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by Rick Baker
On May 16, 2012
Thought Tweet #478 We simply must spend more time imagining Possibilities.
The Thinking Behind The Tweet
Robert Collier wrote, "Think of things - not as they are but as they MIGHT be." ...'The SECRET Of The Ages', (1926)
If we follow Robert Collier's advice then we will get beyond our personal biases, especially our tendency to judge others harshly. And, we will create.
Robert Collier, 'The SECRET Of The Ages', (1926)
by Rick Baker
On Mar 22, 2012
Communication has been a lively topic lately... over 27,000 people have viewed this Thought Post.
"What's in it for me?"
That's the key question under discussion.
Some people argue, "That's all other people care about...they only care about themselves...all they want to know is what's in it for them!"
Some people point fingers at other generations and state, "They have an attitude of entitlement...what's wrong with them!"
Meanwhile, Chopra, Covey, and others keep on teaching - 'Seek First To Understand'...and more.
***
What's the point here?
The points are:
- People do have needs1...a whole range and a whole hierarchy of them
- People's minds do work to serve and protect self-interests...that's part of our DNA
And, of most importance, this fact of life does not have to be a problem; it is only a problem for you if you make it so.
People do not have to spread the rumour that the fact people have needs is a problem; you can choose to be silent and let the rumour die from lack of interest.
The fact people have needs does not have to be viewed negatively by you; you are the only one who can make you view it negatively...you can choose to be neutral or you can even choose to be positive about it.
The fact other people have needs should not be viewed as a signal of conflict or viewed as competition against your interests. It is not against you, so it should not be taken personally and judged harshly...that is, it should not be judged harshly by you.
Instead...
We can appreciate The Differences in People2...as expressed to us when they help us understand their needs...for example, when they ask "What's In It For Me?"
Footnotes:
- Abraham Maslow's hierarchy of needs [from lowest to highest]: physiological, safety, belonging, esteem, self-actualization.
- Appreciation of "The Differences" in People is one of Spirited Leaders' Corporate Values.
by Rick Baker
On Dec 5, 2011
10 TIPS TO RUNNING SCARED:
How to do business with a Scarcity Mindset
- Embrace the Win-Lose Mentality: aim for 100%/0% transactions, always
- Be Subversive: sabotage and undermine the efforts of your co-workers
- Yell a Lot: screaming messages get heard & remembered
- Withhold Information: but, make sure you spring it on people just before the last minute
- Parade Your Position: never assume people know you are important...show & tell it
- Lie a Lot: know you possess the ability to succeed with even the biggest & fattest lies
- Steal the Limelight: whatever it takes - get your face in the pictures
- Stick With Sticks: ignore all that advice about motivational carrots
- Trust No One: ever
- Own Many Mirrors: place them strategically so you can always enjoy the view
by Rick Baker
On Jul 28, 2011
Most of the successful Leaders we have met with feel the ooze of abundance.
They are inspired by competition. They are solution-oriented. They are optimistic.
The Leaders who have an abundance mindset really stand out. They tell some amazing stories of how they have done things that many folks find counterintuitive.
Their businesses operate in no-bad-mouthing zones.
Some folks are born with a tendency toward optimism and their life experiences taught them how to keep their optimism within realistic bounds. When compared to pessimists, these realistic optimists have a far greater chance of seeing the world as an abundant place.
As a Leader you will employ optimists, pessimists, and other folks who fall between the two extremes.
Given a choice you will want to help some of those people become more optimistic...you will want to help them feel that ooze of abundance.
How might you do that?
Feeling the Ooze of Abundance - the 4 major steps:
- Self-Assessment,
- Setting clear rules,
- Communicating those rules so they are sticky, &
- Leading by example
- Self-Assessment: you will need unbiased outsider help to do this. It isn’t a huge time-consumer but you must be a little tough on yourself. Better to air on the tough side than the lax side. That’s why unbiased outsiders are helpful.
- Setting clear rules: Depending on how strongly you feel about abundance mentality, this could be one of your “Master Rules”: the major rules that cannot be bent at your business. [refer to our Spirited Leaders’ Workshop #4]
- Communicating those rules so they are sticky: don’t just ‘tell’…inspire your followers. Describe your most-interesting real-life abundance experiences and how they have caused you to feel the ooze of abundance.
- Leading by example: as they say, ‘talk the talk and walk the walk’…and when the heat of major business stresses is burning down on you….run the run. If you slip up and fall into scarcity talk or scarcity action, and that may happen from time to time, remedy your error quickly and with full force.
by Rick Baker
On Jun 16, 2011
I have said and repeated, “There is no such thing as constructive criticism”.
