Self limiting beliefs are a group of thought processes and feelings that hold us back and cause us to maintain the status quo. They are normal – the key is to be aware of them so you can be at choice.
Here are some terms related to Self Limiting Beliefs:
Negative self talk
Inner critic
Noise
Distraction
Comfort zone
Lack of confidence
How to determine when Self Limiting Beliefs are present:
There is a lot of struggle – “this will be hard”
You are stuck
The same issue presents itself over and over
You use words such as “I can’t”, “I need to”, or “I have to” vs. “I can” ,“I will”, or I want to”
There is a fear of failure or “What will people think?”
Here are some ways to deal with Self Limiting Beliefs:
Identify it – realize that a self limiting belief is present. Then choose to move past it
Antidote using a prior positive experience – such as “I ran a marathon – I can certainly do this”
Challenge yourself – “I am bigger than this barrier”; “I have it within me to move beyond this doubt”
Future pull – “My vision is really important to me – when I focus on it, I will find a way”
Different perspective – Look at the situation through the eyes of success. “Act as if” what you intend to do is already a reality.
Pam Solberg-Tapper MHSA, PCC – I spark entrepreneurial business leaders to set strategy, take action, and get results. How can I help you? Contact me at CoachPam@cpinternet.com ~ Linkedin ~ 218-340-3330
The thought of attending training sessions for many can bring up an array of emotions. With the new technologies that have erupted over the past decade, the immediate assumption of many is that training is just a PowerPoint and a lecture or a PowerPoint turned into webinar and called online learning. But how much learning is actually occurring?
What does the research say about adult learning?
Malcolm Knowles has be coined the “father of adult learning” for his writings on andragogy, the study of adult learning. His work describes the following six assumptions about adult learning:
Adults are self-directed learners
Adults use their experiences as a resource for learning
Adults readiness to learn is tied to their social roles
Adult learning is tied to immediate application
Adults have internal motivation to learn
Adults need to see a need for training.
Additional research on adult learning has found the following:
Learning involves the mind and the body
Learning is created, not consumed
Collaboration helps adult learn
Experience and practice aid in learning
Positive emotions aid learning
Learning transferred visually can be absorbed faster than verbal
What does the research say about workplace learning?
Some research shows that only 5% of classroom room is transferred back on the job. In April’s edition of Chief Learning Magazine, John R. Mattox II discusses a recent study conducted by KnowledgeAdvisors that confirms a very low transfer of learning occurs. According to article, only 9% of training is used by learners with positive results, a key factor is the recurring use of the skills. The article further argues for the need for management involvement before and after training to reinforce application of the learning. Why do we get it wrong?
There are a number of reasons why training departments get it wrong. Getting it right is more time consuming, it can cost more, it requires a longer roll out period, and quite frankly, it’s harder to plan and implement.
What can you do?
Start by using the research. This research isn’t new; it has been around for decades. More recent research supports it and yet in most organizations we are still using the lecture method. For all of us who have learned something new, we know that lecture is not learning.
There are a number of resources available to help you create better training and help you become a facilitator. Below are a few of my favorite websites. They both have a number of further resources for you to use. Go ahead, take the first step. Start slow and see what a positive reaction you get.
Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is available to help you with your Human Resources and Training needs on a contract basis. For more information send an email to smazurek0615@gmail.com or visit www.sherimazurek.com. Follow me on twitter @Sherimaz.
In many organizations, the announcement of a future event moves staff to wave their hands and raise their voices, saying that, “I want to help, I love events.”
The theme and the goals and objectives of an event are (often) determined by the organization’s development team – the event being part of their annual fundraising plan. Those determinations, and most of the planning, frequently include the E.D. and a consultant who specializes in event design, management and production.
The planning process takes months of discussion and decision-making before any public announcement that an event is planned and scheduled for a particular date.
