sexta-feira, 30 de março de 2012

Stealing energy effectively (I)


There are several ways of stealing energy from others. Usually, energy burglars have problems of insecurity, fear, anxiety, avoidance syndrome, scary feelings, defensiveness behavior, agressivity, and they easy become angry. Being like that, they tend to steal energy from others in order to «survive» and to feel better. Take a look on the list below and see the most common general patterns of stealing energy.

High maintenance / High expectations
-Being overly demanding of others
-Expecting other to be the way we want them to be regardless of how that person feels

Interrogation / Criticism
-Making others seem inadequate by being critical of them (by interrogating or criticizing
-Makes the self feel better than others

Intimidation / Anger
-Making others fear the self with intimidation and/or expressing anger

Self-pity / guilt trip
-Making others feel sorry for the self or feel guilty for not being compassionate

Buttering up (the Boss)
-Making people do things that we do not want to do by telling them that we are not good at it and they are better at it

Allofness / charisma
-Making others interested in the self by holding out information
From the work of Toru Sato

In the next post I’ll tell you more 5 ways of stealing energy. For now, thing about this and be aware if you are a victim of energy thieves or if you are a thief yourself. Being a victim you can solve the problem quickly, by changing your behavior, by interpreting differently or by moving away from the source. Being a thief, you have serious internal problems and would be convenient if you take some time thinking what is happening. Why are you so insecure and so scared?

segunda-feira, 19 de março de 2012

Adversity is a fuel of success


The extraordinary life story of Bobbi Kahler, a successful speaker, that could not make herself understand at the age of six. Nobody was able to do it. A speech pathologist evaluated her speech, phoned her mom and told Bobbi’s «problem was catastrophic and nothing could be done. Your daughter is destined to suffer a lifelong disability, he said».
After that, Bobbi’s mom told her daughter: «We are not going to listen to him (the pathologist). Never let someone else tell you what you can or cannot do.»

The fact is, after using «adversity as fuel», Bobbi turned obstacles in greatest opportunities for growth. It took her «several years to overcome the barriers to clear speech». Meanwhile, even when she won, she didn’t consider herself a good speaker because she had so afraid of she hadn’t cured the problem.
Later, she understood that «the way we approach an obstacle is simply in our state of mind. Will the obstacle defeat us? Will we rise above it? Believing in the outcome determines the outcome». Bobbi had a new problem: despite her high school achievements as a debater and her later success in college, she had stopped believing in herself. For sure, she wasn’t letting other people limit her success. She really didn’t need to. She was doing it all on her own.

Currently, Bobbi is the director of training and development for a marketing franchise company and a professional speaker. An example being followed.

sexta-feira, 2 de março de 2012

O clima começa na nossa mente


O que é o clima organizacional? Um conjunto de climas, que começam dentro da sua mente e se alarga ao seu ambiente mais directo e finalmente ao todo...

1 - O diálogo Interno - Muito humano, dispomos de grande variedade de opções e escolhas, de pensamentos e de linguagem. Esta voz interior é como se tivéssemos uma agenda extra dentro de nós e que estabelece expectativas e nos tenta guiar por comandos e ordens como se fosse o nosso patrão.
Esta voz mina a nossa autonomia pela introdução da dúvida, do medo, dos julgamentos, do controlo exagerado, dos conflitos internos. E esta voz vinda do Self 1 assume-se quase como um pai, um professor, um patrão.

2 - O diálogo Exterior - A nossa envolvente mais directa, os nossos colegas, as pessoas que colaboram connosco. Se introduzimos dúvidas acerca de um colega, por exemplo, reforçamos a interferência do Self 1 e cria-se uma espécie de profecia em que toda a gente procura as deficiências uns dos outros. O contrário é reforçar o respeito mútuo, o encorajamento para aceitar riscos e a valorização das capacidades individuais e de grupo.

3 - O diálogo cultural - Muitas organizações apostam numa cultura de medo, outras estão mais assentes no poder e controlo (ambas culturas reptilianas), pela existência da punição. Nos ambientes baseados no medo ou na perspectiva punitiva, impera o desejo do parecer bem, mais do que alcançar os objectivos empresariais.
A cultura regula o tipo de comunicação implícita numa organização. Numa cultura de medo e de punição, de poder e controlo, as conversas entre colaboradores baseiam-se em «quem manda», as consequências, etc. E isto também regula a produtividade, a tendência para a mudança e a satisfação no local de trabalho.