to say to someone who is blocking my way: ‘Excuse me please, can I get past? Thank you’, I am confronting the fact that this person is blocking my way, but I am not doing it in a confrontational way; I am not creating any problems or ill-feeling for them. And this is the key: How can I avoid having problems and ill-feeling without creating problems and ill-feeling for the other person (back to win-win outcomes again)?

I mentioned the right skills and attitudes. A key skill is what is known as ‘elegant challenging’. This refers to being able to address issues in a positive and cooperative way, raising important issues sensitively and tactfully in order to minimise the risk of conflict escalating, while maximising the chances of making a positive difference. And, when it comes to attitudes, the key attitude can be characterised as: ‘I will respect you and treat you with dignity, but I will not allow you to treat me without such respect and dignity. I want this to work for both of us’.

So, whenever you are tempted to adopt an ‘I didn’t like to say’ approach, perhaps you should consider whether you like the consequences of letting things pass and risking a lose-lose outcome any better. But, of course, we don’t have to choose between two uncomfortable options. Being prepared to confront issues (that is, address them) without being confrontational can give us a very helpful way forward that is of benefit to all concerned. Adopting that aiming for win-win outcomes and being prepared to develop the skills involved are therefore steps well worth taking.

Beware of cynicism

The word ‘cynic’ comes from the Greek word for dog, so to be cynical literally means to be dog like, in the sense of not caring, of being happy to let the world pass you by. It involves not making an emotional investment, of being detached and disengaged.

For many people cynicism is an emotional coping mechanism – if you don’t put your heart into something, you are much less likely to get hurt by it. And, without that emotional engagement, the result is likely to be negativity and defeatism. You can’t succeed at something if you don’t engage with it. But, equally, you can’t fail, which is a big part of the appeal of cynicism as a coping method – it is a protective mechanism.

Of course, you are highly unlikely to convince a cynic of this, as they will just dismiss the idea, not engage with it and, that way, be safe from it (or at least feel safe from it). Cynicism can be as a result of burnout, of emotional exhaustion – for example, as a result of work overload or being exposed to very stressful circumstances. But, we should not make the mistake of equating cynicism with burnout – many people have cynical tendencies without being even the slightest bit burnt out.

It can be helpful to think of cynicism as one extreme of a continuum, with a naïve idealism at the other extreme. In between the two is the healthy balance of scepticism. A sceptic is someone who questions, who does not take things at face value (which is what a naïve idealist would do), but who does not dismiss things as a matter of course (which, of course, is what a cynic is likely to do). A person adopting a sceptical approach avoids these two unhealthy extremes. By avoiding naïve idealism we are less open to being exploited by ruthless people who will seek to take advantage of any such naivety. And, by avoiding cynicism we avoid wallowing in negativity and the tendency to give up without trying.

Cynicism can be contagious, in the sense that just one cynical person can poison the atmosphere with negativity across a whole group of people. For example, I have come across many situations in which one person’s temporary absence can immediately contribute to a higher level of motivation and morale, while their presence normally undermines such things. We therefore have to be wary of not only any tendency towards cynicism we may have ourselves, but also the danger of being adversely affected by someone else’s cynicism.

In a sense, cynicism is a form of (negative) leadership. If we bear in mind that a key part of leadership is the ability to shape the culture in which they are operating, it is often the case that a cynic is dragging the culture down, contributing to negativity, defeatism and an unduly pessimistic outlook. Consequently, what is often required as a counterbalance to cynicism is positive leadership, the ability (and willingness) of one or more people to take the ethos or ‘mood’ in a more positive direction. This will free people up to be more motivated, more creative, more productive, more open to learning and, in all likelihood, happier.

There is no simple ‘cure’ or easy answer when it comes to cynicism, but there are things that can be done to guard against it, not least keeping the healthy balance of scepticism in mind. If in doubt, we can ask: is this a positive, constructive questioning stance that is being adopted, or does it cross the line into negative and dismissive cynicism?

Don’t confuse experience with learning

It is commonly assumed that the more experience a person has, the more learning they will have done, and thus the more they will have to offer, but it’s important to realise that this is a very unsafe assumption to make. We don’t have to go far generally to come across someone who has a lot of experience, but has learned relatively little from it. There can be people with three years’ experience in a particular field who have done an excellent job of drawing out the lessons from that learning, of really making that experience count in terms of improving their practice and developing their confidence. But, there can also be people with thirty years’ experience who have done very little learning during that time. The technical term for this is ‘plateauing’ – that is, climbing to begin with, but then levelling off and not getting any higher (in terms of knowledge, skills and effectiveness).

