“The law of attractions” and leadership

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Quota by Henry Ford: Whether you think you can or can’t either way you are right.

The law of attraction is the name given to the belief that “like attracts like” and that by focusing on positive or negative thoughts, one can bring about positive or negative results. This belief is based upon the idea that people and their thoughts are both made from pure energy, and the belief that like energy attracts like energy. The Law of Attraction has been popularized in recent years by books and films such as “The Secret”.

Leadership is an important subject when it comes to the law of attraction.  Why leadership? What attracts us to some leaders, and makes us avoid others? And what are you going to do differently in the future?

Everyone is a leader to someone. Leadership is in each one of us. The amount that you utilize this gift to be a leader will all depend on you. Utilizing the principles of the Law of Attraction in a leadership role consciously will attract more results and success. These principles can carry on from being a leader in your business to being a leader at home.

Leadership tips – Law of Attraction:

Responsibility
You create you reality and therefore you must take responsibility for your reality and actions. The sooner you get you control the output by your thoughts, feelings, words and actions the sooner you can create the life and business you want. Lead by example and you will have a great team by your side. This is one of the principles many have a hard time dealing with.

Partnership
Do no try to do everything on your own. Ask for feedback, ideas and work together with your team to meet your goals. You may be a leader but you are also a partner. Cooperation and collaboration are necessary.

Energy
Be consciously aware of your energy and choose to make it a positive one and spread positive vibes. The higher your vibrations the more connected and grounded you are, the more inspired you are and because of this you will see greater success. Pay attention to your energy. If you are in a bad mood, your energy can and will transfer to those around you.

Pleasant
When you are focused on abundance, taking action and the possibilities people will be drawn to you. If you are leading by example and utilizing the Law of Attraction, than having an awesome personality will be easy for you to do.

Understanding
Do not be judgmental, rather be open-minded and concentrate on solutions. Put yourself in their shoes. Better yet ask them what you can do for them to really understand where they are coming from and how you can better assist them.

Share Visions
Create a plan, a vision. Have a plan for your advertising, marketing and more. Share these plans with those working with you and get their feedback and mastermind on improving the plans. By having a set direction that is agreed on will promote teamwork, responsibility, confidence and action.

Expectations
Give more value than what is asked. You will be setting the Law in motion to provide you with more than what you expect and be setting a great example. Whatever you do, do it to the max. Go beyond what people expect of you.

Passionate Choices
When others see you are passionate about the decisions you are making it will help for those decisions to be embraced and understood. When you are passionate and inspired about your choices it comes through in your presentation and implementation.

Positive Self-Talk
Keeping your self-talk positive and focused will make the rest of your day much brighter and easier. Do not let doubt, lack or other negative thoughts enter into your self-talk. When you perceive something to be negative, look for the positive or create a positive.

Open to Possibilities
Being resistant is a surefire way to get the opposite of what you want. Be open to utilizing these principles in your life so you can create the success and happiness you deserve. Have an open-mind to the Law of Attraction and what it can do for you as Leader and in your life.

Manage your energy, not your time

GetAttachment

Article by: www.hbrreprints.org

Organizations are demanding ever-higher performance from their workforces. People are trying to comply, but the usual method—putting in longer hours—has backfired. They’re getting exhausted, disengaged, and sick. And they’re defecting to healthier job environments. Longer days at the office don’t work because time is a limited resource. But personal energy is renewable, say Schwartz and McCarthy. By fostering deceptively simple rituals that help employees regularly replenish their energy, organizations build workers’ physical, emotional, and mental resilience. These rituals include taking brief breaks at specific intervals, expressing appreciation to others, reducing interruptions, and spending more time on activities people do best and enjoy most. Help your employees systematically rejuvenate their personal energy, and the benefits go straight to your bottom line. Take Wachovia Bank: Participants in an energy renewal program produced 13 percentage points greater year-over-year in revenues from loans than a control group did. And they exceeded the control group’s gains in revenues from deposits by 20 percentage points.

