Focusing on benefits, not challenges, is a good way to increase your aspiration.

Focusing on benefits

Focusing on benefits, not challenges, is a good way to increase your aspiration.


In my work, I have found that people who are evaluated as they begin accurately process within their own heads, but accept that their views are often skewed or flawed, then deals in a more objectively manner, which Leaves more open to listen and action on the opinions of others. The trick is to pay attention to the way you talk to yourself and to question the validity of this “personal conversation.”

Let’s say your boss told you that your team was not strong enough and that it should be improved to evaluate and develop talent. Your initial reaction might be something like What? She is wrong. My team is strong. Most of us react defensively to such criticisms. But as soon as he recognizes what he is thinking, he asks himself, is he? What facts am I not? In the thought process, you may find that you are wrong and that your boss is correct, or that the truth is somewhere that – to cover some of your reports by doing things yourself, and one of them is incompatible In the achievement of delays; However, there are two stars. Your inner voice is very useful when you report the facts of a situation in this balanced way. It should be an “impartial witness”, so you are open to see areas where you can improve and how to do it.

A CEO I know he was convinced he was a great manager and leader. He had a great knowledge of the industry and a great instinct in the growth of his business, and his board has recognized these forces. But he only listened to those who said that his vision of himself and rejected comments about deficiencies; His team did not feel compromised or inspired. When I finally started to question their assumptions (Does everyone in my team focus and be productive? If not, is there anything they could do differently?) They became much more aware of their development needs and open to feedback. He realized that it was not enough to have strategic ideas; They had to share them with reports and invite discussions and set clear priorities, supported by quarterly team and individual objectives, regular progress checks, and problem-solving sessions.

Children are relentless in their desire to learn and master. As written by John Medina in Brain Rules, “This needs explanation is so strongly stitched in his experience that some scientists describe it as a tube, just as hunger, thirst and sex are readers.” Curiosity is what makes you try something until you can do it, or think of something until you do not understand. Great students retain that unity of childhood or find another application in self-expression. Instead of focusing and strengthening the initial lack of interest in a new subject, they learn to ask “curious questions” about it and follow these problems with actions. Carol Sansone, a psychology researcher, found, for example, that people can increase their readiness to cope with the tasks required by thinking about how they might work differently to make it more interesting. In other words, they change their personal conversation. It’s boring. I wonder if I could …?

You can use the same strategy in your professional life, taking into account the language that is used to think about things that are already interested … How …? Why…? I wonder …? And based on that when it has become curiosity. Then take a single step to answer a question that will ask you: Read an article, ask an expert, find a teacher, join a group, it seems the easiest.

I recently worked with a corporate lawyer whose firm had offered him more work requiring knowledge of labor law – an area he considered “the most annoying aspect of the legal profession.” Instead of trying to persuade her, I asked her what she was curious about and why. “Dancing Swing,” he said. “I’m fascinated by the story I wonder how it’s developed, and it was a response to depression – it’s such a happy art form I look great dancers … and think about why they do certain things.

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