The context

A couple of weeks ago, I used the word “reframing” during a discussion with my boss. That was certainly my unconscious mind taking over because it is a word that I do not use often. To add to my surprise, I was unsure if I used it properly.

Let me explain.

In my native language (which is not English…), reframing has a very specific meaning in a professional context. Translated literally, the term is used for a so called “reframing meeting”. This type of meeting is set-up when you need to address mediocre performance or poor behaviour with an employee. During a reframing meeting, you reiterate the expectations from the company while notifying the gaps. You also agree on a set of actions to correct the current issues – basically, how the employee will go back into the “corporate frame”. This is usually the last chance before disciplinary or other related human resources processes would kick in. Basically, you do not want to be in a reframing meeting.

As I was doing my research, I quickly confirmed that the term reframing used in English and in a professional context, means to see situations or events from a different perspective. We will dig into that a little later. But essentially, I used the term “reframing” correctly in my discussion – good news.

Human beings are subject to a negativity cognitive bias. This is a psychological phenomenon and defence mechanism to protect us from things not working out. When subject to negativity bias, negative events and information have a greater impact than the neutral and positive ones. We tend to remember and be influenced by negative experiences more than the positive ones.

I certainly recognize that I am subject to negativity bias. And I can say that this has been an issue for many years. I have always seen things negatively – and reflecting on my upbringing, there are certainly a few key events that could explain it. If a glass if 90% full, I would probably by hanged on to the 10% empty. If there is some uncertainty, whatever the topic is, personal or professional, I will always come up with the absolute worst-case scenario and will only focus on it.

And my job has not helped. I worked many years in the quality management field. Among other things, a big part of the job is to analyse what can go wrong, or what went wrong, to find corrective and preventive actions.

When you add all of this together, you get someone – me, who tends to see things rather negatively. This has an impact on my energy level, my behaviour, which percolates to the people close to me, whether at work or at home.

As I started to read about “reframing”, I came across a very good article.

Definitions

Tim Jackson, Ph.D. defines reframing as the conscious process of trying to see a situation from different perspectives, whether more positive, more motivating, so that it helps you cope with uncertainty. Reframing is also about reinterpretation of a difficult or stressful event by working to see it in a different way.

Tim Jackson, Ph.D. gives different variations of reframing:

• Cognitive reappraisal, consisting of changing the way one thinks about an emotional stimulus to change its emotional impact.

• Positive reappraisal, consisting of finding positive aspects to a stressful event.

• Cognitive restructuring, consisting of replacing negative interpretations of an event into more realistic interpretations.

• Acceptance-based thinking, consisting of accepting the situation as it is and the way we think about it, without trying to change the related emotions – basically, it is about moving on.

• Coping statements, consisting of short self-talk statements to reassess a situation in a more positive light – The Coué Method.

That day, with my boss, positive reappraisal, and cognitive restructuring both helped me getting a totally new perspective of the situation at stake as well as recharging my energy level.

Much I read about reframing is about personal discipline in “self” reframing.

What was different in my case is that my boss prompted the reframing. She gave me the new perspectives; she helped me picturing a more realistic (and in that case more positive) outlook over the situation being discussed.

It is highly likely that I have “reframed” myself in the past, many times. But as I consciously realised the power of reframing, I believe there is tremendous value in using self-reframing on a regular basis.

This is not about lying to one-self. Done candidly and intentionally, I believe it can really help moving on to a more positive, creative, and action-driven mindset, like dealing with toxic thoughts.

I also came to consider two main types of reframing: the big ones, and the small ones.

The big ones are what I would call major life changing events that completely shift your perspective on how you saw life up to that moment. Some of my personal examples are welcoming my kids to this world or losing my mother too early. One would argue that this is not about reframing. But I believe it is. When those major life events occurred, what was the frame of my life up to those points, completely changed. Another characteristic is that I was passive in this process. Big reframing events are imposed on you. I did not change the frame; the frame was changed despite of me.

Acknowledging the big reframing events offers an interesting contrast with the small ones. We have complete control over them. And we saw earlier, reframing – the “small” one – can be a powerful tool to build resilience, including and especially in the corporate life.

Help yourself before you can help others

Like any personal development tool, to be in control, you will need to act. As explained before, reframing is an active process. It is also a skill, not a gift. It is good news – that means that you can acquire and develop it. And then, you will need to practice and gain confidence while using this tool.

There are tens of ways to reframe. But essentially, it boils down to a few steps.

Just like toxic thoughts, you first need to recognize and acknowledge the patterns and emotions that call for reframing.

Once you have isolated the thought, situation, or event, you have a few options, depending on the context or what you want to achieve. It is all about shifting perspective to be empowered to act.

You can shift from:

• The past to the future – You project yourself in the future and consider which actions you can take in case the same situation occurs instead of being stuck in past events that cannot be reenacted.

• Others to oneself – Instead of focusing on others, you consider what YOU can change and influence.

• Liability to advantage – Instead of considering some of your personality traits as a liability, think how they could be useful in other situations. I.e., instead of seeing your attention to details as something that slows you down, consider which tasks or projects this could become an advantage.

• Victimization to empowerment – Especially in middle management roles, there are many reasons why one could feel the victim of the corporate beast. Instead, as explained in the case for leading from the middle, think about all the opportunities you can seize and focus on them.

• Constraints to enablers – When you are stuck in a change process, think about the constraints you have identified and consider what actions or stakeholders you can add, remove, substitute or mix together that will help you to enable the change.

If you cannot completely shift your perspectives, you can still decide to accept the situation. This is especially relevant in case the situation you try to reframe is out of your control. That way, you can learn from it and turn it into a potential improvement. At minima, which will help you to feel better and more fulfilled in the moment, to move on – mentally, and certainly to be more resilient if you find yourself in the same situation.

I believe this is all about creating a new habit by consciously and consistently practicing reframing. Like any skills, practice makes the master.

At the beginning of your reframing practice, if you feel stuck – you cannot come up with alternatives or new perspectives, reach out to a colleague, your boss, a friend, or a coach. It is likely that they will have a different view, maybe even a neutral and unbiased one, about the situation or event you want to reframe.

It is about getting confident with the process and calibrating the reframing outcomes – you do not want to reframe on too optimistic or too pessimistic options.

Once you have understood and internalize the reframing habit, spread the word. Help your colleagues by prompting them to use the reframing technique.

And what about you? Do you have other perspectives on reframing?

Get in touch!

As always, I will be happy to get your comments and feedback.