HEALTH AND WELLNESS | INSIGHT
What Do You Really Have Control Over? UNDERSTANDING CIRCLE OF CONCERN VS. CIRCLE OF CONTROL BY LISA CAPLAN, DIRECTOR OF THE LAWYER ASSISTANCE PROGRAM
IN OUR DAILY LIVES, we constantly juggle concerns and responsibilities, many of which lie beyond our control. To help navigate this complexity, it's useful to understand the difference between the two concepts: the Circle of Concern and the Circle of Control. CIRCLE OF CONCERN
TIPS FOR MANAGING YOUR CIRCLE OF CONCERN
The Circle of Concern includes everything you care about or worry about, but cannot directly influence. These external factors often cause stress and anxiety because they are beyond your personal control. Examples include global events, the weather, and other people's actions.
Acknowledge what you can’t control: It's natural to worry, but the more we focus on something, the more energy we use and the more we snowball the concern or emotion. Recognizing that some things are beyond your influence will help conserve your emotional energy.
CIRCLE OF CONTROL On the other hand, the Circle of Control consists of everything you can directly control, such as your actions, responses, attitude, and decisions. These are factors within your personal sphere of influence—things you can change or manage. Understanding the difference between these circles can significantly reduce stress, improve focus, and increase productivity. Focusing your energy on what you can control is empowering. 100
MSBA.ORG | VOLUME 7 ISSUE 1
Cut back on social media: Social media will suck the life right out of you. It can amplify negative emotions by encouraging comparisons with others. Most people share only the highlights of their lives, not their struggles. If social media leaves you feeling bad about yourself, consider taking a break. Limit exposure to stressful news: Make decisions with intention. While staying informed is important, too much negative news can enlarge your Circle of Concern. Set boundaries on news consumption to protect your mental well-being.