Written by best selling author; Jinny Ditzler: Your Best Year Yet!: Make the next 12 months your best ever!
My husband once told someone, “Jinny is fearless in the face of limiting beliefs and negative paradigms.” True. I’ve never met one I couldn’t crack — said with the disclaimer that my own take longer. It’s just crystal clear to me that these limiting beliefs are fabricated nonsense compared to who we really are.
There is only one difference between a negative and a positive paradigm: One is a lie and the other is the truth — it’s up to you to choose which to invest in.
When you master the art and science of the paradigm shift, you’re able to make life as meaningful as you like. You’re now able to clear the obstacles on the path to the results you want and need. You can silence the whining, self-pitying monkey mind any time you like.
Have you contemplated the possibility that anything is possible for you? If your sleeping dreamer was awakened, even slightly, I urge you to go beyond just reading this article to making it happen because it shares the ABC’s of making a paradigm shift — also known as destroying limiting beliefs!
Five steps to a paradigm shift
Here are the five fundamental questions that lead to paradigm shift, leading you through the discovery and obliteration of the biggest obstacle to your success.
- What one issue is causing me the most pain and suffering at the moment?
- What do I do (or not do) that is causing this issue?
- What do I say to myself to explain and excuse why I act in this way?
- Which one of the negative paradigms and limiting beliefs I discovered in question three is the strongest — the one that’s the biggest obstacle on the path to resolving this issue?
- What new positive paradigm would describe life beyond this issue?
Here are my current responses to these questions:
- The fact that I’m still working so hard at my age and spending too much time at my desk.
- I don’t limit the amount of time I work. I try to get as much done every day as I possibly can. I get lost in my email. I don’t pay enough attention to the weekly goals in my BYY plan. I respond to anyone who asks for my support.
- As soon as I get a few of these big projects completed it will be better. I’m not ready to pull back and stop making a difference. It’s too hard to figure out how long something is going to take. I don’t have time to stop and check my weekly goals. It’s not right to refuse anyone who needs my support.
- I’m not ready to pull back and stop making a difference.
- Everything I do makes a difference — as if by magic.
Interestingly enough, my first four responses are real-time, but the response to question five is the paradigm on my 2012 Best Year Yet plan. We don’t choose our new paradigms by accident. I believe it’s some form of divine intervention or magic at work because it becomes the answer to so many issues throughout the year.
The ABC’s of a paradigm shift
A. Remember your new paradigm must be personal, positive, present tense, powerfully stated, and pointing to an exciting new future for you.
B. Write your new paradigm in a way that it’s not sourced by anything other than you, e.g., “Being organized is giving me the freedom I want” vs. “I am free.”
C. To confirm that you have the right paradigm, be sure you feel a zing of excitement when you read it.
D. If you feel that it can’t possibly be true, you’re on the right track.
E. Remember the true source of your new paradigm is your own heart and spirit.
F. Bring your new paradigm to life by repeating it to yourself until you have an experience that it is the truth, and that your strongest limiting paradigm is the lie. Repeat as often as possible.
G. Be diligent, disciplined, and strong about manifesting your paradigm as the truth within you.
H. Stay awake to miracles that are an external demonstration of your paradigm — and celebrate them.
I. Relentlessly train your mind in the same way you’d train a dog.
J. Trust that your new paradigm is connected to your true purpose in life — the reason you’re here.
A Moment of Inspiration
We recently watched Martin Scorsese’s Oscar-winning film Hugo. It’s the story of a 12-year-old boy, orphaned and living alone in the clock tower of a Paris train station. In one scene, Hugo talks with his new friend Isabelle about life and what he believes it all means.
“Everything has a purpose, even machines. Clocks tell the time, trains take you places — they do what they’re meant to do. Maybe that’s why broken machines make me so sad. They can’t do what they’re meant to do.”
Isabelle asks, “Is that your purpose, fixing things?” Hugo says he doesn’t know, and then she wonders aloud if she has a purpose.
His response, “Maybe it’s the same with people. If you lose your purpose, it’s like you’re broken.” He continues:
Imagine the whole world is one big machine. Machines never come with any extra parts, you know. They always come with the exact amount they need. So I figured if the entire world is one big machine, I couldn’t be an extra part. I had to be here for a reason. And that means you have to be here for some reason, too.