‘Experience is the best teacher’ is a saying that we used to hear a lot at one time, despite the fact that it isn’t true. It is what we do with experience that is the best teacher. Just having an experience will teach us nothing, of course. We have to draw out the learning from that experience for it to really make a difference to us. We should not confuse experience (which provides the raw materials for learning) with actual learning, just as the ingredients of a cake are not the cake – it’s what you do with the ingredients that produces the cake. This is why learning support processes like supervision, mentoring and coaching can be so invaluable, because they can play a very helpful role in ‘processing’ experience, making sense of it in ways that enable us to learn and develop.

What is also important about this is that it helps us to understand the importance of an active approach towards learning. To get the most out of the learning opportunities life presents to us (whether in our working lives or our private lives), we need to play an active role, we need to make things happen. Unfortunately, the way our education system works, the opposite is often what is encouraged – a passive approach where other people take charge of our learning (teachers, trainers, tutors and so on) and we tend to go along with what they decide, what they organise, what they prioritise and so on. But, we are increasingly recognising that the people who are most successful in converting their experience into learning are the ones who adopt an active approach to their own learning needs (‘self-directed learning’, to use the technical term).

Sadly, having lots of experience, but not having learned much from it can actually be counterproductive – that is, we are not only missing out on learning, but the boredom and lack of stimulation in experiences that are not producing learning can numb our senses, reduce motivation and job satisfaction, discourage creativity and contribute to burnout. Consequently, a lot of workplace problems (and, indeed, potentially in our personal lives) can boil down to experience without learning, without the stimulation, reward, motivation and progress that learning can bring.

A lot of basic learning happens spontaneously (young children learning how to walk, for example), but the more advanced and complex the learning, the more we need to make the effort to bring it about, rather than make the mistake of just assuming that experience will automatically produce learning. Each day, week, month or year of experience will no doubt make us older, but it will not necessarily make us wiser.

Make your feelings known

A much-used literary and dramatic device is for it to be apparent to the reader or viewer that someone has strong feelings (of love, for example), but is not expressing them and is losing out in some way as a consequence. As the plot develops, the feelings eventually become known and they all live happily ever after, or not, as the case may be.

But, outside of the world of fiction and drama, the question of when and how to express feelings is a significant one. Some people can go to the other extreme and blurt out their feelings inappropriately, leading to embarrassment for themselves and others. So, the two extremes of ‘Keep your feelings to yourself’ and ‘If you feel, it say it’ are not helpful.

This is where the idea of emotional intelligence comes in, having the ability to ‘read’ situations in such a way as to be able to work out when it is appropriate and helpful to make our feelings known and to be clear about what is the best way of expressing them in those particular circumstances. For example, when we are feeling anger, letting it gush out in a rage is rarely going to be helpful and could cause significant problems. But, this does not mean we need to keep it to ourselves. It may be more helpful to allow the situation to calm down and then say something like: ‘I start to feel angry when X happens’ (with X being whatever was provoking the anger). It can then be followed up by a constructive suggestion, such as: ‘So, it would be helpful if you did not …’, or whatever it takes to move the situation forward positively. How can we realistically expect to improve the situation if the people who are angering us are not made aware (in a non-threatening, constructive way) that they are doing so?

But it is not just negative feelings that are better out than in. Many people seem to find it extremely difficult to tell their loved ones that they love and appreciate them. Perhaps they make the mistake of assuming that they know and it therefore does not need saying. However, whatever is causing it, what is highly likely is that it is causing difficulties in a high proportion of cases. In both my personal and professional lives I have come across numerous examples of relationships that started to falter because feelings of love were not expressed; they were taken for granted and therefore not reinforced or revitalised when they needed to be.

Being human is full of paradoxes, and one of them is that we are both robust and fragile at the same time. Expressing our feelings and receiving reassurance, validation and affirmation can make a huge positive difference, while finding ourselves in emotionally barren and unsupportive territory can undermine our confidence and well-being. There is therefore much to be said for making our feelings known, provided that we are tuned in to how to do so in helpful ways.

Another paradox is that we are both rational and emotional beings. While many people focus on the rational side and play down the emotional elements of being human, it does not alter the fact that feelings are a very powerful influence on our behaviour, our thoughts and how we relate to one another. If we neglect the emotional dimension and see feelings as things to be kept under wraps for the most part, we are doing ourselves a disservice and working on the basis of a very limited understanding of what it means to be human.

Find the right balance when it comes to risks

Life is a risky business. Whatever we do, whichever way we turn, we take risks. For the most part they are fairly minor risks, with relatively minor consequences if things go wrong. But, it is not at all uncommon for us to take life or death risks (using electricity, driving a car, being a passenger or even a pedestrian, for example). Risk is very much a part of everyday life. This has a number of implications, two main ones in particular.

