ATTITUDE The Power Of Positivity (LEAP SERIES Book 1)
Millennials also seek peer affirmation. All along, Gen Yers have been told that they can do anything they want to do and be anything they want to be. This is proving to be true across genders. For example, the number of stay-at-home fathers in the United States has tripled in the past 10 years up to ,, M10 according to the most recent Census although not all by choice with the recession.
Some experts argue that the real figure could actually be in the millions, if the definition is broadened to include dads who work part time while remaining the primary caregivers. Women can control their reproductive health as they advance in their careers, providing more work and family options—with or without a male partner. Meanwhile, the working Millennial male does not have the same experience of having a woman at home to support his career as did the husband of previous eras.
What this means for marketers is that gender distinctions are no longer set in stone. M11 Some estimates are even higher. M11 Marketers should take advantage of a broader market across genders with Millennials and create appropriate content. A study shows that the biggest objective for young adults today, both male and female, is happiness. It will be noteworthy to see how this evolution affects this and future generations. There has been a recent uptick in professional association membership, reversing an overall downward trend.
Associations have been exploring ways to become more relevant, particularly to the Millennial generation that considers traditional association services not as necessary with the advent of the Internet and social media. Economic reasons due to the recession also influence their membership decisions. As in other areas of their lives, Millennials expect timely, meaningful, and relevant communications and programs from the organizations they chose to join. Many professional membership organizations and associations had been experiencing overall declining membership, but recently have seen an uptick in membership.
Key to maintaining and increasing membership in associations is to both renew existing members and attract new members. Specifically, two of the largest associations in the United States have shown overall declining memberships and are considering ways to reverse this trend. The American Bar Association ABA has seen a decline in membership between 2, and 4, members per year since , when membership stood at , This is still lower than the membership of ,, which includes 8, free memberships given to first-year residents who had been student members the previous year. Percentages are based on the number of associations that provide this service.
With the advent of the Internet and social media, people and organizations have the means for doing their own research and sharing information and have vehicles for organizing around social and political issues. Millennials and increasingly other generations use Facebook, Twitter, and other tools to self-organize and participate in causes they care about.
They simply are not as interested in joining established member-based organizations. This is evidenced by the continued downward trend since in networking and access to specialized and current information regarding the reasons people join associations. This contrasts with the upward trend in advocacy and continuing education as the reasons individuals join associations. Associations with more than 5, members report what their greatest challenges are attracting and keeping young members.
P1 Going forward, associations may need to retool their offerings to attract members. It hosts six events per year and monthly round tables for younger members with content of interest to this group and leadership opportunities. It has also enhanced its online presence in response to what this generation knows best.
Inspirational Quotes to Live By: Listed by Author - akuxodadic.gq
For member-based organizations as well as for companies and other organizations , the complexity of managing communications and the speed in which information is available are increasing. With the addition of social media e. P6 Millennials have little patience for the speed to which things get done and may not see the value in becoming a member of what they see as inefficient organizations. In the area of fundraising, Millennial donors seem to blend their preference for technology with a desire for personal, traditional giving requests. Millennials tend to give smaller donations to a number of organizations versus fewer larger donations and tend to give one time for a specific cause or event versus annually.
P9 One study found that somethings donated on average to 3. This generation experiences a paradoxical world that is both expanded and shrunk. Technology has blurred borders all within an accessible connected generation. The workday is no longer 9 to 5. Intergenerational conflicts can be most noticeable in the workplace.
It is helpful to know that Millennials work best with clear guidelines, frequent and immediate feedback, context, clarity and independence. They prefer to work in teams and make group decisions. They do not deal well with ambiguity and slow processes. They value trust and transparency. The corporate ladder has become more of a career lattice, with Millennials often preferring job rotation to a more time-demanding job promotion.
The most creative programs use the best talents of each generation, with an end benefit of improved understanding and communication. Improved working relationships also increase productivity and allow mutual knowledge transfer. Welcoming this generation into the workforce will take effort from managers. The benefits will be plentiful, as the delivered needs of this generation will bring out the best talents in each employee.
With positivity and optimism, 80 million Millennials have begun entering the world of work, and other generations are taking notice. The recession and globalization influence this workplace as do changes in the composition and size of the population, mostly due to slower population growth, an aging workforce, and immigration.