Schwartz and McCarthy recommend these practices for renewing four dimensions of personal energy:

 PHYSICAL ENERGY

  • Enhance your sleep by setting an earlier bedtime and reducing alcohol use.
  • Reduce stress by engaging in cardiovascular activity at least three times a week and strength training at least once.
  • Eat small meals and light snacks every three hours.
  • Learn to notice signs of imminent energy flagging, including restlessness, yawning, hunger, and difficulty concentrating.
  • Take brief but regular breaks, away from your desk, at 90- to 120-minute intervals throughout the day.

EMOTIONAL ENERGY

  • Defuse negative emotions—irritability, impatience, anxiety, insecurity—through deep abdominal breathing.
  • Fuel positive emotions in yourself and others by regularly expressing appreciation to others in detailed, specific terms through notes, e-mails, calls, or conversations.
  • Look at upsetting situations through new lenses. Adopt a “reverse lens” to ask, “What would the other person in this conflict say, and how might he be right?” Use a “long lens” to ask, “How will I likely view this situation in six months?” Employ a “wide lens” to ask, “How can I grow and learn from this situation?”

MENTAL ENERGY

  • Reduce interruptions by performing highconcentration tasks away from phones and e-mail.
  • Respond to voice mails and e-mails at designated times during the day.
  • Every night, identify the most important challenge for the next day. Then make it your first priority when you arrive at work in the morning.

SPIRITUAL ENERGY

  • Identify your “sweet spot” activities—those that give you feelings of effectiveness, effortless absorption, and fulfillment. Find ways to do more of these. One executive who hated doing sales reports delegated them to someone who loved that activity.
  • Allocate time and energy to what you consider most important. For example, spend the last 20 minutes of your evening commute relaxing, so you can connect with your family once you’re home.
  • Live your core values. For instance, if consideration is important to you but you’re perpetually late for meetings, practice intentionally showing up five minutes early for meetings.

HOW COMPANIES CAN HELP

To support energy renewal rituals in your firm:

  • Build “renewal rooms” where people can go to relax and refuel.
  • Subsidize gym memberships.
  • Encourage managers to gather employees for midday workouts.
  • Suggest that people stop checking e-mails during meetings.

Article by: www.hbrreprints.org

 

Logos, ethos, pathos

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The goal of argumentative writing is to persuade your audience that your ideas are valid, or more valid than someone else’s. The Greek philosopher Aristotle divided the means of persuasion, appeals, into three categories–Ethos, Pathos, Logos.

Logos, ethos, and pathos are important components of all writing, whether we are aware of them or not. By learning to recognize logos, ethos, and pathos in the writing of others and in our own, we can create texts that appeal to readers on many different levels. Considered together, these appeals form what later rhetoricians have called the rhetorical triangle.

Logos
Appeals to reason. Logos can alsobe thought of as the text of the argument, as well as how well a writer has argued his/her point.

Ethos
Appeals to the writer’s character. Ethos can also be thought of as the role of the writer in the argument, and how credible his/her argument is.

Pathos
Appeals to the emotions and the sympathetic imagination, as well as to beliefs and values. Pathos can also be thought of as the role of the audience in the argument.

The rhetorical triangle is typically represented by an equilateral triangle, suggesting that logos, ethos, and pathos should be balanced within a text. However, which aspect(s) of the rhetorical triangle you favor in your writing depends on both the audience and the purpose of that writing. Yet, if you are in doubt, seek a balance among all three elements. Questions to help you recognize and utilize logos, ethos, and pathos The following questions can be used intwo ways, both to think about how youare using logos, ethos, and pathos in your writing, and also to assess how other writersuse them in their writing.

Logos:
Is the thesis clear and specific? (for help with thesis statements, see the Revising Thesis Statements handout). Is the thesis supported by strong reasons and credible evidence? Is the argument logical and arranged in a well-reasoned order?

Ethos:
What are the writer’s qualifications? How has the writer connected him/herself to the topic being discussed? Does the writer demonstrate respect for multiple viewpoints by using sources in the text? Are sources credible? Are sources documented appropriately? Does the writer use a tone that is suitable for the audience/purpose? Is the diction (word choice) used appropriate for the audience/purpose? Is the document presented in a polished and professional manner?

Pathos:
Are vivid examples, details and images used to engage the reader’s emotions and imagination? Does the writer appeal to the values and beliefs of the reader by using examples readers can relate to or care about?

