Archive for November, 2013

Walk in Another Person’s Shoes

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Compassion has become a buzzword in corporate management. Compassion is generally understood to mean being in intellectual and emotional agreement with someone else. In other words you have a grasp of their experience so that it can be said that you understand them: that you’ve walked a mile in their shoes. And the intimacy that implies is a good thing because your connection with them should make a more explicit and clearer understanding between you possible. Intuitively that seems right and when walking in the other’s shoes works it is right.

The image, which is also a teaching, is ambiguous suggesting after that mile you will know what you need to know. Okay, let’s assume that. But the question remains how do you do that? What do you have to do to walk a mile in another person’s shoes?

I suppose you could take the other person’s shoes and walk in them but that’s just silly. What the image implies is that you experience the other’s experience in order to know them. But is that possible?

The answer is no, it’s not. We can never actually experience what another person experiences.

Can we imagine their experience? Well, not really. Our imaging will be our own and can be way off which leads to no end of confusion and a raft of other troubles.

Another metaphor is to walk in the other person’s story. This may seem easier. You might be able to relate to another person’s story versus the general idea of their experience because a story has a lot more detail. But the problem remains the same. You are trying to be the other person and the door is closed on that option.

So you can’t be the other person. You can’t imagine being the other person. It seems like the idea of walking in another’s shoes for any distance is more than just a myth; it’s a dangerous proposal because it sounds so good. And wouldn’t it be nice.

But there is something you CAN do.

When you are in an exchange with someone and you want to know them as best as is possible, survey your own experience, which you are in possession of, for a circumstance that aligns with what you see the other person going through. Your own experience will only be an approximate match but you can at least come as close as possible.

Now here’s the critical part. The match you’re looking for is an emotional one. It’s not an intellectual or conceptual match. For example, let’s say that the circumstance is an car accident. It’s doesn’t really matter if it happened on ice, or at a cross walk, or on a crowded freeway. What matters is the emotional impact on other person. Why? Because each of us will have a different experience of the same set of facts, the same data points. One person may be enraged. Another becomes depressed. Another is terrified. That’s the specific part of their experience you need to relate to in order to walk in their shoes.

When you survey your own experience you’re not looking for the time you were in a car accident. You may never have been in one. You’re looking for a time in your life when you felt the same as what the other person is feeling. Again, it will be only an approximation, but that’s better than nothing; because you understand the emotional experience and can relate through your understanding. AND you will have walked in the same experience well enough to make a connection, to find the sympathy that is genuine.

I’m sure you’ve had a moment when someone said something like, “I know what you’re going through” and you knew they were nowhere close. You may have appreciated their try but ultimately it didn’t work.

When you survey your own experience and your approximation can align with their experience the idea of walking in their shoes becomes as real as it can be. Therein lays the deep value, the authentic value of connection through understanding.

If the other person rejects the alignment, perhaps they are confused, or you are not reading them right, or whatever, you can ask what the other needs and hopefully find another moment in yourself that comes closer.

Bottom line—you cannot ever BE the other person so you can only walk in your version of their shoes. But your willingness to try reflects your care and your desire to see them as clearly and deeply as you or anyone can. That in itself is an offer of emotional generosity and sympathetic connection that most of us are looking for when we are in need, and it is the embodiment of walking in their shoes.

Judith Sherven, PhD & Jim Sniechowski, PhD

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Build Self-Respect, Not Self-Esteem

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Professor Toni Noble dispelled what she considered to be a schoolyard myth, that bullies are those students with low self-esteem. Instead, she reported that research showed that these kids actually have an over-exaggerated sense of self-esteem. Also, there is little correlation between self-esteem and academic achievement. In short, Noble argued that the self-esteem movement has failed.

The lecture was opened with a question – “True or false: kids who bully other kids have a low self esteem?”  ‘False!’. Often bully’s have an inflated view of self worth.

The second true or false question was “Do young people with a high self-esteem perform better academically?” The answer to that was also false and Toni mentioned that this illustrates the failure of the self esteem movement.

Toni defined self-esteem as a person’s self perception and evaluation which is not necessarily reality.  It is conditional, self defeating and ultimately destructive.

In 1995 Seligman found that bolstering self-esteem actually erodes a persons sense of worth because it emphasizes how ones ‘feels’ rather than what ones ‘does’ and that may lead to being vulnerable to depression. For example, a child may feel they are brilliant at sport, but in reality they may be average.  When the realisation comes that they are not brilliant, it can be difficult to process.