The United States is also experiencing an increase in minorities, particularly Asian and Hispanic populations. Cyclical factors are also affecting youth labor force participation. In weak job markets, the young adult workforce is usually the last to be hired and first to be fired.
In down markets, when jobs are harder to find, many Millennials make the choice to stay in school, lowering the participation rate. The recent trend of companies to outsource some of traditional entry-level jobs may also be shifting the types of jobs offered, affecting employment rates for younger, less experienced candidates. W2 As well, there is more competition from more experienced workers for those companies that are hiring.
More than half of baby boomers nearing retirement have delayed doing so, making it harder to find space for new workers. W3 Once Millennials understand and experience firsthand the severely restricted job market, they are forced to compromise their anticipation of landing that perfect job. A weakened job market can lead to entrants taking jobs that are not a good match, usually ones offering lower average wages, especially at smaller firms.
W4 Research suggests that even after recovery, college graduates who enter the workforce during a weak economy will continue to experience a relative wage loss for at least 15 more years. The defining moment of the recession hit during a vulnerable life stage. More than a third of young adults admit to being distracted on the job or having taken time off because of personal financial issues.
W6 Many are taking any job to pay their bills. They are postponing marriage and family. Higher education is appearing essential for economic security, as more and more jobs are requiring postsecondary education. Millennial women fare better than their mothers did at the beginning of their careers, though their salaries still lag behind those of their male counterparts.
Also, the erosion of the union movement makes it is more difficult for those with blue collar jobs to rise to middle class. As one might expect, underemployment people who are either unemployed, inadequately employed or dropped out of the labor market altogether shows a bleaker picture for Millennials as well as for minorities compared with the total population.
Despite the underemployment statistics, minority Millennials feel more optimistic than whites. W6 While managers believe Millennials put the highest priority on salary, W17 research indicates salary has become a threshold issue for this generation of workers. More than four out of five indicate a preference for financial guarantees over greater risks. This makes income protection benefits more important, not traditionally valued by the young worker. They look for stable, even if it means lower, returns more than older workers.
In addition to health, other benefits of interest are auto and home insurance as well as dental, vision, life, and disability insurance. W6 Other benefits preferred by Millennials are paid vacation time, retirement savings plans, and a flexible work schedule. They also look for interesting and challenging work, personal development, a custom career plan, and an organization that reflects their values.
At almost twice the size of Gen X, Millennials may just get it with three out of four saying that work-life balance drives their career choices. W10 Many organizations have shifted their benefits and environments accordingly. Millennials expect close relationships and frequent feedback from their managers. W12 They view their managers as coaches or mentors. These bosses—not the corporation—can earn the loyalty of Millennial employees by keeping commitments.
Positive relationship with a boss manages Millennial retention risk. The No. Ideas matter more than experience, and work output is valued more that the time put in. W14 Creative engagements provide value to both Millennials and other generations. For example, initiatives like mentoring programs have had success in both shared learning and employee retention.
W15 Sun also found that mentoring programs increased the level of trust in organizational leadership. Still, more than half of Gen Y workers agree that given the choice, they hope to be working for another employer in , W6 perhaps reflecting their short-term focus and different idea of job and career.
Millennial employees who frequently participate in workplace volunteer activities are more likely to feel positive, loyal, and satisfied than those Millennials who rarely or never volunteer, and they are more likely to recommend their company to a friend.
W16 More than half of Millennials volunteer, proportional to that of Gen X. They are an optimistic group. Millennials with fulltime jobs may just be the happiest workers in America. Those not working are also confident they will have enough income in the future. Qualities employers want to see in candidates are those considered tried and true.
Managers are seeing the desired teamwork, analytical, and computer skills demonstrated by Millennials. Want to Read Currently Reading Read. Other editions. Enlarge cover. Error rating book. Refresh and try again.
Work the Pond!: Use the Power of Positive Networking to Leap Forward in Work and Life
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Judy Thomson. Gayle Hallgren. CEO of the largest businessassociation! Youll be pleasantly surprised starting with t Language:Chinese. This simple but powerful what can I do foryou philosophy is in stark contrast to transactional networking. Networking expert Darcy Rezac has helped thousands avoid thetoads and make the right connections-in business and in life withhis trademarked 7-step process The step Get A Copy. Paperback , pages. More Details Original Title. Other Editions 2. Friend Reviews. To see what your friends thought of this book, please sign up.
