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Name of author Rick Baker, P.Eng.

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Thought Tweet #942

by Rick Baker
On Feb 25, 2014

Thought Tweet #942 Good things don't 'just happen'. First we do good things. Then other good things 'just happen'. Luck is what you make it. 

 

The Thinking Behind The Tweet

There's human being.

There's human doing.

And...

Luck is what you make it. 

Tags:

Attitude: Creating Positive Attitude | Optimism & Pessimism | Thought Tweets

Take Steps Toward 'Change Leadership'

by Rick Baker
On Nov 15, 2013

If you want to lead change and influence others to help you achieve the success you desire, consider these things:

  • Your Intelligence - This is a tough one! How can you be objective? How can you know whether or not you have the intelligence required to be a successful leader? Here's a few suggestions: (1) view this as a life-long process, work at self-knowledge, & figure out how to measure accurately [then you will be able to apply these things to understanding others], (2) ask for input from others then consider it from different perspectives [as examples, subjectively and objectively], (3) have at least one mentor...intelligence is not fixed - it is something you can expand if you work at it.
  • Your Self-Control - There are two dimensions: (1) short-term control over emotions, feelings, thoughts, & actions and (2) 'Grit', the ability to control thoughts and actions so they align with personal Values, Vision, Rules, & Goals. 'Grit', as defined here, is the thing in you that determines whether or not you can illustrate Integrity to others and whether or not you have the conviction required to achieve your Desires.
  • Your Emotions - Another tough one! Start by defining Emotions and how they differ from feelings, moods, and other mind states. Seek help from others who can observe you in a variety of Situations: under heavy workload, under stress, under assault [for example, while being criticized]. Assessments can help identify your weaknesses. Major weaknesses must be corrected. If they are not you will violate sacred things like Integrity and your stated Values...violations will destroy followers' Trust in a blink. 
  • Your Actions - and the Actions you must do to deliver value, lead others, inspire others, influence others, and help others. 
 
Dedicate at least one full, uninterrupted day each year to measure your progress. 
 
When you do this you will observe progress steps that look something like this...
 

Thought Tweet #865

by Rick Baker
On Nov 8, 2013

Thought Tweet #865 Listen to what people say...are their words the words of Victims or Initiators?

 

The Thinking Behind The Tweet

We do better with people when we understand them...as Stephen Covey taught - 'Seek First to Understand'.

We all go through ups and downs and the ups and downs can skew our day-to-day personalities. So, yes - it is rash to judge personality too quickly.

Setting day-to-day variances aside, we all have predominant tendencies. While we do not want to pretend we are armchair psychologists, our success in this world of other people increases when we observe people and develop an ability to understand them.

And, people do have predominant tendencies. One of those tendencies has been captured by psychologists and labelled locus of control. Some of us 'have' an internal locus of control while some of us 'have' an external locus of control. People who 'have' the internal locus of control believe they can affect change and outcomes. They tend to be Initiators. People who 'have' the external locus of control believe they have little ability to influence change or outcomes. They are fatalists or Victims. 

Victims tend to complain about their lot in life. Victims tend to blame others. Victims tend to blame situations. Victims are pessimistic. Victims make excuses. [Feelings of envy and jealousy hang around the shadows of Victims.]

Initiators are the opposite.

[Give Victims comfort. Give Initiators latitude.]

Put your foot down...say "No" to "No"

by Rick Baker
On Oct 15, 2013

Beliefs: some good, some not-so-good

Beliefs intertwine with perceptions and patterns in your brain. Then beliefs manifest their influence, acting as your 'internal filters'. These filters guide your view of the world. These filters guide your behaviour. Your beliefs become deeply-held in your subconscious mind. From that strong base, your beliefs generate your habits…some good, some bad. Your beliefs determine your appetite for new things, your attitude toward change, and your ability to replace bad habits with good habits.

Do you know the true nature and depths of your beliefs?

Have you taken the time to 'dig deep' and understand your most-powerful beliefs?

These beliefs, your strong-and-deeply-rooted beliefs, govern your life: deep beliefs are the roots of your greatest joys; deep beliefs are the roots of your darkest fears.

Your deepest and most-strongly-held beliefs aid your efforts toward certain goals while they resist your efforts toward other goals. In these ways, your beliefs are fundamental to your life. They are fundamental to how you feel during your life and they are fundamental to whether or not you achieve the success you desire.

Where did your beliefs come from?

When it comes to questions like this, all of us are students. None of us know with certainty why or how we have beliefs. Yet, certain things make sense to us. As examples:

·         We perceive things and our perceptions of those things are taken to our brains

·         Our brains file vast amounts of information in memory, for future reference

·         Our brains like to simplify our lives so they sort things into patterns/concepts

·         With repetition bits and pieces of information solidify into bigger pieces and then into patterns

·         Diversity of perceptions expand and complicate perceptions, building a hierarchy of sorted/related patterns [and concepts]

An illustration...

