Tackle Your Limiting Beliefs

What stands in your way when it comes to achieving your goals?

Life will give us lots of obstacles. We have to learn how to deal with them. But, we also give ourselves some unnecessary barriers. We build walls out of our limiting beliefs.

Limiting beliefs are those thoughts that we believe so strongly that they prevent us from doing what would otherwise be possible. They are different from person to person, but they often sound like this: "I'm not good enough...they would never appreciate me...I failed at this before so why try again...that's the kind of person who always gives me trouble..." and on and on.

Our limiting beliefs are so deeply ingrained, many of them formed when we were very young children, that we often are not even aware that they are there -- or that they are limiting our possibilities.

Our job is to increase our possibilities and choices, not limit them. Not to take unnecessary risks or subject ourselves to danger, but to overcome the little hurdles that stop us from getting what we want.

What to do:

Take a moment to think about something that you want, and have wanted for some time, but have not made any progress toward achieving.

As you think of that, what do you think is stopping you from moving forward on that goal right now? What if you did?

When you identify thoughts that seem to be beliefs, pause, breathe, and test your assumptions around those beliefs. Are they really true? Do you have concrete evidence that they are true? Could things have changed enough that they might not be true at all or not true anymore?

We've all got more limiting beliefs than we need. Today's a good day to purge a few. I'm working on it -- how about you?

-- doug smith

Comments

Focus Saves Time

A proper goal prevents wasted time. We don't have time to pursue meaningless goals. What matters most needs most of our time. Take a look at your list of goals. Prioritize the top three. The rest will matter most when the top three are done. -- doug smith

Appreciation Builds Confidence

High performance leaders must do two things extremely skillfully: 1. Support your people 2. Challenge your people One great way to support your people is to appreciate them. Say thank you often and very specifically. Thank then for exactly what they did and why it's helpful. For example: "Thanks for getting your report in a day early! That gives me more time to digest the data and less time to worry about getting it on time!" "Thank you so much for listening respectfully even though I could tell you disagreed. When we're able to talk like this it's much more likely that we'll come up with great ideas and solutions to problems." "I appreciate the way you follow-up a good question with a clarifying response. That way we both understand what we're saying!" It takes practice. It might feel awkward at first. But here's something that I say every day because it's true: what gets appreciated gets repeated. If you like something, apprec

Gratitude

What we are grateful for stays, what we take for granted goes away. What are you grateful for today? If the list is long, there's something also to be grateful for. If the list is short, consider it more. Gratitude blesses our blessings and keeps them flowing. -- doug smith

Developing Leadership

We are constantly developing leadership -- the work is never done. New challenges, new people, new goals. That includes how we lead and who we develop as current and future leaders. Developing leadership is a constant. What's your plan? -- doug smith

Keep Solving

It's frustrating to solve a problem only to have it re-appear. And, even if it doesn't re-appear it seems like another problem quickly pops up. Problems don't stay solved so we must keep solving. And so...keep solving. -- doug smith

Communicate Politely

Can you tell a hard truth and still be polite? Absolutely! We can disagree with respect. We can remain civil. We can demonstrate professionalism even under pressure. Nothing should ever prevent a true professional from being polite. -- doug smith

Too Much Drama?

Too much drama at work? The answer is almost always "YES!" Difficult behaviors, difficult people, conflict after conflict can cause us aggravation. What's worse is when drama is piled on top of the conflict, and it almost always is. "There's so wrong!" "She's so difficult!" "He went behind my back!" "This would be a nice place to work if it wasn't for..." You get the idea and you no doubt feel the drama. We are constantly trained to be dramatic to get what we want, to respond when we don't get what we want, or to simply get attention. It's on TV. It's in literature. It's in the movies. It's even on youtube. Drama, drama, everywhere. It's natural that we'd come to think that drama is natural. Even if it is, it is still a choice. Do you want to make something dramatic, or do you want to dial it down? Do you want to remain centered and calm, or do you want to bathe yourself and others in drama?

Smile

It's easier to face the future if you embrace the present with a smile. "Is that your answer to everything? Smile?" "Nah -- but it serves me better than frowning." "What if you don't know whether to smile or cry?" "Even a curious smile is better than no smile at all...smile? Yes!" The more you make yourself smile, the more you will need to because there will be more to smile about -- smiles will start coming more often on their own. People will smile back. The smiles will multiply. It's harder to be mad at someone who likes you enough to smile for you, to smile toward you, to smile with you. Smile! -- doug smith

Who Follows The Rules?

If the rules are not fair for everyone, they will be broken. You shouldn't be surprised, though -- you should make the rules fair. -- doug smith

Practice!

How much do you practice the skill that is most important to your success? We do best what we do most. Practice. It's the best way (maybe the only way) to get better. You name the skill -- communication, leadership, problem solving, managing conflict, playing music, running, swimming, singing, dancing, acting...practice is the key. -- doug smith

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