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4 Things to Learn From One of the Greatest Psychologists of All Time

4 Things to Learn From One of the Greatest Psychologists of All Time

Paul Ekman is the world’s most famous face-reader. Every psychology student knows his name and even beyond the field of psychology, Ekman and his work is recognized. Ekman dedicated his whole career towards the understanding of emotions and the associated patterns in the human face. Due to his accomplishments he not only belongs to ‘Time’s list of the 100 most influential people in the world (2009)’ but he is also one of the 100 most influential psychologists of the 20th century.

You might know his work through TV shows like Lie To Me, which is based on his studies, or you’ve read one of his famous books Emotions Revealed and Telling Lies, which teach you how to read faces and detect lies. Besides this he works with secret agencies like the FBI or CIA and advises movie companies like Pixar. The now 80-year old Ekman already met the Dalai Lama three times and talked with him about emotions.

Despite travelling and numerous responsibilities, he took some time to talk to me. As an aspiring psychologist I am more than familiar with his work and there are already dozens of high quality interviews about his research as well as several books. Therefore I decided to reach out to him and talk with him about more universal topics. More specifically we talked about: the importance of a mentor, how to actually find one, learning, reading, writing and what it takes to become an outstanding psychologist. From our conversation I learned the following things:

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1. The Importance of a mentor and how to find one

Ekman said it is definitely very important to have a good mentor and it had a decisive influence more than once on his own life and career. His mentors led him through critical moments and supported him with guidance. Ekman also listed a lot of different qualities he learned from them, not at least he learned excitement about research and the necessary care.

Though the process of finding a mentor seemed to be rather guided by luck or the right circumstances in Ekman’s case. Robert Berryman, one of his first mentors, was running a lab at his University and Silvan Tomkins, which was his most important mentor, reached in a similar paper at the same journal. The editor of the journal then connected Ekman and Tomkins and this resulted in a long friendship and mentorship between the two.

So obviously Ekman got his mentors rather by chance as opposed to consciously reaching out to them. What needs to be considered is, that fifty years ago it was definitely harder to contact or learn about possible mentors. Nowadays this is far easier, so you shouldn’t rely just on chance, but make an effort and reach out to possible mentors (check out this video to find out how: https://www.youtube.com/watch?v=qQPGQCeqB-I)

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2. You don’t have to have the same views as your mentor

While talking about his mentors and their impact on his life, Ekman mentioned several times that he either had different views, didn’t fully adapt a certain mindset or shook off the influence later (eg. the Skinerian influence of Berryman). Though he still said how important it was to have a mentor in order to learn things like persistence and perseverance as well as care, when it comes up to research. From Robert Berryman, Ekman especially learned about the excitement of research.

His mentors also encouraged him to take on new studies or pursue certain endeavors.  Silvan Tomkins for example led him to the decision to study cross cultural studies.

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So a lot of the learning that occurred was not simply on a content-level but rather on a meta-level. He rather learned about learning, attitudes and working habits. Tomkins even doubted that Ekman would be able to create a coding system of the face. Where in the end he succeeded (he invented the Facial Action Coding System- FACS). This shows mentors are tremendously important, but it is also necessary to free yourself and follow your own path at the right moment. Though finding this right moment, when to follow your own path and when to listen to your mentor is a hard task.

3. Learning, Reading, Writing

I asked Paul Ekman how he learns, reads and what percentage of his time is still dedicated towards learning new things. Often people are very surprised to hear, that even coryphes that accomplished everything you can think of and are already in their eighties still dedicate a significant amount of their time to mastering and learning new things. Same with Ekman, he still dedicates around 10% of his time to learning new things. A few years ago he even invested between 30-40% of his time to learning. This seems incredibly remarkable thinking of the fact that he is the greatest living-face reader, already in his 80ties and he still bothers with learning new things. But maybe this is exactly what helped him to accomplish all these things, the urge to learn and develop at all stages of life.

When he reads he always goes for hard copies to mark things. Also one effective way, as he figured out, to learn new things is writing about them. Since in order to write about something you need to have a deep understanding of the field.

