My January blog posts attest to my fascination with New Year’s resolutions, the goals and intentions that some of us set each year in the hope of making the coming year (or ourselves) better. After the coronavirus pandemic dashed many of our plans for 2020, I wonder how many of us will make resolutions this year. Maybe some of us will focus on taking care of ourselves and each other during this difficult time, or on just being ourselves. But for those who share my perverse fascination with goal setting and change, I found a book this year that offered me some valuable perspective.   

I first encountered Gretchen Rubin’s Four Tendencies framework years ago, took her quiz online, and promptly forgot about it. Then, during England’s second lockdown this year, a mention of the book prompted me to look it up again. I was struggling with some changes I wanted to make in my new, working-from-home life, but I wasn’t making them. I didn’t know how. I asked myself, not for the first time, “Why can’t I change? Why can’t I get myself to do the things I know I should do? Why do I let myself down?”

Enter Gretchen Rubin, who has written books on happiness and habit formation, and maintains a popular happiness-focused podcast. She created the Four Tendencies framework after observing differences in how people respond to expectations. One of her friends was able to run with a track team but not by herself, for example.

The Four Tendencies book posits two different types of expectations: inner expectations, or the goals and standards we have for ourselves, and outer expectations, or the things that other people and external systems expect us to do. Rubin found that people respond to these different expectations in four different, and predictable, ways. 

The people she calls Upholders meet both inner and outer expectations. Questioners meet inner expectations and question outer expectations, choosing to do what others expect only when it makes sense to them. Obligers (like her friend who wanted to go running) meet outer expectations but not inner expectations, while Rebels resist both sets of expectations. There’s a lot more detail about how these four categories work in the book, as well as on Rubin’s website.

Rubin’s book offers thorough chapters about what each tendency means and how it works, along with chapters on dealing with each tendency. Like books on the Enneagram, the personality system I’ve been using for over a decade, it can be read as a self-help book, and/or used to understand how to work with other people. Medical personnel, for instance, have used her work to motivate people with different tendencies to follow their recommendations. 

Helpfully, the book begins with a quiz for identifying your tendency. From there, if you’re an Upholder, you’ll discover ways to manage “tightening up” and learn how following rules can paradoxically bring freedom. If you’re a Questioner, you’ll find tips for overcoming analysis paralysis and finding reasons for doing those irrational things you need to do. If you’re an Obliger, you’ll learn about how outer accountability is key for you – and how to build it into different areas of your life to do the things that you want to do, rather than burning yourself out by doing what others want. And if you’re a Rebel, like me, you’ll learn about motivating yourself by following personal desires and identity, and how to cultivate a sense of freedom in meeting goals rather than obligation.

I love how the Four Tendencies is a practical and focused framework for change. The book offers strategies that work with our “autopilot settings,” and thus it might be called ego supportive. Yes, we can all be more mindful and present, but the book’s suggestions don’t require that. It meets us where we are and gives us how-to’s for accomplishing what we want to accomplish.   

As useful as the Enneagram has been for me, it’s a descriptor, not a toolkit. It suggests that as someone whose personality follows the Type Four “Individualist” pattern, I benefit from bringing discipline and structure into my life, but it doesn’t give any nuts and bolts about how to create structure, or how to get myself to follow it. The Four Tendencies actually gave me some of those nuts and bolts. 

When it comes to change management, different people have different needs. I’ve spent a lot of time hoping to find a perfect source of accountability to get me to act differently, so it’s a relief to learn that accountability isn’t an effective strategy for me – it just feels like pressure, which I then resist. I’m equally recalcitrant with myself, declaring that I’m going to do something while an internal voice intones “Yeah, yeah, I’m not gonna.” Since reading this book, I’ve focused on taking power back into my own hands. Rubin writes, “Rebels can do anything they want to do.” The key for me is to focus on wanting rather than having to. When a sense of determination drives me, I know that I’m going to get that thing done. When I hear “Oh, yeah, yeah, sure,” I either let myself off the hook or dig deeper until I find that sense of determination.  

2020 brought a lot of events we had no control over, and 2021 is looking to unfold in much the same vein. If you’re looking for a book about making changes that are within your control, The Four Tendencies is a good one.