To ask other readers questions about Work the Pond! Lists with This Book. Community Reviews. Showing Average rating 3. Rating details. More filters. Sort order. Feb 17, Steve Whiting rated it it was ok. This is a great book if you subscribe to the 'LION' view of networking - that is, to collect every contact that you encounter on the off-chance that they may be useful to yourself, or each other.
Rezac gives many ideas on how to maximise your networking, though these are really only workable if you have large amounts of time to dedicate to this - either as part of your work-role or in your copious free hours. Some of his tactics will come across as rather brash in more reserved cultures - for exa This is a great book if you subscribe to the 'LION' view of networking - that is, to collect every contact that you encounter on the off-chance that they may be useful to yourself, or each other.
Some of his tactics will come across as rather brash in more reserved cultures - for example, as a Brit, I cannot imagine that someone actively distributing business cards, and trying to collect cards from others present, in a social occasion would achieve much other than to annoy the majority of those present. He also presents a rather confused view of the purpose of networking - explicitly saying it's not about making sales, but then repeatedly using examples which emphasise getting leads and passing them around your colleagues to get that sale!
Not wildly promising so far to the non-LION, then. Finally, a lot of the book is couched in an extended "frogs of the pond" metaphor - this is OK as a scene-setter, but gets really irritating after it is crow-barred into the text for the umpteenth time. Overall, some useful advice, but mostly the book is of use to people who are either very time-rich, or to those whose job consists largely of networking. Jan 19, TarasProkopyuk rated it really liked it Shelves: networking. Dec 27, Omar Halabieh rated it really liked it. Below are key excerpts from the book that I found particularly insightful: 1- "In a networking situation, we frogs tend to do a lot of things that lessen our effectiveness.
These include: -not giving out business cards -setting our expectations too high -investing a lot of energy in a few select people we already know -not engaging in conversation -missing the really great opportunities around us every day -being unaware we are in a networking situation -and most importantly: having no joy when w Below are key excerpts from the book that I found particularly insightful: 1- "In a networking situation, we frogs tend to do a lot of things that lessen our effectiveness.
These include: -not giving out business cards -setting our expectations too high -investing a lot of energy in a few select people we already know -not engaging in conversation -missing the really great opportunities around us every day -being unaware we are in a networking situation -and most importantly: having no joy when we network" 2- "After more than two decades in the networking field, I have discovered, while not all successful people are great networkers, all great networkers are successful people.
Thinking this way takes all the pressure off. And it must be a secret, because so few people do it. Introduce yourself by name, always carry business cards and give them out. Make it a habit. Besides, it's the right thing to do. The four Es are all about technique—establish, extend, exchange, engage. But, there is a "fifth" E. It has to do with attitude. Employ all five, and you'll stand out from the rest of the frogs. You are on your way to being a tree frog.
Establish: Establish eye contact and smile. Be focused. Asking for help makes most of us uncomfortable and we often go to great lengths to avoid doing it. We fear rejection. We fear that people we think less of us. But the truth is we need the help and support of others to succeed. To be sure, leadership is fundamentally about asking people for help. Making matters worse, our intuitions about what should make others more likely to help are often dead wrong; our fumbling, apologetic ways of asking for assistance generally make people feel far less likely to want to help.
We hate imposing on people and then inadvertently, we make them feel imposed upon. But for some reason, we forget that when it is our turn to ask for help. Research shows that people actually like us more when they have been able to help us. It makes them feel good too—unless they feel compelled to help. In-Group Reinforcement. Those members of our group are the most likely to help us. The Positive Identity Reinforcement.
Most people like to think of themselves as helpful because it is part of what it means to be a good person. We reinforce that with gratitude and appealing to the things that matter to them. They need not bother. The Effectiveness Reinforcement. People want what they do to make an impact—to have meaning. If we feel we are not making an impact, we are likely to lose motivation. People need to clearly understand the impact of their helping. Research shows that when people are unable to get any kind of feedback about how well they are doing on a task, they quickly become disengaged from it.
Be clear up-front about what you want done and the impact it will have. And be sure to follow-up. Let them know how things turned out. Reinforcements is written in an engaging way and is full of solid research to support the approach needed to get the help we need to succeed.