Final Thought
While the above questions can help you identify or utilize logos, ethos, and pathos in writing, it is important to remember that sometimes a particular aspect of a text will represent more than one of these appeals. For example, using credible sources could be considered both logos and ethos, as the sources help support the logic or reasoning of the text, and they also help portray the writer as thoughtful and engaged with the topic. This overlap reminds us how these appeals work together to create effective writing.

Thomas International & DISC assessment

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This week I upgraded my DISC certification at Thomas International (http://www.thomasinternational.net/en-us/Home.aspx).
From now on, I’m only doing online assessments!
Looking forward to new Team-, Leadership- & Coaching assessments;=)
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What  is a DISC-assessment?

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DISC assessment is a behaviour assessment tool based on the DISC theory of psychologist William Marston. Marston’s theory centers around four different personality traits: Dominance, Influence, Stability and Compliance. The DISC assessment can be used for a variety of real-life situations.

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Many companies use it as a way to screen potential employees, with the thought that a certain personality type would be better or worse in certain jobs or positions. Another field in which DISC assessment can be used is leadership. There are different leadership methods and styles that coincide with each personality type, which could help leaders be more effective. DISC has also been used to help determine a course of action when dealing with problems as a leadership team—that is, taking the various aspects of each type into account when solving problems or assigning jobs. One area of using DISC is also when coaching other team members or employees in the best way.

The assessments classify four aspects of behavior by testing a person’s preferences in word associations. DISC is an acronym for:

  • Dominance – relating to control, power and assertivenes
  • Influence– relating to social situations and communication
  • Stability – relating to patience, persistence, and thoughtfulness
  • Compliance – relating to structure and organizatiom

These four dimensions can be grouped in a grid with “D” and “I” sharing the top row and representing extroverted aspects of the personality, and “C” and “S” below representing introverted aspects. “D” and “C” then share the left column and represent task-focused aspects, and “I” and “S” share the right column and represent social aspects.

Dominance: People who score high in the intensity of the “D” styles factor are very active in dealing with problems and challenges, while low “D” scores are people who want to do more research before committing to a decision. High “D” people are described as demanding, forceful, egocentric, strong willed, driving, determined, ambitious, aggressive, and pioneering. Low D scores describe those who are conservative, low keyed, cooperative, calculating, undemanding, cautious, mild, agreeable, modest and peaceful.

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Influence: People with high “I” scores influence others through talking and activity and tend to be emotional. They are described as convincing, magnetic, political, enthusiastic, persuasive, warm, demonstrative, trusting, and optimistic. Those with low “I” scores influence more by data and facts, and not with feelings. They are described as reflective, factual, calculating, skeptical, logical, suspicious, matter of fact, pessimistic, and critical.

Stabilty: People with high “S” styles scores want a steady pace, security, and do not like sudden change. High “S” individuals are calm, relaxed, patient, possessive, predictable, deliberate, stable, consistent, and tend to be unemotional and poker faced. Low “S” intensity scores are those who like change and variety. People with low “S” scores are described as restless, demonstrative, impatient, eager, or even impulsive.

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Compliance: People with high “C” styles adhere to rules, regulations, and structure. They like to do quality work and do it right the first time. High “C” people are careful, cautious, exacting, neat, systematic, diplomatic, accurate, and tactful. Those with low “C” scores challenge the rules and want independence and are described as self-willed, stubborn, opinionated, unsystematic, arbitrary, and unconcerned with details.

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DISC assessment tool is used to identify 15 patterns:

  • Achiever
  • Agent
  • Appraiser
  • Counselor
  • Creative
  • Developer
  • Inspirational
  • Investigator
  • Objective Thinker
  • Perfectionist
  • Persuader
  • Practitioner
  • Promoter
  • Result oriented
  • Specialist

Martin Seligman – Positive Psychology

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Positive psychology is a recent branch of psychology whose purpose was summed up in 1998 by Martin Seligman and Mihaly Csikszentmihalyi: “We believe that a psychology of positive human functioning will arise, which achieves a scientific understanding and effective interventions to build thriving individuals, families, and communities. Positive psychologists seek “to find and nurture genius and talent” and “to make normal life more fulfilling, rather than merely treating mental illness. Positive psychology is primarily concerned with using the psychological theory, research and intervention techniques to understand the positive, adaptive, creative and emotionally fulfilling aspects of human behavior

This is the scientific study of the strengths and virtues that enable individuals and communities to thrive. The Positive Psychology Center promotes research, training, education, and the dissemination of Positive Psychology. This field is founded on the belief that people want to lead meaningful and fulfilling lives, to cultivate what is best within themselves, and to enhance their experiences of love, work, and play.