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4. Four things to a great career

When I asked Ekman, “What differentiates good psychologists from those who make truly great contributions?” He answered simply that he didn’t know. Though he said there are four things that were essential to his own career.  These four things are: serendipity, perseverance, aim and timing. Serendipity is important because you sometimes need this lucky strike, where you just find something. In Ekman’s case somebody asked him a question that he hasn’t thought about himself and he didn’t know the answer to, but he thought it was interesting and followed through and researched it. At this point perseverance becomes important. You have to have the endurance to thoroughly research the question and master the necessary skills on the way (and apply deliberate practice as Cal Newport would call it – http://calnewport.com/blog/2013/04/08/deliberately-experimenting-with-deliberate-practice-looking-for-subjects-to-test-my-advice/ always talks about). Ekman further said that it is essential to have the right aim and he even emphasized that you should aim as high as you can. Though the last point is probably harder done than said, but while doing all these things the timing needs to be right.

Featured photo credit: kqedquest via flickr.com

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Last Updated on March 14, 2019

7 Questions to Ask in a Job Interview That Will Impress the Interviewer

7 Questions to Ask in a Job Interview That Will Impress the Interviewer

Recruiters might hold thousands of interviews in their careers and a lot of them are reporting the same thing—that most candidates play it safe with the questions they ask, or have no questions to ask in a job interview at all.

For job applicants, this approach is crazy! This is a job that you’re going to dedicate a lot of hours to and that might have a huge impact on your future career. Don’t throw away the chance to figure out if the position is perfect for you.

Here are 7 killer questions to ask in a job interview that will both impress your counterpart and give you some really useful insights into whether this job will be a dream … or a nightmare.

1. What are some challenges I might come up against this role?

A lesser candidate might ask, “what does a typical day look like in this role?” While this is a perfectly reasonable question to ask in an interview, focusing on potential challenges takes you much further because it indicates that you already are visualizing yourself in the role.

It’s impressive because it shows that you are not afraid of challenges, and you are prepared to strategize a game plan upfront to make sure you succeed if you get the job.

It can also open up a conversation about how you’ve solved problems in the past which can be a reassuring exercise for both you and the hiring manager.

How it helps you:

If you ask the interviewer to describe a typical day, you may get a vibrant picture of all the lovely things you’ll get to do in this job and all the lovely people you’ll get to do them with.

Asking about potential roadblocks means you hear the other side of the story—dysfunctional teams, internal politics, difficult clients, bootstrap budgets and so on. This can help you decide if you’re up for the challenge or whether, for the sake of your sanity, you should respectfully decline the job offer.

2. What are the qualities of really successful people in this role?

Employers don’t want to hire someone who goes through the motions; they want to hire someone who will excel.

Asking this question shows that you care about success, too. How could they not hire you with a dragon-slayer attitude like that?

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How it helps you:

Interviewers hire people who are great people to work with, but the definition of “great people” differs from person to person.

Does this company hire and promote people with a specific attitude, approach, worth ethic or communication style? Are the most successful people in this role strong extroverts who love to talk and socialize when you are studious and reserved? Does the company reward those who work insane hours when you’re happiest in a more relaxed environment?

If so, then this may not be the right match for you.

Whatever the answer is, you can decide whether you have what it takes for the manager to be happy with your performance in this role. And if the interviewer has no idea what success looks like for this position, this is a sign to proceed with extreme caution.

3. From the research I did on your company, I noticed the culture really supports XYZ. Can you tell me more about that element of the culture and how it impacts this job role?

Of course, you could just ask “what is the culture like here? ” but then you would miss a great opportunity to show that you’ve done your research!

Interviewers give BIG bonus point to those who read up and pay attention, and you’ve just pointed out that (a) you’re diligent in your research (b) you care about the company culture and (c) you’re committed to finding a great cultural fit.

How it helps you:

This question is so useful because it lets you pick an element of the culture that you really care about and that will have the most impact on whether you are happy with the organization.

For example, if training and development is important to you, then you need to know what’s on offer so you don’t end up in a dead-end job with no learning opportunities.

Companies often talk a good talk, and their press releases may be full of shiny CSR initiatives and all the headline-grabbing diversity programs they’re putting in place. This is your opportunity to look under the hood and see if the company lives its values on the ground.

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A company that says it is committed to doing the right thing by customers should not judge success by the number of up-sells an employee makes, for instance. Look for consistency, so you aren’t in for a culture shock after you start.

4. What is the promotion path for this role, and how would my performance on that path be measured?

To be clear, you are not asking when you will get promoted. Don’t go there—it’s presumptuous, and it indicates that you think you are better than the role you have applied for.

A career-minded candidate, on the other hand, usually has a plan that she’s working towards. This question shows you have a great drive toward growth and advancement and an intention to stick with the company beyond your current state.

How it helps you:

One word: hierarchy.