It is practical advice for anyone asking for help in a way that will leave both parties feeling good about the relationship. How many working hours of the average day do you and your team spend in the Drama Triangle? This triangle was developed as a social model years ago by Stephen Karpman, a student of Dr. Eric Berne, the father of Transactional Analysis. It maps out a type of dysfunctional interaction that is common in the workplace and in our homes as well. Karpman used this triangle to define three points that arise predictably in any dysfunctional real-life drama: the Persecutor, the Victim, and the Rescuer.
Notice that all three of these are roles we can choose to play, or choose to step back from , at any time. Here are three ways you could choose to respond:. The classic enabler. One classic pattern is: boss attacks Persecutor , people defend themselves Victim , other people come to their aid Rescuer.
Be honest. How often do you really want to do that? A lot of the leaders we work with are shocked to learn that most of their workplace interactions fall within this dysfunctional triangle! Start noticing that the Drama Triangle game typically begins with one person — it could be you — taking up the Persecutor or Victim role.
For instance:. If not, could you think of anyone else we can get to help you out with it? Leave people enough time to readjust before the deadline. Your responsibility as a leader is to support your people, start good conversations, and make good outcomes possible. The Drama Triangle goes in the exact opposite direction of all three of those goals: it disempowers your team, starts lousy conversations, and makes terrible outcomes much more likely. The only way to win this particular game to resolve not to play — and then stick with that decision! He oversees the corporate direction and strategy for the company's global operations including sales, marketing, consulting, alliances, and support.
Under Mattson's leadership, the Sandler organization expanded domestically and internationally to over offices in 32 countries. For more information, please visit the Road to Excellence website. The Excellence Process consists of six steps that when taken in order and made part of your culture will turn excellence into a process and help to get rid of your blind spots. He has curated ideas from 45 internationally—known doers and thinkers on the topics of entrepreneurship, innovation, and authentic leadership. But here are several that I found interesting my first time through the book:.
We know that a startup is a temporary organization designed to search for a repeatable and scalable business model. The corollary for an enterprise is as follows:. A company is a permanent organization designed to execute a repeatable and scalable business model. Once you understand that existing companies are designed to execute, then you can see why they have a hard time with continuous and disruptive innovation.
It will happen especially in industries such as transportation, shipping, finance, and retail, but all kinds of companies and leaders should look into this much deeper. Of course, the big companies have an advantage due to the amount of data they often how. The startups lack this, and data is increasingly becoming king. Daniel Burrus: How to Anticipate the Future. There are an amazing number of things we can accurately predict when we learn how to distinguish between what I call hard trends, trends that will happen, and soft trends, trends that might happen.
Think of it as a two-sided coin. Agility is on one side, allowing you to react fast to unforeseen change, and the other side is anticipatory, allowing you to see what is coming and take action before the change occurs. Agility is basically reacting quickly to change. Agile innovation will keep you reacting to disruptive innovation created by others.
They are indeed timeless. Brian Dodd examines in Timeless Kindle what it takes to reach the top of your profession. How do you become the best at what you do? How do you become an Apex Leader? Dodd has selected the 10 key practices that Apex Leaders have in common. While character, patience and empathy are important for a leader to sustain their leadership, they are not necessarily the behaviors and practices needed to get to the top of their chosen profession.
Here, Dodd focuses on the achievement side of the equation.
The Energy Bus
What is required to be the best at what you do? While Timeless will resonate with Christian leaders, the principles apply across all organizations and contexts. As readers of his blog have come to expect, Dodd draws on many examples from the world of sports. All of these principles are found in scripture and are being successfully applied by Apex Leaders in organizations of all types. Your team is your primary difference maker. Apex Leaders look for skill, work ethic and passion when building a team. Apex Leaders Are Humble Humble leaders do not deny their talents but are thankful for them.
Humble leaders acknowledge that no matter how good they are, they are in constant need of support. All successful leaders must be servant-leaders first. They acknowledge they have been granted opportunities not for personal gain, but for the betterment of others. Humble leaders know they have not arrived. The mission and vision of what they are trying to accomplish is too important to remain the same. Apex Leaders Continually Improve Are you willing to be rebuilt? Pride and arrogance are enemies of continual improvement.
Apex Leaders Form Strong Relationships One of the most impressive things about the leadership of Jesus was his continual focus on relationships. There is only one thing in your business which appreciates—your people. The most important relationship a leader needs to cultivate and protect is the relationship with their family.