I have said and repeated, “Constructive criticism is an oxymoron”.
While those conclusions came to me through independent thought, I have discovered many hold similar views and some folks even use the same words.
Both of these references describe the same thoughts I have come to accept as reality.
In summary:
- Criticism, regardless of how carefully we try to package it, is poorly received almost each and every time it is delivered
- Almost each and every time we deliver criticism it is destructive
- Often, criticism is well-intended, well-packaged, and well-delivered…yet, it has no chance of being received as constructive [the door is closed and locked tight before it arrives]
- And…people will always have differing views and there will often be a need to share those views…particularly, if we wish to create change…and, in business, we often do want to create change…hence, a major question: How do we create change without being received as deliverers of destructive messages?
That last bullet point gets to the root of business…people, interpersonal relationships, and change.
***
Napoleon Hill taught the value of faith.
He made it clear he meant 'faith' in the broadest sense, not just religious faith. And, he expressed his view, 'doubters do not build'. Hill's research showed every major business development and contribution had been founded on faith.
And, Hill established, ‘those who doubt do not build’.
***
You have ideas.
You want to build business things.
You have visions of what could be....what could be created...what could be built.
Do you have the right amount of faith to achieve 'what could be built'?
I say 'the right amount of faith' because I want to highlight a balanced approach to building business. I am not comfortable with blind faith. Few things lend themselves to blind faith. Blind faith fails too often. Few things in business lend themselves to blind faith. So, in business, blind faith is a problem in the making. Blind faith is whimsical wishing. And, wishing and hoping don’t get it done!
So, faith in business needs some boundaries.
How will those business boundaries set?
Will they set by you alone?
Will they set by you, working with others?
I think you will set your business boundaries both ways.
Sometimes, you, alone, will set the boundaries. You will use your personal values to guide you and you will use your good judgment.
Other times, you will work with other people to set business boundaries.
And, that’s where criticism arrives.
Why?
Because…
- Doing things right is subjective…you have views and other people have views…often the views differ
- Doing the right things is subjective…you have views and other people have views…often the views differ
- Predicting or forecasting the future…you have views and other people have views…often the views differ…and none of us have a crystal ball…and some of us fail to recognize that last point
Obviously, we are discussing a fundamental issue here. We are discussing a fundamental people-issue with broad business application.
I think constructive criticism is an oxymoron.
I think most people disagree with that point.
Most people believe in or blindly accept the constructive capability of criticism.
And that causes more problems than are required.
by Rick Baker
On Jun 1, 2011
That’s not a complaint.
It is simply a fact.
I know this because I cannot stop myself from observing people, listening to them, and watching how they react to other people’s ideas and requests.
Now, like most ‘blog sites’, our Thought Post site provides readers the opportunity to rate our Thought Posts. Our site has little stars at the bottom of each posting…readers can select and enter 1 star, 2 stars, 3 stars, 4 stars, or 5 stars.
Generally readers do not rate our Thought Posts. That’s typical of blog sites, unless maybe the person who does the writing is really, really gifted. [I aspire to that…and…clearly I have some work to do…but…I digress.] It seems a posting must really annoy or really resonate before people take the time to rate it.
It is interesting to note, the Thought Post about getting rid of Scarcity Mindset received 2 ratings: one was 1 star and one was 5 stars…so, the average is 3 stars. Now, I assume the person who rated it 5 stars liked the posting and agrees with its message.
But – what about the person who gave the 1 star rating?
- Perhaps, this person agrees we should work to get rid of Scarcity Mindsets but thinks I did a poor job of delivering that message?
- Perhaps, this person disagrees with the message and thinks we should not get rid of Scarcity Mindsets?
- Perhaps, this person thinks something else?
We will never know…unless the person provides comments to clarify.
I do know scarcity mindsets permeate many business environments. So, I will keep writing in an effort to help folks understand the problem so they have a chance to fix it before it causes too much damage.
During the last 2 weeks, people have talked to me about 3 separate instances of scarcity mindset in the workplace. When people describe their situations they usually do not use the words ‘scarcity mindset’…people usually talk about the results they see/hear, not the underlying cause.
Perhaps I need to write more clearly…
Scarcity Mindset is an underlying cause…a fear-driven, underlying cause
Scarcity Mindset leads to many poor decisions, inappropriate actions, and workplace stresses
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