The Quickest Road to Success
Much has been said about the trouble of a negative attitude and the power of a positive outlook. It has always been one against the other, with optimism always winning out in the end. But there is a third way, and in my opinion, it is the most powerful and beneficial of all outlooks. What is it?
Reality.
Whether we like it or not, the world is neither good or bad, positive or negative. The world simply is. It favors no side, and throws bad luck toward no predetermined party. It is a mirror, giving back to us what we give to it. To understand this single idea is to gain the most empowering mind set possible. The world is yours for the taking.
MAKING IT WORK FOR YOU
Marcelle Abney was a young woman living with cerebral palsy. For some, this would have brought an end to any hope for a successful and enjoyable life. It overwhelmed Marcelle many times, and she wondered why the world did this to her. This mind set didn't last long. The reality was, she had cerebral palsy. She didn't do anything to deserve it, she simply had it.
Instead of dwelling on the unfairness of life, she took her condition and made it work for her. Today, Marcelle, is a successful occupational therapist. Early on, she decided that her condition would give her an advantage working with others who could relate to her setbacks and needs. Marcelle saw the world as it was, and made it work for her.
WE GET WHAT WE GIVE
The world is exactly like a computer. You put in software, your actions, and it delivers the appropriate feedback and reaction. Jeff Pryor was dealing with a handful of interpersonal difficulties at work. He didn't get along well with others, blaming their abrasive and unfriendly personalities for the situation.
But then something happened. A friend took Jeff aside and had a little talk with him. It went something like this. 'Jeff, I know you've been having some trouble with the staff lately, and I know why you think it is happening. I'm here, as your friend, to tell you the truth. The people aren't unfriendly, and would be more than happy to treat you better, if you would start to treat them better.'
'You see, Jeff, by thinking that your coworkers don't like you, you treated them that way from the start. They merely responded to your input. The reality is, you treat them like friends, and they'll respond with friendship.'
Soon after, Jeff was enjoying work and his coworkers more than ever before. When he realized that he viewed the world in a way that made his life unbearable, he was able to shape his perceptions differently, bringing him desirable results.
A POWERFUL MIND SET
If you put in negatives and frustration, you will receive negative outcomes and frustrating circumstances. The world doesn't care who you are, or what you do. Its only job is to respond to what you give it. Now that you know how it works, start playing the game to win and succeed.
Perhaps you feel that the odds are against you and you were dealt a bad hand in life. Maybe you are having difficulty losing weight, or can't seem to stop smoking. You may want to get a better job and make more money, or you simply may want to live a better life. Whatever it is, you can do it, be it, or get it.
Much has been said about the trouble of a negative attitude and the power of a positive outlook. It has always been one against the other, with optimism always winning out in the end. But there is a third way, and in my opinion, it is the most powerful and beneficial of all outlooks. What is it?
Reality.
Whether we like it or not, the world is neither good or bad, positive or negative. The world simply is. It favors no side, and throws bad luck toward no predetermined party. It is a mirror, giving back to us what we give to it. To understand this single idea is to gain the most empowering mind set possible. The world is yours for the taking.
MAKING IT WORK FOR YOU
Marcelle Abney was a young woman living with cerebral palsy. For some, this would have brought an end to any hope for a successful and enjoyable life. It overwhelmed Marcelle many times, and she wondered why the world did this to her. This mind set didn't last long. The reality was, she had cerebral palsy. She didn't do anything to deserve it, she simply had it.
Instead of dwelling on the unfairness of life, she took her condition and made it work for her. Today, Marcelle, is a successful occupational therapist. Early on, she decided that her condition would give her an advantage working with others who could relate to her setbacks and needs. Marcelle saw the world as it was, and made it work for her.
WE GET WHAT WE GIVE
The world is exactly like a computer. You put in software, your actions, and it delivers the appropriate feedback and reaction. Jeff Pryor was dealing with a handful of interpersonal difficulties at work. He didn't get along well with others, blaming their abrasive and unfriendly personalities for the situation.
But then something happened. A friend took Jeff aside and had a little talk with him. It went something like this. 'Jeff, I know you've been having some trouble with the staff lately, and I know why you think it is happening. I'm here, as your friend, to tell you the truth. The people aren't unfriendly, and would be more than happy to treat you better, if you would start to treat them better.'
'You see, Jeff, by thinking that your coworkers don't like you, you treated them that way from the start. They merely responded to your input. The reality is, you treat them like friends, and they'll respond with friendship.'
Soon after, Jeff was enjoying work and his coworkers more than ever before. When he realized that he viewed the world in a way that made his life unbearable, he was able to shape his perceptions differently, bringing him desirable results.
A POWERFUL MIND SET
If you put in negatives and frustration, you will receive negative outcomes and frustrating circumstances. The world doesn't care who you are, or what you do. Its only job is to respond to what you give it. Now that you know how it works, start playing the game to win and succeed.
Perhaps you feel that the odds are against you and you were dealt a bad hand in life. Maybe you are having difficulty losing weight, or can't seem to stop smoking. You may want to get a better job and make more money, or you simply may want to live a better life. Whatever it is, you can do it, be it, or get it.
How to Achieve Success.Achieve your Dreams.Setting goals.How to Get The job you Want. Maintain optimism. Reinforce the positive in yourself and others. Focus on what you can do. Acknowledge your accomplishments. Judge your accomplishments against personal standards of self-improvements.succeeding at business. More on Success & Motivation...................
The Art of Evocative Leadership
In 1993, two young owners of an American software company were tragically killed in a plane crash, and the company fell into disarray under the leadership of an aggressive president. The Board of Directors hired two outside executives to replace the president, to bring the company back into order and reduce the risk of losing key employees.