During the planning period, a wise development team confers/collaborates with their colleagues in other departments within the organization, especially with the folks in communications/media … who will most likely be asked to help draft copy for an event program, and plan a media strategy to help promote the event.
Additionally, it helps to get early buy-in by all staff, so they feel they have been heard, and to include the valuable insights they might have. Someone in the organization’s program department may have some creative thoughts on who to involve in the event; and, the simple task of reviewing lists should be on everyone’s to-do list, regardless of their department.
There is always a chance that a staff member could know someone who would be interested in attending the event … or even sponsoring it. This information can be important, not only to the development team, but to the success of the event.
Do not minimize the contribution of some of the support staff … who should not be viewed as envelope stuffers but as part of the team. Turn the stuffing into an office party, supply lunch or snacks and get everyone together in the conference room … including the development team. The stuffing will go much faster if no one feels like “they had to do all the grunt work,” while the development team sits around eating bonbons !!
Many of our client organizations invite the staff to attend the event and “help out.” A list of tasks is passed around to the staff asking if they would like to volunteer for a particular role.
Everyone knows that the “work” takes place before the event begins (for a 6 pm reception, staff helpers should arrive at 4:30pm). And, once they’ve helped get things ready, those volunteers are able to relax and enjoy the event.
No staff person should be forced to attend and participate, but with the right environment/motivation, most staff members will want to participate. When they do, they benefit, the organization benefits, and attendees benefit by getting to meet staff members in a social setting.
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Have a comment or a question about creating or expanding your special event? Email me at Info@NatalieShear.com. With over 30 years in conference and event planning, we can help you turn your vision into reality.
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Have you seen Natalie’s ebook on Special Events ??
Budgets have put us all behind the technology curve—at least for government agencies as far as I know. The lower the budgets the less we can spend on the latest technology, including the latest Microsoft Office software. While we should be looking at the latest, we are just now getting the previous version, 2007, and coming from 2003, there needs to be a modicum of training for everyone to be able to use it easily.
This is why I hate training. Well, I don’t. Not really, but it gives others good reason to.
Sounds simple. It needs little motivation since we all need it to do the most basic of jobs. A little instruction will go a long way. Now, I have this software at home and use it regularly; in fact, I have the 2010 version so I can probably pass on the training, providing it’s not mandatory. If it is I will do my best to wiggle out of it. Good thing, too, I hear.
I’m sure the story was told to me without exaggeration, and even it wasn’t, it’s still a good example of what not to do, how even the most basic of training can be a disaster. This is why I hate training. Well, I don’t. Not really, but it gives others good reason to. I know you’re anxious to hear the story so here it goes:
The trainer, Bob, who is a subject matter expert from Microsoft is late to his own Webinar. I won’t argue the merits of other training versus Webinars; in fact, this seems an appropriate format for this basic subject where you can demonstrate right on the screen. The Webinar is also connected via a phone line so it is really a combination of Webinar and one-way conference call. The lack of technology again.
But it is not technology that whips the trainer, but the trainer who needs to apply the whip.
But it is not technology that whips the trainer, but the trainer who needs to apply the whip. Bob needs to be in control, not only of his own equipment, but of an audience of hundreds waiting anxiously for how to use the new software. Maybe this doesn’t happen with certified trainers, I hope not, but Bob may be one, or not since he works for Microsoft. He probably just rushed to do what was so routine that he could do it with his eyes closed—except he forgot to check his equipment and test it beforehand.
First, he couldn’t get the Webinar working, but he already had people on audio so he had to explain and apologize (not good), then his version of Microsoft Office 2007 didn’t work on his computer, and he announced once again he had been having troubles with it but it seemed to be working alright a few minutes ago.
His is a case, not just of gremlins but a reoccurring problem with his computer. It doesn’t take a genius to say, make sure your equipment is in perfect working order—at least test it a couple of times—more if you are not positive of its dependability. He finally decides to use his version of 2010, which is pretty close to 2007. Really. He did. Bob has now wasted 10-15 minutes of his training time, and is rushing to catch up. And, he’s not using the same software he is training everyone else on.