First, it shows how skilful we tend to be at managing risks. Over the years I have run many training courses on risk assessment and management and made this point about how skilled people generally are. The usual response to this comment has been one of surprise, reflecting a degree of anxiety and a relative lack of confidence around risk issues. Such anxiety can (and often does) lead to a tendency to be overcautious about risk (being ‘risk averse’, to use the technical term), to underestimate our ability to cope with risk and thereby overestimate the chances of things going awry. For example, some parents can be overprotective towards their children, genuinely attempting to keep them safe, but causing other problems in the process, not least in relation to the children’s development and their need to learn how to keep themselves safe by managing risks. A similar problem can apply to older or disabled people.

Second, because we are so skilful at handling risk for the most part, we can sometimes be complacent about the dangers involved. Driving is a good example of this. Far too many accidents are caused by drivers forgetting that they are in charge of a machine that can kill if it is not handled carefully, being navigated among a number of other moving machines that can kill if they too are not handled carefully. A more cautious approach to motoring would no doubt save many of the lives that are lost each year in road traffic accidents.

And this is where the idea that we need a balanced approach to risk comes in. Forgetting how skilful people are at managing the risks involved in their life can make many of us overcautious and therefore unduly restrictive at times. But, by the same token, the fact that we are so skilled can also make us complacent about risk and lead to a lack of caution in situations that require a more careful approach if we are to stay safe (and keep others safe). There are, then, two problematic extremes to avoid, one where we are overestimating the risks involved and another where we are underestimating them. The aim, clearly, must be to develop a balanced approach to risk, one in which we are not allowing anxiety to push us into an overreaction, but nor are we allowing complacency to bind us to significant dangers.

For many people it may take quite some time to develop such a balanced approach, but the efforts involved should be well repaid. There are many dangers around us that we need to be aware of (and responsive to) if we are to avoid the harm that such dangers can bring about. But there are also significant problems we can encounter if we go beyond awareness and responsiveness and enter the territory of being ‘risk averse’ – that is, of losing sight of that much-needed balance by allowing ourselves to be overcautious. We owe it not only to ourselves, but also to the other people in our lives (personal and professional) to make sure that we achieve the right balance when it comes to risk.

Don’t criticise what you don’t understand

Many years ago I came across the idea that, the further away from something you are, the simpler it appears, and that idea has stuck with me. What it was referring to was the tendency for complex matters to seem quite simple and straightforward from a distance. If you don’t have a full grasp of a situation, it is very easy indeed to oversimplify and thereby rely on a distorted picture that can be very unhelpful in a number of ways (not least in creating unnecessary tension and ill-feeling).

Consider, for example, the case of domestic violence. So often I have heard people say words to the effect of: ‘If he is hitting her, why does she stay there? Why doesn’t she leave him?’. Ah, if only life were that simple! Such situations are usually hugely complex, with all sorts of dilemmas and difficult decisions to make. Simplistic attitudes and a judgemental approach to something they don’t understand will often mean that people are being unsupportive of others precisely at a time when most support is needed.

This can lead to a vicious circle in which people who feel bitter, disappointed, angry and/or hurt by a lack of support and what they, quite understandably, see as a negative and unsympathetic attitude, they may then struggle to be supportive of others (note that I say ‘may’ – it is by no means certain that they will not be supportive, but it can and does happen). They are certainly likely to find it more difficult to be positive and supportive of others in such circumstances.

Another example would be a social media discussion I saw recently about efforts to help a homeless man. ‘Why doesn’t he just get a job?’, said one less than compassionate contributor, clearly unaware of (or choosing to ignore) the fact that getting a job without an address is nigh on impossible and that it is highly likely that the reason he became homeless in the first place (being abused, for example) may well be quite an obstacle to getting, and holding down, a job. And, of course, it ignores the fact that there are far more people looking for jobs than there are vacancies. Criticising what you don’t understand is therefore not only unjustified, unwise and unhelpful, it can also be quite harmful – part of the problem, rather than part of the solution.

A further example would be when someone lets you down in some way and you start to condemn them for doing so without first finding out their side of the story. Indeed, it a common source of embarrassment is for Person A to criticise Person B, only to find out later that Person B had very good reason for letting Person A down (they were victims of a crime, for example, or were taken seriously ill, or other such fully understandable reason for not being able to fulfil a commitment they made).

It is therefore very important that we resist the temptation to criticise what we do not understand, to make judgements about people and/or their actions without understanding their story, without having the full picture. So, if we don’t understand someone’s actions, we should be ‘walking a mile in their moccasins’, rather than jumping to conclusions that can so easily be not only unfair, but also positively harmful (and, as we have seen, also potentially embarrassing and a possible blot on our own character or reputation).

Sadly, this tendency for people to criticise what they do not understand is a very common phenomenon and one that is constantly reinforced by some sectors of the mass media. Not rushing to judgement is a skill and value statement that we would do well to nurture and support, if not actually insist on.