Here is the clip of that moment. It’s a wonderful scene.
Thanks again to those of you who have shared yourselves as we continue on this journey of personal transformation. Here are a few of your responses to last week’s question: “In what ways has predicting success worked for you?”
- “A few years ago I decided that I could at least make a dent in the litter around our neighborhood pond and woods, so I got into the regular habit of taking gloves and a bag with me and picking up trash on my walks there. Within a few months, there were a couple of other people who noticed what I was doing, and they began to help with the project.”
- “Life is a self-fulfilling prophecy and what you focus on is what you get are the things that I have really been focusing on in my own life. So thanks for the reinforcement.”
- “The Chairman of Governors of my school always made the same speech on Prize Giving Day. The “strap line” was aim as high as you can. Don’t try to work it out, just aim for the best you can imagine. He was way ahead of his time.”
- “Dale Carnegie How To Win Friends And Influence People was big on this subject. He referred to it as “The Power of Positive Thinking.” Things like — Act enthusiastic and you will be enthusiastic. I liked the man. Got to know him when I worked in Cleveland, OH.”
The next article in this series is called “Personal Transformation: Keeping Control Once You Get It.”
As a partner on this journey, this week please share your answer to this question:
What do you believe is your purpose in life?
For more by Jinny Ditzler, click here.
With the economy picking back up, it’s only a matter of time before job turnover also starts speeding up again. Unsatisfied workers will begin looking for a better job environment and if your office morale is lacking, your company could be the one losing team members. But making some tweaks to your office and work culture can turn the tables and make yours the company that people are dying to work for. Try these techniques suggested by Business Insurance Quotes for boosting office morale and you may see your employees’ satisfaction soar. Alternatively you may not, because I don’t actually agree with this list of 8, so see my alternative list at the end. What do you think?
1. Get a dog
Not every work environment may be suitable to have dogs running around, but research has shown that dogs in the office can help boost the morale and improve work relationships. Whether it’s one office dog or many dogs brought by the employees who own them, the furry co-workers somehow build trust between employees and encourage collaboration. If you allow workers to bring their own dogs from home, it also keeps them from wanting to leave work right at 5 to get home to their pet.
In 2011, employees everywhere got great news: there is now scientific evidence that says they should be able to browse the Internet at work. Now, we’re not talking going to any sites you’d be ashamed to show your wife, but in general, if you let employees use their short moments of downtime to look at websites they enjoy, they will feel less tired become more productive when they’re done. Studies have found that workers who use their breaks to goof around on the Internet rather than checking emails or texting friends are also more engaged in their work after the break and less likely to get bored with it.
The trend in employment is to let more and more employees work, at least occasionally, from home. As many as 40 million Americans telecommute at least once a year and that number continues to grow, with some estimates putting the number at 43 percent of the population by 2016 (though that seems a little extreme). But telecommuters in your company might be hurting the morale of the physical office. In-office workers are less satisfied with their work when there are more people working remotely. It may be because they have weaker ties with these co-workers or because they feel like they have less freedom and more work than the unseen workers at home.
In terms of the set-up of your office, what works for one company won’t necessarily work for another. You obviously have to take the space you have to work with and the nature of your business into account, but there are some office layouts that are better for morale than others. Traditional cubicles are the worst, making workers often feel isolated, under appreciated, and depressed. The open layout has less privacy than cubicles, which could be a problem if your workers make a lot of phone calls, but it encourages communication between employees and makes them feel like part of a team. Closed offices, where employees each have their own office, might be the best for morale, offering privacy and satisfaction, but if you can’t afford that, you might look into a mixed office plan, with closed offices, open-office desks, and a common area.
So “That’s what she said” jokes might actually hurt the office environment? Maybe taking management tips from Michael Scott isn’t such a good idea after all. A 2009 study found that even when people enjoy flirtation and sexual innuendo in the workplace, it has a negative effect on the morale of the office. Surprisingly, the effect is even greater among men. So try to cut down on sexual jokes among your employees, even if everyone seems to be laughing along. The office may seem tame at first, but it will boost spirits overall.