When we are infants we hear our parents say the word "No". That's an audio perception. As our parents repeat the word "No" we learn "No" is an important part of our lives. Simple repetition of that spoken word causes neurons in our brains to construct deeper "No" pathways. Recognizing the importance of "No", our infant brains begin to build a "No" pattern. Our infant brains quickly pick up diverse perceptions that will feed into the "No" pattern. A parent may show an angry face while saying the word "No". The visual body language signal and the verbal sound signal send 2 separate messages, both of which feed into the growing "No" pattern in our infant brains. We notice/perceive that different situations precede our parents’ "No" messages. We perceive more diversity, more repetition and the "No" pattern becomes stronger, deeper, and more-nuanced. Even as infants we have a very broad and deep understanding of the word “No”. We recognize its sound, we recognize what it looks like when it is written, we recognize the facial expressions and the various forms of body language that accompany the word “No”, and we know the word “No” is expressed to us as a result of a wide range of different situations.

We learn our parents are not the only ones who deliver "No" messages to us. Other family members, to varying degrees, deliver "No" messages. We meet neighbours who have little people of their own and both those neighbours and the toddlers they bring into our lives add more "No" to our perceptions.

Why all this discussion around the word “No”?

That question begs the questions…

Do you understand how the pattern/concept “No” has fed negatives into your belief system?

Do you understand the extent the pattern/concept “No” throttles your efforts toward your desired goals & success?

Do you understand how to go about repairing the damage the word “No” has done to you belief system?

Are you willing to make an effort to find out?

Thought Tweet #836.5

by Rick Baker
On Sep 30, 2013

Thought Tweet #836.5 Are the people who post warning signs pessimists or optimists?

 

The Thinking Behind The Tweet

Some business people treat risk management as if it is just a dirty pair of words. Others treat it like it's the territory of the worst of pessimists.  

For me, risk management is a talent - a strength...naturally enjoyed by some of us and very foreign to others. Risk Management is about warning signs. It is about the ability to see risks before they happen and post warning signs about the risks to save others from injury. Business Contains Only 3 Things: People, Process, & Situations. Risk Management is about the risks tied to these 3 things.

Risk Managers may or may not be pessimists.

Risk Managers may or may not be optimists.

Regardless, good Risk Managers must be realists.

Good Risk Managers are 'present' - they see the present reality, both the good pieces of reality and the bad pieces of reality. Their views are not tainted by pressure of the present or the baggage of the past.

Good Risk Managers are 'visionary' - they have a good sense for patterns and trends and they have a good sense about how present patterns and trends can unfold into future situations. 

Risk managers deliver value to business processes and other business people. Sometimes, they deliver company-saving value. Risk Managers know much about The School of Hard Knocks and they know how to spare other business people the hardest of business knocks.

Tags:

Business Contains Only 3 Things | Leaders' Thoughts | Optimism & Pessimism | Thought Tweets

2 Simple Tools: 1 for Thinking, 1 for Action....both for Communicating.

by Rick Baker
On May 10, 2013

Edward de Bono is one of my heroes. In my opinion, he is the world's greatest creative thinking educator.

I have written about Edward de Bono and his 'Six Thinking Hats'...'Six Thinking Hats' is an extremely helpful tool for sorting out your thinking and for communicating with others about thinking.

Here's a picture-summary:

Edward de Bono's 'Six Thinking Hats'

 

 

I have a de Bono section in my library. My goal is to collect and red all his books. That's a challenge because he has been prolific, writing well over 50 books. I have just completed reading de Bono's 'Six Action Shoes', (1991). 'Six Action Shoes' is an extremely helpful tool for sorting out your actions and for communicating with others about actions.

Here's a picture-summary:

Edward de Bono's 'Six Action Shoes'

These thinking and action tools provide excellent ways to Seek Simple....a Spirited Leaders' philosophy. When thinking can be summarized in 6 ways...that's seeking simple. When action can be summarized in 6 ways...that's seeking simple. And, that's why Edward de Bono is so amazing. He has been able to unleash his genius [and help others do the same] because he is the master in simplifying before choosing how to think, simplifying before choosing how to act, and knowing when and how to be creative. In other books, he illustrates exactly how to be creative. [Our recent thought post 'Taking Curiosity to Creativity' contains de Bono's signature contribution - lateral thinking.]

Now, Seek Simple is one of Spirited Leaders' core philosophies...another is:

Business Contains Only 3 Things: People, Process, & Situations

Much has been posted about People, Process, & Situations.

Now we will show how Edward de Bono's Six Thinking Hats and Six Action Shoes can be incorporated.

Business Contains Only 3 Things: People, Process, & Situations. 

Here's the picture...


A snapshot in time during your business day - that's what we mean by Situations. That snapshot will contain people [at least 1, you] and it will contain process [at least 1, your thinking]. Process either involves People or machines/mechanisms/tools [designed by People]. For the time being, let's concentrate on the Processes performed by People. There are only 2 types of Processes performed by People: Thinking and Action. If we embrace de Bono's tools, the Processes performed by People have 12 components: 6 ways of thinking and 6 ways of taking action.

In any Situation, People can decide which of the 12 things they will perform.

Here's the picture...

 

Those are good questions to ask!

[That's Seeking Simple and finding it.]

[That makes for one very Good Habit.]

Copyright © 2012. W.F.C (Rick) Baker. All Rights Reserved.