Self-esteem is how favourably a person regards himself or herself. It is a perception and evaluation, not reality. Our attempt to boost our kids’ self-esteem might end up eroding their sense of worth. Moreover, increase in self-esteem can also lead to decrease in empathy and increased narcissism. The answer is to focus on self-respect.

What is self-respect?

It involves increase in self knowledge, knowing one’s strengths that have to be evidence-based and not just “good at everything.” Self management is the second of the six traits that characterised self-respect. It is the putting into action our ethical values. Self confidence is to not let self-doubt get in our way. Self trust involves trusting our judgement and still be open to other’s inputs. Self protection is to not let others or ourselves to harm ourselves. Respect for others, which is quite self-explanatory, rounds up the qualities of self respect.

Noble’s message: educate our children in self respect, not self-esteem. You can’t have too much self respect, but you can have too much self-esteem.

Professor Toni Noble, leading educator and educational psychologist with expertise in student wellbeing and positive school communities.

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Mindfull Thinking Awareness for White Ribbon Day 25th November 2013

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This cause is very personal to me having grown up and experienced an abusive and violent childhood. Having had no form of support back then, this organisation is of such great importance in creating awareness today, that violence in any form is unacceptable and wont be tolerated at any level.   Kaylene Wynn.

What is White Ribbon?

White Ribbon is the world’s largest male-led movement to end men’s violence against women. White Ribbon Australia is a non-profit organisation and Australia’s only national, male-led primary prevention campaign to end men’s violence against women.

Through primary prevention initiatives and an annual campaign, White Ribbon Australia seeks to change the attitudes and behaviours that lead to and perpetuate men’s violence against women, by engaging boys and men to lead social change.

In particular, Australia’s unique Ambassadors’ Program supports thousands of men to be the faces and leaders of the campaign, by living the White Ribbon Oath: never to commit, excuse or remain silent about violence against women.

Women support White Ribbon Australia through their roles as White Ribbon Champions, encouraging the men in their lives to make a commitment to promote positive attitudes and behaviours towards women, as well as to intervene safely to prevent violence against women when needed.

White Ribbon Day celebrates the culmination of the annual campaign and global recognition of the International Day for the Elimination of Violence against Women.  As such, men and women are encouraged to wear a symbolic white ribbon on 25 November.

White Ribbon Day (25 November) also signals the start of the 16 Days of Activism to Stop Violence against Women, which ends on Human Rights Day (10 December).

Why the work of White Ribbon Australia is important?

Intimate partner violence is the most common type of violence against women, affecting 30 per cent of women worldwide, according to the 2013 World Health Organization report Global and regional estimates of violence against women: Prevalence and health effects of intimate partner violence and non-partner sexual violence.

And Australia is not immune.

Violence against women is a serious problem in Australia, where at least one woman is killed every week by a current or former partner. The Australian Institute of Criminology reports that 36 per cent of all homicides take place in a domestic setting and 73 per cent of those involve a woman being killed by their male partner.

Furthermore, Australian Bureau of Statistics data indicates that that one in three Australian women over the age of 15 reports having experienced physical or sexual violence at some time in their lives.

The impact of violence against women is widespread and long-standing, generating profound personal, social and economic costs for individuals, communities and the nation.

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Violence against women and its impact on workplaces

Recent findings about the impact of violence against women in the workplace.

Two-thirds of women who experience violence by a current partner are in paid employment.

According to a Victorian study, over sixty per cent of women experience some form of violence at work.

Seventy five per cent report experiencing unwelcome and unwanted sexual behaviour at work.

Twenty per cent of victims who were stalked by their previous partner reported that the perpetrator loitered outside the workplace, thereby presenting potential OH&S risks to employees and businesses.

Domestic and family violence in Australia is conservatively estimated to directly cost employers over $484 million per annum.

A study by FaHCSIA found that for every woman whose experience of violence is prevented, $1,581 in production-related costs can be avoided. This equates to $61 million in reduced costs if levels of violence could be reduced by just 10 per cent by 2021-22.

In 2009, KPMG reported that the cost of violence against women and their children to the Australian economy is estimated to be $13.6 billion in 2008-09 and, if there is no reduction in current rates, it will cost the economy an estimated $15.6 billion by 2021-22.

It has been estimated that sexual harassment accounts for $22,500 per person in lost productivity alone.

When this figure is multiplied by the fifty eight per cent of women in the workforce who report experiencing harassment, the organisational cost of lost productivity is projected to be greater than $1.1 trillion.