If you want to accomplish anything great as a leader, you must surround yourself with competent staff. Worth thinking about: Almost all important decisions made about you and your career take place when you are not in the room. So, always leave a trail of kindness and respect behind you. Apex Leaders Make Others Better No matter how talented you are, you need someone who can make yourself better.
Apex Leaders Show Consistency Organizations and their people suffer because of a lack of appreciation for consistent excellence. No athlete ever demonstrated consistent excellence better than the legendary Hank Aaron. We over-celebrate big results and under-appreciate consistent excellence. Aaron reminds us greatness is not always achieved through short-term spectacular results but sometimes through long-term consistency.
Apex Leaders Lead by Example You cannot lead by example if you do not effectively lead yourself first. Leading by example means putting the mission of your organization above your personal aspirations. Leaders who lead by example fight for unity. Delivering results requires preparation, decisiveness, talent, limiting unnecessary mistakes, energy, continual improvement, confidence, good health, and passion. The biggest game. The biggest stage. A leaders character and people skills make someone want to follow them.
The ability to deliver results determines if someone actually will follow them. By seeking out the experiences of others, we can grow faster with less drama. In The Book of Mistakes , Skip Prichard has created for us an absorbing fable of a young man and a young woman who are both part of a mysterious journey to learn the nine mistakes that tend to trip us up.
While they make sense, they are not always intuitive. The truths presented here often stand between us and success. The main story follows David whose life of promise has become ordinary. Through a life-altering event, he has a chance meeting with an Old Man who sets him on a journey that will take him to meet nine unique people who will share the nine mistakes and the impact these mistakes have had on their own lives. The nine mistakes are framed by three universal laws that are found in an ancient book of wisdom.
The parallel story is about Aria and how she comes to be the keeper of the book of wisdom and how she learns of the three laws. Printable Graphic. The three universal laws enable the nine secrets to creating a successful future. To avoid the nine mistakes, you need to:. Live your own dream. Recognize your inherent value. They set expectations. Reject excuses. Surround yourself with the right people. More forward through challenges with determination and purpose. Act boldly with the knowledge that your potential success is unlimited.
Pursue your goals with urgency. You think about people, about loving those around you. Your first is important because you also must have a longer view, or you will never accomplish the goals that are hard and take longer. Each mentor David encounters has their own story that illuminates the mistake they share with us. Their experiences help to identify and relate to the mistake and help us to take action to avoid the mistake in the future. Prichard brings a lot of wisdom to each of these common life issues.
The story is engaging for young and old. Share this book widely because these are the kinds of mistakes that create regret down the road. At the end of your life these are the things that you look back on and wonder why no one ever told you about these pitfalls. We are never too old to learn them and some are more difficult to deal with because of the baggage that often accompanies them. Now is the time to set your course.
We work under the assumption that more is better. Morten Hansen thinks the way we work is broken. Not only that but how we manage and reward work, and how our culture recognizes hard work. What we call hard work may not be our best work. In Great at Work , Hansen reports on a five-year survey of 5, managers and employees, including sales reps, lawyers, actuaries, brokers, medical doctors, software programmers, engineers, store managers, plant foremen, nurses and even a Las Vegas casino dealer.
They discovered seven work smart practices. The first four involves mastering your own work, and the last three encompasses mastering working with others. Do Less, Then Obsess.
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The common practice he found among the highest-ranked performers in the study was that they carefully selected which priorities, tasks, meetings, customers, ideas or steps to undertake and which to let go. They then applied intense, targeted effort on those few priorities in order to excel. He found that there were just a few key work practices related to this selectivity that accounted for two-thirds of the variation in performance among our subjects. Redesign Your Work. Redesigning work is about creating more value for the same amount of work done.
The typical inside-out view, by contrast, measures work according to whether we have completed our tasks and goals, regardless of whether they produce any benefits. The Learning Loop means you learn while you work.
Doing great work requires that you are getting feedback every day. In his study, 74 percent of the top performers reviewed their work in an effort to learn and improve. On 17 percent in the underperforming category did. Aim for Passion and Purpose. You can have one without the other, but we should aim for both.
You may need to take a wider view of what ignites you. Expand your circle of passion by tapping into these dimensions. Become a Forceful Champion. Getting our work done often hinges on our ability to gain the support of others. Getting other people on board takes more than just explaining the merits of your project. The best advocates in their study master two skills in this regard. Not just grit, but smart grit. Enlist others to help move your project forward.