It doesn’t take a genius to say, make sure your equipment is in perfect working order—at least test it a couple of times—more if you are not positive of its dependability.
Rushing through his demonstration, Bob is going so fast he has lost half of his audiences, and the questions start pinging off the walls. He is frustrated and they are frustrated. They are motivated to learn, while he is motivated to quit. He charges ahead, this time tackling what he thinks will be of interest to his audience: the blogging features of the software. The what? Not knowing his audience, he is now teaching them something most will never use on the job. Some may find it interesting, nonetheless. Training ends with less than half of what should have been covered. His Webinar audience was stunned by his ineptitude, miffed by the waste of time, and some audience members are actually concerned with what they missed since they really need this training.
So, what have we learned from Bob’s training disaster?
Always be prepared, whatever the format, and check out your equipment. Boy Scout Rule Number One. Actually, I don’t know which scout rule it is, but it should have been Bob’s number one,
Treat every training session as the most important training you’ll ever do. Your passion, real or imagined, will come through and might even make you believe it. Sell it like you’re selling it for the first time. This training, however behind in the software budge curve, was necessary and important to those viewing the Webinar and hearing the audio on the phone. They can’t help the budget.
Apologize for being a minute or two late for starting, but don’t make excuses—especially for what could have been prevented prior planning and practice.
Use what you are supposed to be training on—not a substitute. I suppose I should give points for quick thinking but after what I’ve heard so far, I’m already wondering about Bob’s ability to tell me what I need to know.
Have a backup plan. Undependable computer? Get another computer or have one standing by. Have a backup plan. Did you notice I said it twice. It’s that important.
Bob’s worst sin in my opinion is in not knowing his audience. He trained them in something they didn’t have a reason to know. It was nice to know and interesting, and he could have incorporated it as “a nice to know” sort of thing–if he had had enough time.
This comes down to what I always say: Know Your Audience, Know Your Subject, and Know Yourself! All the rest is conversation. For more information on what I always say and about my philosophy on training, communication and other related topics check out my website.
When I facilitated the PDCP Change Process (Blog March 2, Leading Adaptive Change) I was neither leading nor managing the actual work – the joy and frustration of being a facilitator. Observing leaders and managers who were at the working surface (the point where things actually happen) I realized the following:
During times of Adaptive Change every meeting, conversation, report, and process is an opportunity to move the organization toward their vision of the future. Rolling out the PDCP gave the whole organization a chance to look at everything we did with fresh eyes. This generated numerous spin-off change initiatives that contributed to our overall success. To ensure you get the most out of this opportunity change leadership must become distributed.
Before you get apoplexy, let’s explore this idea and see what it means for improving the success of change. By distributed change leadership I don’t mean that the org chart changes or that power and authority suddenly shift or are diluted. I do mean that many people in the organization understand and can perform the role of Adaptive Change Leader in the appropriate situation. I use the term role to mean a set of accountabilities that can be assumed by any individual given the proper knowledge and situation.
Take, for example, Woodside Manufacturing (fictitious name) a company bringing together three diverse teams into a new 150 person operating unit. The executive team kicked off an intentional change cycle to create an integrated culture. They shared the visioning process and everyone was on board, except nothing happened. On paper the boxes and lines made total sense, but after nearly a year things are slow to gel, performance is lagging, and the executive team feels like they are “herding cats.” Behaviors and habits are hard to change when culture (or in this case, three cultures) continues to support them.
To begin the executive team came together to understand what accountabilities they were assigning to this role. Then, they sought out change agents (identified by their actions rather than volunteerism) and worked with them to learn the role of Adaptive Change Leader so they could perform it during their daily work. For Woodside Manufacturing introducing the role of Adaptive Change Leader gave people a chance to get some skin in the game. It established people throughout the organization who fully understand what change the executive team was trying to achieve (Vision) and why it mattered (alignment to Purpose). This role differs from the role of Manager, who focuses on how the change will be accomplished and who will do what.