A recent study found that nearly half of those women who experienced domestic and family violence reported that violence affected their capacity to work. The violence reduced organisational output due to victims being absent, inability to concentrate or perform tasks. In the United States, a 2009 report found that employees who suffer violence may be fired or forced to resign from their jobs for absenteeism or for reasons related to the safety of other employees.

The abuse causes fifty six per cent of victims to be late for work at least five times a month, fifty four per cent missing at least three full days of work per week, and as many as twenty per cent of victims losing their jobs. Employees with a history of experiencing domestic violence are more likely to have a disrupted work history and are more likely to work in casual and part-time work than women with no experience of violence.

Most Australian businesses have no specific data on how the issue of violence against women may affect their operations.

Businesses and industries with forward-looking policies and practices stand to benefit from improved employee retention and broader reputational benefits.

Workplaces can make a Difference

Violence against women– whether it occurs in or beyond the workplace – impacts on the health and safety of women at work, their wellbeing and their productivity. It may also impact negatively on the reputation of the organisation and the bottom-line.

The White Ribbon Workplace Program aims to support workplaces to prevent and respond to violence against women.  The Program calls upon organisations to take steps to promote safe workplaces for women by adapting organisational culture, practices and procedures.

The Program will achieve this by:

  • Building workplace awareness.
  • Increasing staff and managerial knowledge and skill to address issues of violence against women.
  • Recognising proactive and innovative steps being taken by workplaces.

The Program is funded by the Australian Government Department of Families, Housing, Community Services and Indigenous Affairs for a term of four years.

White Ribbon is conducting a 16-month accreditation pilot project that aims to recognise and accredit workplaces that are taking active and effective steps to stop men’s violence against women.

For more information about the Program and Pilot, register your interest, send an email to workplaces@whiteribbon.org.au or call 02 9045 8444.

Make A Difference!

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How To Inspire Your Team on a Daily Basis

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The best managers are always those who have the ability to lead their team by personal example. It is one of the hardest skills to master – but get it right and the results will be well worth all the effort.

When you look at a team or a group from the outside it’s easy to spot the difference between an inspirational leader and one who has to rely on using strong-arm tactics. If a manager is constantly having to check on people’s work and chase his or her staff, then it is a sure sign that something is going wrong.

A good manager will have a fully committed group of people behind him or her who understand the importance of working together as a unit towards a shared goal and aims.

To get to that position the very best managers need to be able to inspire those around them and the only way to do that is to lead to by example.

In any walk of life and in any sector one of the first things a good manager should do is to demonstrate that they fully understand the skills and expertise needed to carry out the work. That is not the same as the manager rolling up their sleeves and doing the task themselves, it’s simply about fully understanding the work and how people should go about it.

Secondly, the best leaders will expect commitment and hard work from their staff but they also have to demonstrate the same level of dedication. If you are expecting people to go that extra mile for you then you have to be with them every step of way.

Good communication should also be at the heart of everything a good manager does. The very best leaders are the ones who can describe clearly to their team members exactly what is expected from them. Communication is always a two way process which means as well as expressing yourself, if you want to win over staff then you have to be able to listen to people and take on board their views and opinions.

For a team to function properly everyone needs to know they will receive the same kind of treatment. There should always be a level playing field, and if you have favourites then you will be asking for trouble and cannot expect any kind of loyalty in return.

Finally and perhaps most importantly of all, one of the key qualities when it comes to leadership is the ability to be decisive under pressure. Leadership is all about making decisions and sticking to those decisions. When a crisis comes along one of the worst things you can do is doing nothing at all.

Not everyone will make the right decision every time but appearing indecisive at critical moments can fatally undermine your position as a leader.

Inspiration is not all about making great speeches and being a tough taskmaster. It is more about leading from the front and showing your true mettle when it matters the most.

James Caan

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Taking a Culture-First Mentality With Workplace Wellness

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Wellness. A term loosely tossed around these days by the media, insurance providers and within the four walls of many companies – or at least by HR departments. By now, many of us have read the studies exploring traditional corporate wellness programs and understand the highs and lows associated with rolling them out to employees.

It’s easy for employers to be overly prescriptive with their wellness programs, telling employees to “complete this health risk assessment (HRA),” “take that biometric screening” or “participate in this specific program.” But it’s unclear how these tactics benefit both employees and employers – outside of maybe achieving a handful of short-term gains.