They become lone crusaders for their efforts—and they exhaust themselves in the process. The ability to lead teams is crucial to great work. As a matter of necessity, much of this work takes place in meetings. The trick is to encourage constructive fights in meetings with cognitive diversity. You must unite. Adopt Disciplined Collaboration. Hansen has identified two sins of collaboration : undercollaboration and overcollaboration. Some people talk too little, and some people talk too much across teams and departments. He recommends disciplined collaboration. Fresh and compelling examples are used throughout to fully illustrate the seven smart work practices.
N OW is where the future happens. In this moment we will take action that will affect our future or we will not. All we have is now. It is a flexible mindset so we can all learn to become a little more Nowist in our approach. One of the reasons that Nowists can see opportunities is that they are not stuck trying to protect their past; spending time and energy on something that no longer makes sense. Functional Impulsivity. But they do possess a certain kind highly impulsive functional thinking. In a study performed at the University of Michigan on impulsivity, researchers found that there were two impulsive traits.
And the kind that allows people to decide quickly with good results. They are good at deciding quickly under pressure and are willing to choose an option even at the cost of making a mistake that they can and are willing to correct as they go forward. Nowists take control of their time. You can avoid procrastination by changing your learning to see your future in your present. They understand cause and effect. We all exist in the Now. It is only in the Now that we can think, do, or change anything in the future. A Nowist is an active optimist.
They believe they can make good things happen and take action to create a better future. How does it feel to not be afraid? Steve Sims, the founder of Bluefish , has built a company that gets things done. Bluefish makes seemingly out-of-reach, change-your-life, experiences happen. He calls it bluefishing. Bluefishing is about changing your mindset. Bluefishers look for connections. What are people passionate about and how can I find a win-win for their passions? Passion is something you have to discover—your own and others too. Bluefishers question everything.
Drill down for it. Ask why at least three times. Lead the orchestra. A dream team. Try something and fail at it over and over until you find out how to do it properly—to see if it is worth pursuing—while everyone else is still trying to work out the demographics. They drowned from staying there. It is discovery. Failure is final. Discovery is just the beginning. You learned what to do on your next attempt. To build your brand, first, do a self-audit. What do you stand for? How do you want people to feel when they are around you? Discover your strengths and manage your weaknesses.
Focus on your own weak links, the things that foul up your life or your work again and again and again. Forget about counting likes. Get others to talk about you—recommend you. Invest in your growth. Get better for your clients—your followers. And let them know.
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I was willing to look dumb, to be among people that I knew were far more intelligent than me, so that I could learn. Be a sponge. Sims shares techniques to support the thinking but the tactics change over time. The thinking never does. Bluefishing is a mentality first, then a stack of tools and behaviors.
Learn the password and the doors will open. Autonomy is simply looking at life as though we are a world unto ourselves. As though we did it all by ourselves. But the reality is, we are connected. The opposite of autonomy is gratitude. Society does not see gratitude as a moral or a character issue, which it certainly is. Although it is has been scientifically proven to be a key to happiness, it is something much more profound than that. Most of our problems—especially relational issues—can be traced back to a lack of gratitude. In dealing with any of our problems, you will find that there is a lack of gratitude over something or someone.
Even Adam Smith, the economist that believed that the market should be driven by self-interest, expressed in The Theory of Moral Sentiments , his belief that feelings of gratitude are crucial for maintaining a society that is based on goodwill. He considered gratitude to be a crucial source of social civility and stability.
Like all character traits, gratitude is expressed in action. It is returning a favor, giving thanks, showing appreciation or simply giving someone your time and attention. When we are full of pride, angry, frustrated, depressed, defensive, stressed, irritated or anxious, we would do well take a time-out and uncover our ungratefulness. Gratitude is most often expressed by simply thanking others, but it is more than just giving thanks.
It is a way of looking at life; a way of seeing other people. It is more than a strategy or a technique to influence others.go
The Millennial Generation Research Review
It is a way of being. Real gratitude is unconditional. Gratitude endures through everything. It is not a fleeting response to our circumstances. It was not about individual episodes in her life, but rather it speaks to a perspective on life. An awareness of how much we owe to others throughout our life. Gratitude creates perspective.
