Do you have a clear vision for your professional success? A vision is a thing or idea perceived vividly in the imagination. It answers the question, “What would it look like if I achieved my purpose and my specific goals?”
It’s not unusual to limit our personal vision with negative thoughts or scarcity thinking. To see if you have this tendency, see how many of the following thoughts you find yourself holding from time to time.
• I can’t have what I want.
• I want what someone else wants.
• It doesn’t matter what I want; I can’t have it.
• I’m not smart enough (or educated enough).
• I don’t have enough money (or time).
• I’m too old (or too young).
• I’m not tall enough, thin enough, good-looking enough, talented enough…
• My spouse (partner, boss, kids, parents, etc.) won’t let me.
• I am afraid of what I want.
• I don’t know what I want.
• I know what I want, but I can’t have it at work.
• I have what I want, so what?
Did you see yourself in any of these statements? Perhaps you hold a limiting belief not listed here. Whatever the thought may be, take a moment now to examine it. Let’s assume your “limitation” is a fact, such as age. What if you’re over 60? Can you think of anyone over the age of 60 who achieved a vision? Of course! The very first hit of a Google search listed the following achievers over the age of 60: Ronald Reagan, Sam Snead, Gandhi, William Jennings Bryan, Benjamin Franklin, Frank McCourt, Leonardo da Vinci, Leo Tolstoy, Michelangelo, and Winston Churchill. How about not having enough money or time? When you really think about it, I’m sure you’ll be able to think of at least one person who overcame similar circumstances.
A number of the limiting thoughts are attitudes, not unchangeable facts. You could face your fears, risk disappointing your spouse, determine what would make your heart soar, and even change jobs, if you wanted to badly enough. In truth, most people let seeming limitations hold them back because it’s safer that way. If we don’t try, we don’t fail. As Confucius put it, “Our greatest glory is not in never falling, but in rising every time we fall.”
Showing posts with label vision. Show all posts
Showing posts with label vision. Show all posts
Monday, May 31, 2010
Saturday, May 15, 2010
What Does Your Organization Stand For?
All forward-thinking companies today have either vision or mission statements (or both) and defined values. Typically these are posted at the entrance in the main lobby, discussed at new employee orientation, and included in the employee handbook. More sophisticated organizations incorporate the values into the employee and management performance appraisal process. But how well do people really understand the values and more importantly, how effectively do they live them?
In my career, I worked in manufacturing, state and federal government, insurance (both property/casualty and health), healthcare, and consulting. While everyone of these organizations had values statements (except perhaps government, but that was a long time ago), the best example of living the organization’s values came in Catholic healthcare. Not only did the hospital do all the things I mentioned above, it also had a senior level leader assigned as the mission director. She did annual training on the values which every employee was required to attend. The hospital held a yearly recognition program identifying employees who especially demonstrated one of the values in their daily performance.
The most powerful reinforcement of the hospital’s values came from the placement of triangular tent cards with the values printed on them that were placed on every conference room table. As various groups, departments, and committees met, the group members routinely referred to the values (which were right in front of them) when making decisions. Leaders in particular modeled this behavior and would often ask, “How well does this suggestion align with our values?” With the values as a guide, the organization’s decision-making was stronger and more consistent than it would have been without them. What a powerful message it sends to employees when management chooses to take a more challenging action that is in line with its stated values than an easier one.
In my career, I worked in manufacturing, state and federal government, insurance (both property/casualty and health), healthcare, and consulting. While everyone of these organizations had values statements (except perhaps government, but that was a long time ago), the best example of living the organization’s values came in Catholic healthcare. Not only did the hospital do all the things I mentioned above, it also had a senior level leader assigned as the mission director. She did annual training on the values which every employee was required to attend. The hospital held a yearly recognition program identifying employees who especially demonstrated one of the values in their daily performance.
The most powerful reinforcement of the hospital’s values came from the placement of triangular tent cards with the values printed on them that were placed on every conference room table. As various groups, departments, and committees met, the group members routinely referred to the values (which were right in front of them) when making decisions. Leaders in particular modeled this behavior and would often ask, “How well does this suggestion align with our values?” With the values as a guide, the organization’s decision-making was stronger and more consistent than it would have been without them. What a powerful message it sends to employees when management chooses to take a more challenging action that is in line with its stated values than an easier one.
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