I call this approach “Wellness 1.0.” By and large, it’s failing, or delivering middling results at best. Companies have narrowed the focus to a nagging “do this, don’t do that” strategy and are overlooking the most important thing: creating a wellness program that jibes with the company culture and actually engages employees and supports them in making healthy behaviour changes – rather than telling them how they should act.

We’re facing a true workplace engagement crisis. A staggering 52 percent of Americans admit to being disengaged, and only 18 percent say they’re actively engaged on the job, according to a recent Gallup Poll. So with just 30 percent of employees really tuned in at the workplace, how are we getting anything done? Moreover, how do we fix this?

The new Wellness 2.0 movement starts, first and foremost, with creating a culture-first mentality. That vision creates more productive employees, focusing on their total quality life, from work/life balance, to physical and mental health, to social, financial and spiritual wellbeing. To get the best from employees, employers must care about their employees beyond the corporate walls and support them across all aspects of their lives. Wellness 2.0 means a shift to the Total Quality of Life mentality, and hones in on establishing deeper connections across the board, connecting employers and their teams with platforms that enable people to make healthy changes and support each other along the way.

So, how do we develop mindsets geared toward culture-first and Total Quality of Life? By changing the game when it comes to wellness programs, making them what they should be: More engaging, social, fun and part of everyone’s day-to-day.

Health Goes Beyond the Workout

Wellness 2.0 focuses on an all-encompassing definition of health: Physical, mental, family/social and even financial. Connecting employees with a single online platform, linking them with programs that make wellness interactive, fun and rewarding, and driving them to it every day helps address these challenges. The end result? Less time stressing about daily burdens, from workouts to 401Ks, and freeing up more time to do quality work. Wellness, after all, is the balance of stress-free health and accomplishment. First, you must understand your employees and their needs and start building from there.

Take an employee who’s having financial trouble. What if you helped her overcome that burden with financial counselling once a month, or offered a way to cut commuting costs by working from home twice a week? Chances are, you’ll not only have removed a piece of the problem, but you’ll get more from her. She’ll feel commitment toward your business in the same way you’ve demonstrated commitment to her well-being.

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Mesh With Your Mission

Make your wellness programs align with your company’s overall mission. True Wellness 2.0 programs begin with questions like:

What will it take to help my employees make this business succeed?

How do I inspire passion and promote energy with my employees?

This thinking and attitude starts at the top with the CEO, who must take on the role of the “Chief Engagement Officer.” This CEO must think of creative ways to help employees meet their personal goals while at work. For instance, implementing a quarterly “do good” day, allowing employees to volunteer during the workday to fulfil their philanthropic needs.

An initiative like this not only makes the employee feel good about achieving personal goals, but it enhances their relationship with the company. That vibe of creating “social good” is contagious and it’s likely that the entire organisation will feel motivated and engaged as a result. People feel proud about working for a company that demonstrates it cares about its employees and what’s important to them. It’s a win/win.

Promote and Deliver Healthy Options

Wellness programs should encompass physical activity and nutritional eating habits. They’re the foundation of health that drives everything else. By doing something as simple as making the options in the cafeteria healthier and removing the fryolators on campus or having a gym accessible for employees to fit in a workout during the middle of the day, you’ve already achieved one step in creating sharper, more engaged employees and a healthy culture.

Don’t take your efforts too extreme or make moves too quickly, though. You can’t take away Pizza Friday overnight. Work on a plan that has a gradual shift of replacing some of the less healthy items with healthier alternatives. A culture shift takes time and is more effective if employees feel like you’re on board with them. Once employees start feeling better about themselves and achieving personal goals like losing weight or kicking a bad habit like drinking soda, you’ll begin to tap their cognitive power as well. They’re sharper, more passionate and more creative and will continue to become more engaged, striving for bigger and better goals both personally and professionally.

It’s All About Relationships

Wellness 2.0 is effective because it extends beyond the workplace. We recently conducted a poll of nearly 10,000 employees on their thoughts about wellness programs. Seventy percent of them told us that wellness programs positively influence the culture at work and 58 percent said their participation in wellness programs has a positive influence on their colleagues, friends and family.

It may seem silly to worry whether or not your cube neighbour is eating enough veggies, getting eight hours of sleep a night or working out each morning, but it’s important. These things have an impact when it comes to morale and teamwork. We spend most of our waking hours at work, so it’s important to feel a part of the community, especially one that encourages and pushes each other to meet professional and personal goals.