Key to the success of distributed leadership for Adaptive Change is the adoption of a new perspective. In this case that meant the individual change leaders held themselves accountable for keeping the cultural change moving forward through experimentation and integration of diverse ideas, processes, and ways of getting things done. During meetings, conversations, and activities Adaptive Change Leaders used inquiry to encourage their colleagues to experience the transactional, transitional, and transformational aspects of change. For example:
Are there others we could engage in this process who would benefit from what we’re doing?
Is there something we need to let go of to move this forward?
Is there another way to do this that aligns better with our vision?
Notice that they are not expected have the answers, in fact, this role was one of provocateur.
As formal leaders within the organization managed the “who and how” of culture change, the actions of these distributed leaders reduced the transactional costs and encouraged cross-pollination between the three groups. Their leadership was particularly important as teams and individuals went through the cauldron, pulled by the red line of emotional transition and unsure of the way forward. An example of this was the introduction of patient flow modeling during the PDCP. Four people actively assumed the role of Adaptive Change Leader for this process and it took every one of them to make it happen. This informal group evaluated available products, presented their findings to management, learned how to correctly use the product chosen, and began implementing its use across the Therapeutic Areas. Where did they come from? Finance, Market Research, Global Marketing, and Project Management – you couldn’t have picked these people, they were self-selected and in an environment of open experimentation changed the way we did business by assuming the role of Adaptive Change Leader.
On the surface these four points seem to fulfill what the company wants and (and what you want) in a needs assessment.
The company wants to:
Inform you of currently available training and determine your need or interest in taking training,
Gather and prioritize your ideas for additional training areas,
Determine the capacity of company staff to train others, and
Assess how you like to take training.
These four, with the liberal use of “you” try to tell you in the nicest way that this training is all about you, but you know otherwise. It is, of course, in your best interest if you can predict the value it will ultimately have for you. But this is still framed for the company’s best interest.
If I’m already exemplary (I say modestly), will it prepare me for a promotion? Does training even count for that? If you think you don’t need training, does it matter?
Taken by themselves, they are fine. They certainly represent the thinking and collaboration of several key staff members in coming up with these final four. The framers are team players, certainly, and they are trying to include all the employees. If asked, they probably have the same questions–but they really are team players without question.
However, it does leave some questions for others willing to ask. Input or buy-in? How will your information be used? Will it serve as justification for more funding to do the job more to your liking, or just sit there coupled with an excuse of why that can’t be accomplished? What happened to “what’s in it for me?”
Perhaps, that’s the real kicker. There is no mention of “what’s in it for me” other than you might be able to take training the way you prefer it, and helping you do your job better. If I’m already exemplary (I say modestly), will it prepare me for a promotion? Does training even count for that? If you think you don’t need training, does it matter? Sure, it does, but maybe it hasn’t been explained to you.
The most effective training you can deliver is that training that motivates employees to use what they learn. Asking them what they need or how they prefer to be trained is an important first step.
We always seem to start with a needs assessment (often a survey just like this), but we fail in mentioning how this training will be managed and what’s in it for me besides becoming an exemplary employee is left out of the introduction.
Motivated training can lead us to the company vision for the future; it benefits us in getting the most for our efforts.
Perhaps a conversation or communique addressing how valuable this training will be to employees–career-wise, personally and company-wise–is important to ensure a motivated workforce. To do so, we have to assume people plan to have a company career and have goals for the future. We’re naive if we think if they don’t have. Motivated training can lead us to the company vision for the future; it benefits us in getting the most for our efforts.
We start with a needs assessment, but it has always been my opinion that you can’t assume everyone knows or remembers how this training will benefit them as well as the company.