Positive Psychology has three central concerns: positive emotions, positive individual traits, and positive institutions. Understanding positive emotions entails the study of contentment with the past, happiness in the present, and hope for the future. Understanding positive individual traits consists of the study of the strengths and virtues, such as the capacity for love and work, courage, compassion, resilience, creativity, curiosity, integrity, self-knowledge, moderation, self-control, and wisdom. Understanding positive institutions entails the study of the strengths that foster better communities, such as justice, responsibility, civility, parenting, nurturance, work ethic, leadership, teamwork, purpose, and tolerance.

Some of the goals of Positive Psychology are to build a science that supports:

  • Families and schools that allow children to flourish
  • Workplaces that foster satisfaction and high productivity
  • Communities that encourage civic engagement
  • Therapists who identify and nurture their patients’ strengths
  • The teaching of Positive Psychology
  • Dissemination of Positive Psychology interventions in organizations & communities

 

Social Learning Theory

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Bandura’s Social Learning Theory posits that people learn from one another, via observation, imitation, and modeling. The theory has often been called a bridge between behaviorist and cognitive learning theories because it encompasses attention, memory, and motivation.

Social Learning Theory (Bandura)

People learn through observing others’ behavior, attitudes, and outcomes of those behaviors. “Most human behavior is learned observationally through modeling: from observing others, one forms an idea of how new behaviors are performed, and on later occasions this coded information serves as a guide for action.” (Bandura). Social learning theory explains human behavior in terms of continuous reciprocal interaction between cognitive, behavioral, and environmental influences.

Necessary conditions for effective modeling:

  1. Attention — various factors increase or decrease the amount of attention paid. Includes distinctiveness, affective valence, prevalence, complexity, functional value. One’s characteristics (e.g. sensory capacities, arousal level, perceptual set, past      reinforcement) affect attention.
  2. Retention — remembering what you paid attention to. Includes symbolic coding, mental images, cognitive organization, symbolic rehearsal, motor rehearsal
  3. Reproduction — reproducing the image. Including physical capabilities, and self-observation of reproduction.
  4. Motivation — having a good reason to imitate. Includes motives such as past (i.e. traditional behaviorism), promised (imagined incentives) and vicarious (seeing and recalling the reinforced model)

Bandura believed in “reciprocal determinism”, that is, the world and a person’s behavior cause each other, while behaviorism essentially states that one’s environment causes one’s behavior, Bandura, who was studying adolescent aggression, found this too simplistic, and so in addition he suggested that behavior causes environment as well. Later, Bandura soon considered personality as an interaction between three components: the environment, behavior, and one’s psychological processes (one’s ability to entertain images in minds and language)

Social learning theory has sometimes been called a bridge between behaviorist and cognitive learning theories because it encompasses attention, memory, and motivation. The theory is related to Vygotsky’s Social Development Theory and Lave’s Situated Learning, which also emphasize the importance of social learning.

 

EQ and IQ

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http://www.forbes.com/sites/keldjensen/2012/04/12/intelligence-is-overrated-what-you-really-need-to-succeed/

Apparent in many aspects of human interaction is the notion of “survival of the fittest.” In business, government, science, and even personal relationships, the competition for that which is scarce drives humans to find an “edge” over their adversaries. A good indicator of success in the past has been the level of one’s intelligence. It was assumed that the relationship between one’s IQ and one’s success would be positively correlated. In other words, “smarter” individuals were bound to triumph over those less intelligent.

