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5 Things People Do That Make Their Relationships Difficult

5 Things People Do That Make Their Relationships Difficult

We grow through our relationship with the world and others. In short, relationships shape us big time. They are a central aspect of our life whether we admit it or not. Relationships are also an enormous source of strength, as they support us emotionally and give us a sense of belonging, love and appreciation.

It is equally true, however, that relationships can be hard to balance and maintain in healthy shape. This is mostly because they can be complex, largely depending on the emotions, needs, intentions, likes and dislikes of the other person we hold a relationship with. Some relationships can grow fragile and difficult over time. Not surprisingly many people give up on their relationship when the road becomes too difficult to thread.  What these people fail to recognise however, is that there are some fundamental things they are doing that have made that relationship difficult in the first place.

These are crucial mistakes we are all subject to overlook even though they are quite basic. Here I have listed the five most common things people do that make their relationship difficult:

They have expectations:

This is what keeps most relationships from growing harmoniously and in balance. People have a long list of expectations of how the other person should behave or respond to their actions, demands and ideas in a given situation. They create a mental model in their head of an ideal their partner needs to follow in order to be in line with their own beliefs and inner desires. When these expectations are not met, conflict arises based on disappointment, grief or frustration. The more expectations one has about the other person, the more chances there are of having those expectations unmet. Dissatisfaction builds up the more they see that the other person deviates away from their own expectations. Sometimes unmet expectations can be shocking or result in anger and resentment. “I thought you would do this for me or for us!! How could you?”  meaning I’m so shocked that your actions did not fit in my expectations of your response.

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People who are in some of the longest, happiest and healthiest relationships will all admit this little secret: They have very little expectations of the other.

They trust, forgive and appreciate the fact that the other person has his or her own individuality, weaknesses and idiosyncrasies. They expect less, meaning they are more open to the other person and the relationship as a whole. Also, and equally important, they have less expectations of the relationship itself. They do not have fixed ideas of how the relationship should be or where it should take them. The live it on a day to day basis.

They blame the other:

When people are frustrated because their expectations of the other fail to be matched, they externalise that frustration out to the other. They falsely identify that the cause of their resentment, grief or frustration is the action or behaviour of the other. This is in simple words blaming the other and finding fault outside of their selves. Blaming makes relationships difficult in two major ways.

First and most obviously, it hurts the other person’s feelings. It also sends out a clear message of lack of trust in the person and the relationship itself. It creates tension and friction which might turn that relationship in a downward path.

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The second reason is that it blinds them from tracing part of the fault back to themselves as we shall see in the last point. They fail to see that their own action is always part of the equation. This is one of the hardest things to see in any relationship.

They rationalise too much:

Some people live their relationship in their head instead of their heart. They overanalyse and think too much about how things are going or what they should be doing next. Sometimes they mentally ‘grade’ the health or success of their relationship. They break down their relationship into parts and try to see those parts separately – communication, caring, sex, appearance, parenthood, number of common goals, etc. Their relationship with the other person is constantly assessed and evaluated just like a student’s progress throughout a scholastic year.

The danger with rationalising too much is that it forms expectations and as we saw, expectations create difficulty. More importantly overanalysing pushes people away from allowing the relationship to flow naturally and spontaneously – an important ingredient for growing healthy relationships. It blocks them from responding to the other from their heart because they are filtering their interactions with the other person through the rationalisation of their mind.

They judge too quickly:

Some people tend to judge too quickly even when it is uncalled for. Even with the best of intentions, judging someone is the fastest and most effective way of creating difficulty in any relationship. On many levels, judging is  always erroneous. First of all, you can never make a correct judgment about somebody no matter on the circumstances, the information you think you have at hand and how far off the mark you believe the other person is. The truth is that the feelings and thoughts you might have about someone are always partial at best. Once again feelings and thoughts about somebody are filtered through your own emotions – which are subjective by nature – and through your perspective of the whole picture which is never complete because it wouldn’t be called perspective otherwise :)

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Through judging, people send out a clear message of distrust to the other person. It is like voting down the value they give to the other in a very formal and concrete way. Judgement is also labelling and constricting the freedom of emotional response of the other person because in judging, one is saying “You are this or your are not this”. This shapes or distorts how both parties will view each other and themselves through that relationship in future interactions.

They fail to understand that relationships are  in a constant feedback loop:

All the other things mentioned above that make relationships difficult are born out from one fundamental lack of understanding. The basic principle behind relationships is that  thoughts, actions and words are reflected back through the other person’s response. In very simple words, it takes two to tango!

So what people commonly fail to understand is that the other person’s words and actions come very often as a reaction or response to their own. People’s actions are partial mirrors of ourselves.

Seeing it in another way, when we interact with others, there is always a bit of our actions in theirs because we reflect and respond back to each other’s actions like mirrors.

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Relationships are in a constant feedback loop. Failing to understand this can create all sorts of trouble. Sometimes arguments escalate to dramatic heights because one person’s reaction is reflected back by the other with greater frustration and in turn this creates an even greater reaction and so on until it spirals out of control.

Keeping always in mind that relationships are in a feedback loop can help us open our eyes to avoid all the other things that make a relationship difficult. First it makes us recognise that before blaming or passing judgement, we can always find a part of our own actions reflected in the other’s, no matter how small. This creates more objectivity and balance which in turn helps in avoiding passing judgment or blame too quickly. Secondly and more importantly, with this knowledge of feedback loops in mind we can use it positively to our advantage. People in healthy relationship understand these dynamics very well.

For example, in the argument scenario, when the other person is mad at you because of something, you can hold back from reacting even if you feel you are wrongly accused. This will close the feedback loop in a positive way and soften things up. Soon the other person will find no solid grip for his or her negative emotions  and your calmness and openness to the situation will be reflected back by the other and so on until eventually things equilibrate back into perfect balance.

Featured photo credit: Ryan McGuire via pixabay.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!

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Featured photo credit: Amy Hirschi via unsplash.com

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