Consider what your legacy will be

We can look back over our past and savour the beautiful and important moments as well as learn from the not so beautiful and the not so positive experiences. Equally, we can look back and dwell on the negatives, the mistakes, the regrets. We can also look forward and consider our future, plan ahead, anticipate and look forward positively. Or, we can look to the future with dread and anxiety, fearing the worst and thereby make our current situation quite an unpleasant one. So, whether we look forward or look back, we can focus on the positives, the negatives or a mixture of the two.

But, what we have to recognise is that all this is likely to have an impact on the present, on our current circumstances. Memories form a key part of who we are and how we make sense of the world. Similarly, our future – our hopes, aspirations, fears and plans – shape (and, in turn, are shaped by) where we are up to in the present. In technical philosophical language, we are ‘temporal beings’ – that is, our present, past and future interweave in complex ways. People who tell you to ‘just live in the present moment’ are not taking account of the fact that the present moment is rooted in both the past and the future. The better we understand our past and future (as well as our present), the better we understand ourselves – and the better equipped we will be to make the most of our lives.

Another aspect of this is that we can also imagine ourselves in the future looking back over (what will then be) our past. This can be a useful exercise to do to give us a sense of perspective. It can help us to appreciate what we have got going for us and give us a clearer picture of what we want out of life. It involves thinking about our legacy, the ‘you-shaped hole’ that each of us will eventually leave at the end of our days.

This isn’t about being ‘morbid’, it’s about getting a better overview of our lives. Imagining ourselves at some point in the future looking back over our lives can give us a sense of legacy, a sense of what will be left behind when we go. This isn’t about anything grand or ambitious, medals won or honours achieved – it is about what positive difference we have made.

Can we anticipate looking back proudly on our legacy and feel satisfied with what we have contributed through our life? Or do we fear being disappointed by what we see when we look back? Either way, what can we do between now and then to make sure that we feel good about what we expect our legacy to be. It might well be helpful in shaping our sense of purpose and direction, an important part of our spirituality and therefore of our well-being.

There is no right answer to any of this; it is all about having a sense of ownership of our lives – an awareness that the future is not written in stone and that by thinking in terms of our potential legacy, we can play an important role in shaping that future and making it as positive as possible – for ourselves and for the people we care about.

Many people that I have suggested this activity to have come back to me to say they found it very helpful – not necessarily easy, especially to begin with, but useful in providing a way of envisaging how we want our lives to go and what we need to do to increase the chances of it working out that way.


Don’t lose sight of the little things that can make a big difference

It is very wise to be clear about your priorities and make sure that you attend to them. So much time, effort and energy can be wasted if you spend time on lesser matters and lose sight of the most important. It makes sense that the big, important issues need to come first. However, there is also much to be gained from appreciating the little things. The two ideas are not incompatible.

It is perfectly possible to focus primarily on the main issues you face, while also setting aside some time for the things that, at first view, may not seem to matter much, but which can actually be of great importance and value. What I am talking about is taking the opportunity to take a step back, relax and, in a sense, ‘smell the roses’. It is very easy to get so caught up with the big issues that we lose sight of other aspects of our lives, the little things that can being satisfaction, joy and hope.

This is an important part of self-care. If we are constantly focused on moving forward and therefore looking directly ahead, we may miss important and useful things that are not immediately in front of us. It is important to be focused, of course, but there is a difference between being focused and being blinkered and too narrowly concentrated. For example, how many people have been so intensely focused on their career or business that they miss out on watching their children grow up? How many people lose sight of their interests and hobbies because they are wedded to their strong sense of needing to move forward all the time? I remember one man telling me he had recently attended a concert for the first time in years and he had come away from it in tears and with mixed feelings. They were partly tears of joy because he had enjoyed the music so much, he had found it so uplifting at a time when he very much needed his spirits raising. But, in part, they were tears of sadness, because the experience made him realise that, despite his immense love of music, he had spent very little time in recent years listening to it or getting the benefits of it, because he had been so focused on making a success of his career. He realised he had let go of something that mattered to him a great deal because he had become too narrowly focused on his career.

An important part of this is our idea of success. What does success mean to you? If it is purely career success, then what are you missing out on? Of course, this is not to say that career success is not a noble and worthwhile goal to pursue, but allowing it to be all encompassing at the expense of other important matters and thereby, in the process, failing to ‘smell the roses’ is potentially very problematic.

This is partly about work-life balance, but it is also broader than this. It is about building in the flexibility to our lives to be able to pursue important goals, but also, at the same time, giving yourself time and space to savour the various things that seem small, but which can have a big impact on our quality of life.

Do you know what those small but significant things are in your life? Are you making sure that you are keeping them in mind and not letting them drift? Are you managing to get that balance right?