EQ or Emotional Quotient is a measure of your ability to notice and then manage your interior and exterior perceptions of your feelings and then control your reactions. Your mood will always control your ability to resolve problems making this an important skill to develop and use. Using a well-developed EQ will help you manage your emotions. And developing a higher EQ can be done quite easily.

Emotional Quotient (EQ) is a way to measure how a person recognizes emotions in him or her and others, and manages these emotional states to work better as a group or team. Emotional intelligence is measured using 5-major components.

  1. Self-awareness – the ability to know one’s emotions, strengths, weaknesses, drives, values and goals and recognize their impact on others while using gut feelings to guide decisions.
  2. Self-regulation – involves controlling or redirecting one’s disruptive emotions and impulses and adapting to changing circumstances.
  3. Social skills – managing relationships to move people in the desired direction
  4. Empathy – considering other people’s feelings especially when making decisions and
  5. Motivation – being driven to achieve for the sake of achievement.

Two models of testing: Goleman model (see abow) and TEIQue.

IQ or Intelligence Quotient is a measure of intelligence. A way to rate this for any individual is by taking an IQ test. An IQ test measures different types of abilities: verbal, memory, mathematical, spatial, and reasoning. This test has a preset standard based on a representative group of the population. The majority of people rank in at about 90-110. Generally, IQ tests actually test general intelligence. Many experts feel IQ tests are a measure of an individual’s problem solving ability and not an actual measure of general intelligence.

Intelligence Quotient (IQ) is a value that indicates a person’s ability to learn, understand, and apply information and skills in a meaningful way. The major difference between EQ and IQ is what part of a person’s mental abilities they measure: understanding emotion or understanding information.

IQ tests are used as an indicator of logical reasoning ability and technical intelligence. A high IQ is often a prerequisite for rising to the top ranks of business today. It is necessary, but it is not adequate to predict executive competence and corporate success. By itself, a high IQ does not guarantee that you will stand out and rise above everyone else.

Well-known modern IQ tests include Raven’s Progressive Matrices, Wechsler Adult Intelligence Scale, Wechsler Intelligence Scale for Children, Stanford-Binet, Woodcock-Johnson Tests of Cognitive Abilities, and Kaufman Assessment Battery for Children.

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Correlations between EQ and IQ
There is a great deal of disagreement about any potential link between these two quotients; it is not clear if one indicates or has an impact on the other. Emotional intelligence is often more difficult to measure than IQ, and the methods used are fairly different, so it’s not easy to compare them on equal terms. There are also many individuals with very high IQs who seem to be limited in terms of social skills and emotional recognition. Such examples suggest that they are different aspects of the human mind and should be considered separately.

How to Improve Your Emotional Intelligence
The good news is that emotional intelligence CAN be taught and developed. Many books and tests are available to help you determine your current EI, and identify where you may need to do some work. You can also use these tips:

  • Observe how you react to people. Do you rush to judgment before you know all of the facts? Do you stereotype? Look honestly at how you think and interact with other people. Try to put yourself in their place, and be more open and accepting of their perspectives and needs.
  • Look at your work environment. Do you seek attention for your                     accomplishments? Humility can be a wonderful quality, and it doesn’t mean that you’re shy or lack self-confidence. When you practice humility, you say that you know what you did, and you can be quietly confident about it. Give others a chance to shine – put the focus on them, and don’t worry too much about getting praise for yourself.
  • Do a self-evaluation. What are your weaknesses? Are you willing to accept that you’re not perfect and that you could work on some areas to make yourself a better person? Have the courage to look at yourself honestly – it can change your life.
  • Examine how you react to stressful situations. Do you become upset every time there’s a delay or something doesn’t happen the way you want? Do you blame others or become angry at them, even when it’s not their fault? The ability to stay calm and in control in difficult situations is highly valued – in the business world and outside it. Keep your emotions under control when things go wrong.
  • Take responsibility for your actions. If you hurt someone’s feelings, apologize directly – don’t ignore what you did or avoid the person. People are usually more willing to forgive and forget if you make an honest attempt to make things right.
  • Examine how your actions will affect others – before you take those actions. If your decision will impact others, put yourself in their place. How will they feel if you do this? Would you want that experience? If you must take the action, how can you help others deal with the effects?