While it’s logical that a needs assessment comes first before the training plan, consideration should be given to the weight training will be given to employees and management, and how that training will be used. I wouldn’t be surprised that in most cases the training plan is already created and this survey is to gain buy-in or rubber stamping from the employees. I could be wrong, but it is also conceivable the training budget has been set and decisions have already made on how to apply those resources. I hope not, because in those cases, a needs assessment survey like the one described is relatively pointless.
Tweets are forever, think twice (or more!) before you post
Although the service is simple at it’s core, Twitter presents significant risk of crisis if not handled carefully. We’ve seen several recent examples of users inadvertently posting personal messages from corporate accounts, usually resulting in a quick apology (and, often, firing of the responsible party). While that mistake can be avoided by simply double checking a name, sometimes a message with no ill intent but spectacularly bad wording causes trouble. Social media expert Jay Baer calls these messages “Tone Deaf,” and describes them here in a quote from his Convince and Convert blog:
These types of Twitter mistakes are a bit more disconcerting, as you get into questions of appropriateness and poor listening. The Tone Deaf error occurs when the official company account (or personal account of a high-ranking officer) throws up an air ball of a tweet that is outside customary social and societal norms.
Of course the most famous recent example of Tone Deaf twitter self-destruction was Kenneth Cole’s ridiculous linkage of Egyptian freedom riots with his new Spring collection.
Another cringe-worthy one was @UnitedAirlines tweeting the lyrics to the theme song of Frasier after a customer tweeted “Thanks to @unitedairlines I can finally watch that Frasier episode I missed in 1994.” The company entirely missed the sarcasm and frustration of the customer, which is bewildering because she’d sent 5 angry tweets within one minute.
The Kenneth Cole tweet, “Millions are in uproar in #Cairo. Rumor is they heard our new spring collection is now available online at http://bit.ly/KCairo -KC” is probably the #1 example in terms of how incredibly tone deaf someone can be. That single post sparked a massive wave of resentment and anger against the retailer that spanned all types of media and cost a bundle of money, along with a large chunk of reputation.
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For more resources, see the Free Management Library topic: Crisis Management
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The Pioneer of Social Sciences and Psychology in the PR Industry
Edward Louis Bernays (November 22, 1891 – March 9, 1995)
Bernays was the nephew of Dr. Sigmund Freud, who dramatically helped shape his psychoanalytic approach to PR. Bernays used manipulation to sway the public’s subconscious mind, and thus, public opinion. Also quite influential in his Public Relations practices were the crowd psychology ideas and beliefs of Gustave Le Bon and Wilfred Trotter.
One of the first to use manipulation in PR, Bernays felt that it was absolutely necessary in Society, which he believed was ruled by the ‘herd instinct‘ – irrational and dangerous.
One of Bernays’ most famous campaigns attacked the 1920’s stronghold social taboo of women smoking in public. He shocked the public during the 1929 Easter Day Parade by staging debutantes holding cigarettes. He sent notices out to media and made it news – which legitimized his message in a way that paid advertising just couldn’t.
Today, more than HALF of what we think of as news is actually initiated by the PR industry.
Inventor of PR Testimonials
According to Bernays, “If you can influence the leaders, either with or without their conscious cooperation, you automatically influence the group which they sway.” At the time, this was a groundbreaking idea!
Faced with the challenge of promoting bacon for one of his PR clients, he surveyed physicians. Finding that they recommended people eat a heavy breakfast, he sent the survey results to 5,000 physicians – promoting, of course – bacon and eggs.
Bernays’ Public Relations Legacy
Bernays was named one of the 100 Most Influential Americans of the 20th Century by Life magazine. Although his celebration of propaganda helped define public relations, it didn’t win the PR industry many friends. In a letter to President Franklin D. Roosevelt, Supreme Court Justice Felix Frankfurter described Bernays and his associate Ivy Lee as “professional poisoners of the public mind, exploiters of foolishness, fanaticism and self-interest.”
(Thanks to Wikipedia for info and references.)
