Archive for the ‘Workplace Performance’ Category

Assume you are part of the problem

Monday, December 13th, 2021

Whenever there’s a problem, don’t we always assume somebody else who created the problem? I know I can be inclined to do that. My husband and I joke about it all the time.

We call it the “toilet paper syndrome” since the one time he asked me: “What percentage of the time do you think you change the toilet paper roll?” I said: “Well, quite frankly, about 75% of the time.” He said, “Well, that’s fascinating because I think I’m changing it 75% of the time, and that math doesn’t add up.” We had a good laugh realizing that it’s very easy to blame the other person.

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Creating real value?

Monday, December 6th, 2021

Set an Intention

Ask yourself this question: What action could you take today to demonstrate excellence or real value? It’s a question worth thinking about every day.

I know many people set intentions of how they’re going to go about doing things.

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What really amazing thing is going to happen to you today?

Monday, November 29th, 2021

Years ago, I read a story about a woman anthropologist who would jump out of bed every morning and intentionally have both feet land at the same time. She would land them hard and yell out: “I wonder what really amazing thing is going to happen to me today!”

By setting the tone of looking for something amazing to happen, she felt she created far more amazing experiences.

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Our disowned parts…

Monday, November 22nd, 2021
 

What part of you are you projecting on others?

Carl Jung taught us that what we love about other people we love about ourselves. What we dislike about others, speaks highly of the work we need to do on ourselves. Okay, I know you didn’t want to hear that. And yeah, I know you don’t believe it. And yet, psychologist after psychologist has proven that we project our disowned parts of ourselves onto others.

Look around and decide what you don’t like in other people that you work with.

If you had a problem getting along with your boss, it might not have anything to do with your boss, and you might not have had a good relationship with your previous boss and perhaps the boss before that.

If that’s the case, I’ll bet they all look the same. Why? Because these kinds of things are archetypal. In other words, we repeat the same patterns we had before; patterns so foundational to ourselves that we keep seeing them. So, as you listen to people complain about others in your workplace, notice that oftentimes, what people are really complaining about is their disowned parts of themselves.

Own the parts of you that are the ugly

So instead, ask people for what you want directly. Own the parts of you that are the ugly little part of you; that evil twin that comes along to work every day.

As you own that and look at that, it gives you the ability to say, Hmm, okay, I could be doing some work on myself. I’m going to stop making it about others and instead, step into it and realize that it’s my job to decide to love everybody with whom I work.

We still have our lines in the sand asking for what we need, but we can do it with kindness and gentleness, and just create a better awareness as opposed to being upset by it, and then we can stop projecting our disowned parts of ourselves onto others.

I bet we’ll be a whole lot happier being ourselves and being with the people that we’re around.

How to make every decision a good one…

Monday, November 15th, 2021
 

Do you make good choices? Really? If so, how often?

Do you make good choices? Really? If so, how often?

  • Most of the time?
  • All the time?
  • Some of the time?
  • Hardly ever?

Making good choices will define the results you create in your life.

But most people don’t have a really good idea how to go about making good choices. You see, when we’re looking at a choice, we have to ask these questions and give honest answers:

“What are the things that can go right here? Best possible outcomes…”“What is most likely to happen?”“What are the things that can go wrong? The worst possible outcomes…”
   

And as we look at each of those three columns, we have to ask ourselves, “what’s the likelihood that you’re going to get the best possible outcome?” “Can I live with the worst possible outcome?” And “Is it worth it to do what’s most likely?”

By actually writing those three things out in three different columns (example above), It’ll be very clear, what is the right decision to move ahead with.

What’s the likely scenario?

Let’s say you’re thinking about getting a new job, because a lot of people are thinking about and doing that right now.

So, what is one of the best things that could happen? You could get a raise! That would be fantastic. There could also be more ease in your job. Obviously, those would be some of the best things that could happen.

What’s the worst thing that could happen? Well, you could get that new job and later decide you hate it or hate the people you’re working with every day. You could also get that new job and find out exactly why the person left that you’re replacing.

Now, if you leave right away, you’ve got this hole in your resume, and that’s going to look really, really bad, because you’ve job-hopped a couple of different times.

Other worst things? The economy could turn such that they start laying people off, and since you’re the new person, you’re the first one to be laid off and your family no longer has that income to rely on; that stability.

What’s the likely scenario? Likely you might get a little bit of a raise, and likely, you’re probably going to have more work to and it’s going to be harder to do the work because you’re new to the job and getting used to a new boss, etc.

So it’s likely, it’ll be more stressful than the situation that you have now. And likely, you’re not going to have the same depth of relationships as what you are enjoying now, so you’ll lose a lot of that feeling of connection. So, your decision grid might look something like this:

“What are the things that can go right here? Best possible outcomes…”“What is most likely to happen?”“What are the things that can go wrong? The worst possible outcomes…”
Get a raise
Less work
Better people
Better boss
Little raise
Little more work
to do
More stress at first
Less connection with people at first
More work
Might hate it
Worse co-workers
Job/conditions are worse
Hole in resume if…
1st out if layoffs happen  

Now you can go forward with a decision using the follow-up questions above.

You see, most people when they’re looking for a new job, for example, and they’re making a decision, look only at the one column and their decision grid looks more like this:

“What are the things that can go right here? Best possible outcomes…”“What is most likely to happen?”“What are the things that can go wrong? The worst possible outcomes…”
Get a RAISE!!!      

They’re going to pay me more. Yep, there’s always another side to that story.

Ask yourself these questions:

Now ask yourself this:

“How can you instead stay in this job and find a way to be worth more and create a career for yourself?”

It’s fascinating how the people who seem to do best in life tend to hang on to those jobs and find ways to continue to be advanced within their organization.

So, for career decisions and any decisions you make, ask yourself these questions:

  • How can you learn more?
  • How can you move ahead better?
  • How can you make better decisions in everything that you touch?