Since the process was going to happen very quickly and the employees had not previously met these executives, they sincerely wanted to have a smooth transition and stabilise the company so it could continue its success. Debra was asked by the two executives to coach them on how to address the employees for the first time. After gathering details of how they wanted to proceed, she asked one of them to stand up and practice what he planned to say. As he spoke, Debra put herself in the shoes of the employees in order to coach him from that perspective. He began with a strong sense of confidence about the company’s market position, then went on to declare that the customers were their most important asset and would be their priority focus. While he certainly spoke with authority and assurance, Debra could feel her energy and enthusiasm diminish – just the opposite of what they wanted! When she asked the executive how he felt after his practice talk, he said that it was too serious and something seemed to be missing. So Debra asked the two executives to heartfully focus on the employees for a few moments and to feel the value and contribution that the employees had made to the company.
Even though these executives were outsiders coming in, they knew how the employees had pulled together during this tragedy. They became quite enthused as they spoke about it. They felt positive that they could count on the dedication and competence of the employees to stabilise the company and take it to even higher success. Drawing from this, Debra pointed out that without the employees there would be no customers, and she helped them to see the inherent value of both the employees and customers as people, not just as assets to the company. By this, she was helping them to tap into the inner spirit of these employees. The two executives readily accepted what Debra shared with them, and seemed a bit embarrassed about their oversight. Over the next two hours they designed an introduction that focused on a sincere, authentic appreciation for the employees as well as their own personal sense of commitment to them. They practised this with faith and confidence, and looked forward to the future event. What Debra was practising in her coaching was “evocative leadership” – that type of leadership that affirms the inner spirit of others and empowers them to discover and fulfil their spiritual purpose through their work. According to the Merriam-Webster’s Collegiate Dictionary, the Latin root word of evocative is “evocare”, which means “to call forth.”
Evocative leadership is, in the words of Terry Pearce, author of Leading Out Loud , “leadership that recognises and values deeper human needs, where leaders are closer to workers, more communicative, and more vulnerable.” And as Willis Harman, author of Global Mind Change, would add, it is leadership that requires a shift “from feeling a need to control to feeling a need to express one’s authentic self, to be, with deep trust in the human spirit, and in a spiritual universe.” When the day arrived for the two executives to meet the employees for the first time, Debra waited outside the auditorium. To her surprise, she heard clapping and laughter coming from the employees. Within 30 minutes, the two executives emerged with radiating smiles on their faces. They told Debra what a difference it had made for them to focus on expressing their sincere regard for the employees and to acknowledge their strengths and inherent value. Their confidence made a decisive difference in their transition as the new, top two leaders in the company.
So, ask yourself: What would my communication be like if I were to evoke and empower the inner spirit and spiritual purpose of those whom I lead?
Since the process was going to happen very quickly and the employees had not previously met these executives, they sincerely wanted to have a smooth transition and stabilise the company so it could continue its success. Debra was asked by the two executives to coach them on how to address the employees for the first time. After gathering details of how they wanted to proceed, she asked one of them to stand up and practice what he planned to say. As he spoke, Debra put herself in the shoes of the employees in order to coach him from that perspective. He began with a strong sense of confidence about the company’s market position, then went on to declare that the customers were their most important asset and would be their priority focus. While he certainly spoke with authority and assurance, Debra could feel her energy and enthusiasm diminish – just the opposite of what they wanted! When she asked the executive how he felt after his practice talk, he said that it was too serious and something seemed to be missing. So Debra asked the two executives to heartfully focus on the employees for a few moments and to feel the value and contribution that the employees had made to the company.
Even though these executives were outsiders coming in, they knew how the employees had pulled together during this tragedy. They became quite enthused as they spoke about it. They felt positive that they could count on the dedication and competence of the employees to stabilise the company and take it to even higher success. Drawing from this, Debra pointed out that without the employees there would be no customers, and she helped them to see the inherent value of both the employees and customers as people, not just as assets to the company. By this, she was helping them to tap into the inner spirit of these employees. The two executives readily accepted what Debra shared with them, and seemed a bit embarrassed about their oversight. Over the next two hours they designed an introduction that focused on a sincere, authentic appreciation for the employees as well as their own personal sense of commitment to them. They practised this with faith and confidence, and looked forward to the future event. What Debra was practising in her coaching was “evocative leadership” – that type of leadership that affirms the inner spirit of others and empowers them to discover and fulfil their spiritual purpose through their work. According to the Merriam-Webster’s Collegiate Dictionary, the Latin root word of evocative is “evocare”, which means “to call forth.”
Evocative leadership is, in the words of Terry Pearce, author of Leading Out Loud , “leadership that recognises and values deeper human needs, where leaders are closer to workers, more communicative, and more vulnerable.” And as Willis Harman, author of Global Mind Change, would add, it is leadership that requires a shift “from feeling a need to control to feeling a need to express one’s authentic self, to be, with deep trust in the human spirit, and in a spiritual universe.” When the day arrived for the two executives to meet the employees for the first time, Debra waited outside the auditorium. To her surprise, she heard clapping and laughter coming from the employees. Within 30 minutes, the two executives emerged with radiating smiles on their faces. They told Debra what a difference it had made for them to focus on expressing their sincere regard for the employees and to acknowledge their strengths and inherent value. Their confidence made a decisive difference in their transition as the new, top two leaders in the company.
So, ask yourself: What would my communication be like if I were to evoke and empower the inner spirit and spiritual purpose of those whom I lead?
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