Whether you work in a place where suits are the daily requirement or your office just demands slacks and button-downs or dresses, rewarding your employees with a casual day can be a big morale booster. Many offices go with Casual Fridays, which allows workers to relax a bit and gives them something to look forward to throughout the week. You might also want to give dress-down days as a reward for finishing a long project or a special achievement.
7. Swear a bit
You don’t want to swear at someone at work, but mixing in cursing occasionally when appropriate can actually build relationships in the workplace and allow employees to release frustrations. A British study found that profanities that aren’t used in a negative or abusive way can boost morale and decrease stress. The boss should set the tone for the amount of swearing that is acceptable and gauge the comfort levels of employees to make sure no one is turned off by the amount. You should also avoid using foul language in front of clients or senior staff members.
Many companies were discussing cancelling their office holiday parties when the recession was at its worst. Spending money on a lavish affair didn’t make sense when everyone was hurting for cash. But experts warn against nixing parties altogether because it could hurt the morale of employees who have been working hard all year long. Take companies like Iceland Foods, recently voted the best company to work for in The Sunday Times – now they know how to party and celebrate, thereby creating a high value, high performance culture. If you typically have a party around the holidays or for other special occasions, like the company’s anniversary, keep the celebration but maybe scale it back a bit. You don’t always need a chocolate fountain or a ballroom for employee satisfaction.
Thank you to Roxanne McAnn for sending this post.
My personal view however, is somewhat different to all of the above.
What’s written above reflects things from an employee perspective in an economic cycle where employees have power. However, with 3 million people unemployed in the UK, it’s currently the employers with the power. In addition to which, if companies are to survive in this extremely challenging global economic climate, they cannot afford to go all ‘soft’ on their employees.
Great companies, like Iceland Foods, will be seeking to get the best out of their employees, retain and attract the very best people, by creating a high value, high performance culture. I would therefore replace the above eight suggestions as follows:
Organisations who are looking to become great places to work are striving to achieve the right balance between a stretching and demanding work environment and highly efficient, productive workers with a healthy work/life balance. This see-saw is incredibly difficult for leaders to manage. Companies must have the edge over their competition if they are to provide a secure environment for their employees and maintain their morale. To achieve this requires the creation of unstoppable teams, who deliver staggering results, but do so because they work hard and play hard and don’t burn themselves out. Having an external professional coach by their side enables leaders to achieve this balance in the same way top athletes and sports people do.
The problem with an open policy on browsing, as I have so often seen in companies I visit, is that it can become a complete distraction for employees and it reduces overall efficiency. Conversely, one of the biggest issues affecting productivity and morale is when employees feel they are so over-worked that they cannot afford to take a break at lunch. No break = a more inefficient afternoon = mounting workloads. Leaders should set the tone here and encourage staff to take ‘time out’ and rest.
Now-a-days many teams operate remotely. Some in different offices; some in different countries. The key to strong team-work and morale is good communication. Get the team together once a week to discuss and debate issues. This is the key to better decision making. With the explosion in audio conferencing facilities, skype and GoToMeeting this is entirely possible to get everyone ‘in one room’.
In terms of the set-up of your office, you will achieve greater productivity, efficiency and morale by addressing the behavioral and attitudinal issues facing the team each and every day rather than the physical environment in which they work. Here it is the leader who sets the tone. He/She must demonstrate good leadership. They must be alive to the feelings of the employees if they are to win their hearts and minds and create a fantastic atmosphere in which to work.
The key to healthy, open and honest working conditions is to actively promote equality and respect for all and celebrate diversity within the team. the team needs to be able to have their say in a spirit of honesty and openness, without fear of reprisal or blame. Playing to everyone’s strengths you can have banter and fun in the office – but everyone needs to understand the ground rules and the implications of getting it right or sometimes acknowledging if we get it wrong.
Most organisations now provide their employees with uniforms – in the customer services arena this helps the customer to easily identify who is working at the company. Wearing company attire with pride promotes the overall image of the organisation and can lead to a positive brand image – after all, as an employee, you are the face of the organisation. As such, poor dress code or poor (miserable) facial expression and attitude will undoubtedly damage the brand. I have a saying that one of only two things happen whenever you walk into an organisation. Your view of the brand will either be enhanced or diminished by the experience you have – there is no middle ground.