I am not alone. It strengthens our relationships while moderating our behavior. The autonomous person rejects gratitude precisely because they must recognize and submit to others in this way. I can invalidate them. This kind of thinking is not based in reality. Eventually, it leads to self-destruction. Gratefulness changes us. It strips away our indifference. It puts us in touch with reality because it acknowledges our connections—our networked existence. It is this gratitude effect—the way it grounds us in reality—that benefits us and those around us the most.
Gratitude moderates and even inhibits toxic emotions but more than that, it gives birth to positive emotions. Gratitude gives birth to and nurtures patience, a sense of humor, curiosity, creativity, insight, kindness, respect, courage, generosity, empathy, and positivity to name a few. Gratitude creates the space for positive emotions to grow and flourish. Anger, irritation, defensiveness, worry, and impatience, are choices. Have you ever been in the middle of an angry rant when the phone rings?
The point is, we can choose gratitude to drive these toxic emotions out of our lives. Negative emotions cannot coexist with gratitude. Gratitude has the power to pull teams together. We want to take our ball and go home—disengage. If we can develop a mindset of gratitude, that will not happen. We will stay engaged. We will work together. Gratitude has the power to slow us down and reflect and refocus our attention on what matters.
Sometimes we have to step back to see our life in perspective; to be able to connect the dots. Planets, lives. Humility, of course, makes all of this work. Humility is the ability to silence the self. Humility is valuing other people; appreciating them. Humility allows us to be open to recognizing the good in all of our circumstances. Not surprisingly, the mechanism behind gratitude is remembering. Developing a mindset of gratitude is about remembering. And remembering takes effort.
Of course, we can find the differences; we can find the negative. We can dwell on it. But we can combat that by seeking out anything that is excellent or praiseworthy—seeking out the good in any situation. Drawing upon positive memories gives us hope for the future. Unconditional gratitude heals and creates understanding and builds relationships. Gratitude acknowledges that we are connected. Allow unconditional gratitude to define you as a leader. Good is often confused with competency.
But it is really a character issue. You can be good at your job but doing good is a character issue. Doing good is not just no being bad but intentionally creating more good in the workplace and especially in others. Tjan begins a discussion by trying to define good and to build a framework and language to talk about what good is. Truth: A mindset of humility that makes you teachable. Self-awareness and integrity between your thoughts and actions based on that self-awareness.
Compassion: An open mind that without bias allows you to understand the actions of others. To practice empathy and act on that empathy with a generous spirit that gives people what they need. Wholeness: Involves gratitude for the people around you that leads to an outgoing concern for others. Caring and nurturing the growth of others. Having the respect to fulfil your obligations to yourself and others and acting with a degree of wisdom. Knowing what is important. As leaders this is easier said than done.
Daily we face tensions that have to managed as we try to implement our ideals real. Tjan lists five core tensions :. Pragmatism versus Idealism Our ambitious goals versus reality. Neither one is good or bad. They are a productive tension. Character is a long-term investment. Good people grow by continually seeking to improve themselves and help others to become fuller versions of themselves.
While good people value competency, they place a premium on character and values. They commit beyond competency to character and values of truth, compassion, and wholeness. Good people are realists and find the balance between competing priorities and tensions. Learn to balance the tensions that exist in leadership. These five things are the Good People Mantra. They are five promises. As leaders we need to break from our role as leader to follower and relate to others human to human.
Goodness come from building it in yourself and inspiring it in others. A customer tells you they are unhappy with a job, your boss gives you that dreaded look of displeasure or a coworker mocks your new haircut. Negative memories can linger for a long time. This is not a typo. Dogs are naturals at exhibiting the leadership they need to be the leader of the pack. And they are the masters at shaking things off. Ever watch a dripping wet dog as it gets out of a pool or a lake? No towel or hairdryer needed, just a hypnotic back and forth motion that sprays unwanted water in every direction.
At work, we need to learn how to do the same. Many of us make mountains out of molehills. Instead, we need to practice how to shake things off. After all, that little jab about your new mullet hairdo was meant as a good-natured joke. So how do you shake off these little things at work? It is overwhelmingly more likely that your co-worker is not out to undermine you. So if they jab you for the way you did a project, take it as a learning experience. Pivot to how you can do better the next time.
Pivot to what you want—a good relationship—and let them know how their comments made you feel. Leaders speak truth to power, but in a way that helps everyone come out a winner. If you see someone who is not able to shake things off, step in and make things right. Great leaders set the right tone.