In your opinion, could psychoanalytic manipulation possibly be extracted from PR today?
Ms. Chapman’s new book has a name change! The Net-Powered Entrepreneur – A Step-by-Step Guide will be available very soon. With offices in Nashville Tennessee, but working virtually with international clients, Lisa M. Chapman serves her clients as a business and marketing coach, business planning consultant and social media consultant. As a Founder of iBrand Masters, a social media consulting firm, Lisa Chapman helps clients to establish and enhance their online brand, attract their target market, engage them in meaningful social media conversations, and convert online traffic into revenues. Email: Lisa @ LisaChapman.com
I recently posted a blog called “Lessons from the River Creatures.”
The posting was inspired by a parable about letting go of things you cling to so that you can reach your dreams or live more authentically. I want to continue on this theme as it relates to work situations where you may need to speak up or show up more authentically. Authenticity requires some level of vulnerability, perhaps not doing what the other River Creatures are doing. Faith will help you move through those vulnerable times.
For some of you, speaking your truth at work may be challenging. It may be difficult to raise concerns you have about how work is getting done. You may need to confront someone on behaviors that are toxic or unproductive. You may need to ask questions or challenge the prevailing view to find another way to accomplish your project. Perhaps you are called to be the lone dissenter on a popular proposal.
Think of a situation at work where you need to stretch yourself to speak up or show up in a way that is more in alignment with your values, beliefs or purpose. What will help you navigate effectively through the white water of that situation?
Showing up authentically, standing up for values that are in alignment with your own (or holding a company up to the values that they espouse) may require you to stretch your comfort zone. Doing this with tact, grace, clarity, respect, and understanding requires finesse. It may also require vulnerability to put yourself out on a limb or step into unfamiliar territory. Faith helps you have the confidence to do this. As one minister friend likes to say “I can either think my problems are bigger than God, or that God is bigger than my problems”.
Speaking your truth and being authentic at work may mean you practice behaviors you aren’t used to doing, such as constructively confronting someone. It can feel vulnerable and scary pushing your comfort zone. You may experience a void as you let go of old ways of doing things. This void is simply space for new energy, new behaviors, or new relationships to form.
Letting go and not clinging to what you have done in the past means being open to what will come next. This is where faith comes in. One definition of faith that I really like is – ‘going to the edge of what you know, and taking one more step.’ Faith is essential for letting go of the things you cling to, releasing the old patterns. You can call on angels or spirit guides to assist you, or seek consultation from a trusted adviser. Use whatever tools or approaches help build your faith as you venture into the vulnerable void.
Remember, the River delights to set us free, if only we dare let go.
Claiming the fullness of Who You Are, speaking your truth and showing up authentically creates healthy, more productive and rewarding work experiences. Do you want to stay clinging on the side of the river, enduring whatever stress or forces are pushing up against you? Or do you want to set yourself free and work more joyfully? The choice and Current awaits you.
Linda is an author, speaker, coach, and consultant. Go to her website www.lindajferguson.com to read more about her work, view video clips of her talks, and find out more about her book “Path for Greatness: Spirituality at Work” The paperback version is available on Amazon. NOW NEW!!! the pdf version of Path for Greatness is available for download from her website. ALSO, Linda’s new book, “Staying Grounded in Shifting Sand” is now available on her website.
There’s been a lot of talk about happiness and general well-being of late. Here we explore the four components of happiness and ask if busy teams can ever achieve a happy state.
Unfortunately this is not an option in the real world
Since becoming the Conservative leader and Prime Minister in the UK David Cameron has argued that we should be monitoring GWB (General Well Being) alongside GDP (Gross Domestic Product). This is an idea possibly inspired by the Kingdom of Bhutan’s GNH measure (Gross National Happiness), but Bhutan isn’t facing huge state spending cuts and bailing out neighbouring countries. Continue reading “Want your team to be happy? Here are the 4 components of happiness”
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