I’m not sure about the swearing thing – the boundaries here are impossible to set. However, leaders should always be promoting the opportunity to have fun. I once visited the guys at Charthouse Learning – their office was full of color, family photo’s, toys and games to play at break time and as ice-breakers for meetings. The atmosphere was electric. There was plenty of laughter, but also a serious undertone of being the best in business.
Surprisingly, many staff are not motivated entirely by money. The bonus culture is frowned upon and research shows that people are far more inclined to work harder and feel greater job satisfaction with a simple “Well done” and a pat on the back. The best blue chip companies I ever worked in knew that if they spent up to £10 million on lavish parties/conferences to celebrate the success of their very top people, they would earn that money back within a month, because it has the effect of stepping everyone up a gear to want to deliver even more and get back on the podium the following year/quarter. Take companies like Iceland Foods, recently voted the best company to work for in The Sunday Times – now they know how to party and celebrate, thereby creating a high value, high performance culture in which to work.
Anyway – that’s what I think – what do you think?
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Sure, every individual has valuable contribution to make within an organisation. But it is the core team that makes the difference between corporate success and mediocrity. The core are the key strategic, mission-critical roles driving the organisation. The rest is just window dressing.
If you consider the dynamics of the world’s ultimate sporting teams, it is the spine of the team that spells great team success. With the England ’66 squad it was Banks, Moore, Charlton and Hurst. For the long unbeaten Australian cricket team, it was McGrath, Warne, Waugh, Gilchrist and Ponting. And then Vickery, Johnson, Dallaglio, Dawson and Wilkinson delivered in spectacular form as the legendary 2003 Rugby World Cup team.
History tells us that behind each of these sporting team triumphs was a beautifully crafted core in which not one player, but the entire critical backbone of the team was equally outstanding. A strong core team can also afford to support remaining players with lesser skills and experience without compromising overall performance.
And if you translate this sporting analogy into a business context?
It is about the effectiveness of the corporate core, working as an elite team driving the corporate direction, living and breathing its vision. But make no mistake - organisations require more than competent, experienced individuals to fill these key roles. Business excellence demands that the calibre of the core team is best-in-class.
Without exceptional appointments in the core, organisational success is badly diluted. Surely this is never more important than in a challenged economic climate.
About the Author:
This is a guest post by Christina Sage, an ambassador for CMI, a leading source of management training in the UK
I read somewhere that leadership is “the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task”; now if that describes leadership, then what attributes does a leader have to have in order to lead?
All leaders, whether they lead a massive company like Money Supermarket, or a small independent company, they will have certain characteristics. A leader should be cool and confident under pressure, they should be courageous and they should act as role models. So if that is what may define a leader, then what should a leader do?
A leader should always have a vision
A leader should have a vision as they should always know what they want to achieve, if a leader doesn’t have a vision then they have no real direction. Having something to aim for as a leader is incredibly important, as if their followers believe they don’t really know what they want to achieve, then they will lose faith, and being an authoritative figure as a leader is incredibly important.
A leader should always have a plan
Leading on from having a vision, a leader should always have a plan in order to achieve their objectives. Planning is incredibly important, as your plan is kind of your compass so that you can find the right direction in order for you to achieve your vision. Having a plan will help the leader achieve what they want to achieve but it will also instil confidence in those following, that the direction, vision and plan is there.
A leader should always be resilient
An effective leader should always be resilient to ensure that they can overcome any obstacles that they may face. A leader will always have a vision, but on their way to that vision it is inevitable that they hit some stumbling blocks, having resilience is key so that they can evade or deal with these obstacles so that they can continue on their mission. A leader will always use their resilience to tackle problems, instead of passing blame on to others.
A leader should always communicate effectively
If you’re a leader, or if you ever have aspirations to be a leader, then effective communication skills are essential. Everybody has different personalities and different ways of communicating, however, a leader will concentrate on what they are good at. Leaders should have the ability to instil confidence and loyalty in their followers by the way they communicate, but they should also be approachable and they should welcome communication from their followers.
A leader should always lead by example
A leader should never ask somebody to do something that they are not willing to do themselves, and so a leader should always lead by example. The way a leader has achieved their leadership status is also important, as they can detail their hard work and dedication to their followers. All leaders started from somewhere, and they should be able to detail their story on how they became the leader that they are, this will help to gain the respect of their followers.
What else does a leader do?