All organizations have levels of work and authority—executives, upper managers, line managers, the workforce, and so on. Understanding the hierarchical structure gives you power, because you can decide if you can work within it and are capable of climbing through its ranks, or whether it will be endlessly frustrating to you.

In a traditional pyramid hierarchy, for example, the people at the bottom tend to have very little autonomy to make decisions. This gets better as you rise up through the pyramid, but even middle managers have little power to create policy; they are more concerned with enforcing the rules the top leaders make.

If having a high degree of autonomy and accountability is important to you, you may do better in a flat hierarchy where work teams can design their own way of achieving the corporate goals.

5. What’s the most important thing the successful candidate could accomplish in their first 3 months/6 months/year?

Of all the questions to ask in a job interview, this one is impressive because it shows that you identify with and want to be a successful performer, and not just an average one.

Here, you’re drilling down into what the company needs, and needs quite urgently, proving that you’re all about adding value to the organization and not just about what’s in it for you.

How it helps you:

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Most job descriptions come with 8, 10 or 12 different job responsibilities and a lot of them with be boilerplate or responsibilities that someone in HR thinks are associated with this role. This question gives you a better sense of which responsibilities are the most important—and they may not be what initially attracted you to the role.

If you like the idea of training juniors, for example, but success is judged purely on your sales figures, then is this really the job you thought you were applying for?

This question will also give you an idea of what kind of learning curve you’re expected to have and whether you’ll get any ramp-up time before getting down to business. If you’re the type of person who likes to jump right in and get things done, for instance, you may not be thrilled to hear that you’re going to spend the first three months shadowing a peer.

6. What do you like about working here?

This simple question is all about building rapport with the interviewer. People like to talk about themselves, and the interviewer will be flattered that you’re interested in her opinions.

Hopefully, you’ll find some great connection points that the two of you share. What similar things drive you head into the office each day? How will you fit into the culture?

How it helps you:

You can learn a lot from this question. Someone who genuinely enjoys his job will be able to list several things they like, and their answers will sound passionate and sincere. If not….well, you might consider that a red flag.

Since you potentially can learn a lot about the company culture from this question, it’s a good idea to figure out upfront what’s important to you. Maybe you’re looking for a hands-off boss who values independent thought and creativity? Maybe you work better in environments that move at a rapid, exciting pace?

Whatever’s important to you, listen carefully and see if you can find any common ground.

7. Based on this interview, do you have any questions or concerns about my qualifications for the role?

What a great closing question to ask in a job interview! It shows that you’re not afraid of feedback—in fact, you are inviting it. Not being able to take criticism is a red flag for employers, who need to know that you’ll act on any “coaching moments” with a good heart.

As a bonus, asking this question shows that you are really interested in the position and wish to clear up anything that may be holding the company back from hiring you.

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How it helps you:

What a devious beast this question is! On the surface, it looks straightforward, but it’s actually giving you four key pieces of information.

First, is the manager capable of giving you feedback when put on the spot like this? Some managers are scared of giving feedback, or don’t think it’s important enough to bother outside of a formal performance appraisal. Do you want to work for a boss like that? How will you improve if no one is telling you what you did wrong?

Second, can the manager give feedback in a constructive way without being too pillowy or too confrontational? It’s unfair to expect the interviewer to have figured out your preferred way of receiving feedback in the space of an interview, but if she come back with a machine-gun fire of shortcomings or one of those corporate feedback “sandwiches” (the doozy slipped between two slices of compliment), then you need to ask yourself, can you work with someone who gives feedback like that?

Third, you get to learn the things the hiring manager is concerned about before you leave the interview. This gives you the chance to make a final, tailored sales pitch so you can convince the interviewer that she should not be worried about those things.

Fourth, you get to learn the things the hiring manager is concerned about period. If turnover is keeping him up at night, then your frequent job hopping might get a lot of additional scrutiny. If he’s facing some issues with conflict or communication, then he might raise concerns regarding your performance in this area.

Listen carefully: the concerns that are being raised about you might actually be a proxy for problems in the wider organization.

Making Your Interview Work for You

Interviews are a two-way street. While it is important to differentiate yourself from every other candidate, understand that convincing the interviewer you’re the right person for the role goes hand-in-hand with figuring out if the job is the right fit for you.

Would you feel happy in a work environment where the people, priorities, culture and management style were completely at odds with the way you work? Didn’t think so!

More Resources About Job Interviews

Featured photo credit: Amy Hirschi via unsplash.com

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