Many companies have taken a social gaming approach to wellness. Each week, employees set personal goals, competing against one another to earn bragging rights, rewards and points. Some companies organize 5K races to challenge employees to compete internally or achieve personal goals. Doing something fun and personally rewarding builds camaraderie both inside and outside of the company. When people establish stronger relationships with their colleagues, they carry that passion into their work. Many of our customers have started to extend their wellness programs to spouses and families of their employees to develop the same culture of wellness at home.

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Wellness programs must evolve from being force-fed to culture-driven, focusing on a Total Quality of Life approach.

Health and wellbeing is motivationally contagious if done right. Don’t get caught up in the humdrum that was Wellness 1.0.

Think big, act bigger and get your employees on board to drive higher engagement and productivity in your workplace.

Chris Boyce 

An Executive’s Biggest Challenge? It Might Be Fear

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Do you find yourself extremely anxious about making a difficult, yet necessary change, for your team or your company? Are you easily stressed over personnel decisions—such as the need to demote or fire a good-natured, but inefficient manager? When leadership issues such as these become wrapped in fear, it can be paralysing for executives and can ultimately lead to dragging profits and corporate stagnation.

If you are an executive who feels this pain, rest assured you are not alone. Fear is the major hurdle for executives today. Sound a bit dramatic? Let’s examine this a bit further. When someone lives in fear of making difficult decisions, nothing gets done. Perhaps an executive is too busy to focus on problems or issues. Perhaps an executive has become friendly with a manager who isn’t complying with critical protocols and, therefore, can’t bring themselves to rein the manager in. Perhaps an executive is terrified of creating a new product or pursuing a new revenue stream, and ends up analysing and researching every angle for failure before making a move. All of this stalls making a decision. Nothing gets done. Nothing changes. Nothing improves.

Fear is insidious. And when an executive lives in fear, it trickles down and slowly paralyses and demotivates entire teams and managers. When this happens, nothing is achievable—as teams, lacking leadership and motivation, slide in productivity, creativity and drive.

For example, one executive of a mid-sized distribution company knew she needed to restructure a team. The manager in charge, whom she liked and had worked with a long time, did not supervise a few reports thoroughly. In fact, this manager had no experience in their jobs and likely felt uncomfortable imposing close supervision. She dreaded telling the manager that he wasn’t equipped to manage these particular employees—as she knew he would be devastated by the news. In the meantime, these reports were not producing well and were resentful of the time the manager spent with reports who held jobs he understood quite well. Instead of restructuring the team and putting the neglected reports under a manager with more experience, she did nothing. In fact, she did nothing for six months.

Doing nothing is a decision, but it’s rarely the right one. The manager continued to neglect the two reports who were not producing. Finally the executive’s boss made the decision for her by restructuring the team. This executive’s indecision resulted in a waste of productivity for the company, dwindling motivation for the team, and a tarnished reputation for its leader.

In my experience as a consultant, the two most common fears of executives today are the fear of making the wrong decision and the fear of having a difficult conversation. Both can lead to disastrous results for the executive and/or the company. Yet there are ways to combat these fears.

With the fear of making the wrong decision, it’s natural to be afraid of “what if’s.” It’s natural to fear risk in a down economy. And in some cutthroat climates, it’s understandable to fear admitting ignorance. We are hardwired for fear. The challenge for today’s innovative and courageous leader is to feel the fear and continue with caution. Sure, it’s great to do research and look at all angles, but don’t let your analysing paralyse you. As a leader, you’re charged with making decisions and following through on them. No team will want to follow someone who doesn’t offer vision and decisiveness.

Secondly, it’s time for the fear of a hard discussion to exit executive corridors. As the example above showed, whether you are a friend of a colleague is beside the point. Of course it’s hard to call out a friend who isn’t producing or following protocols, but straight talk is always the best method. Many executives soften the blow so much that the message gets garbled. Be the one that employees trust to tell it like it is.

Good leaders set expectations and hold people accountable. They also establish a strategic vision and plan for achieving it. Good, honest communication will always be an asset for those you lead.

Are you seeing fear in the executives around you? In yourself? How are they coping? How is their fear affecting others in the workplace?

Tish Squillaro 

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Which Leads to More Success, Reward or Encouragement?

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We are a society that puts a huge emphasis on rewards, and a school of psychology is based on it. In behavioural psychology, an American invention, there are two ways to stimulate a response from someone, either reward them or punish them. This two-way mechanism works with lower animals – dog and horse trainers, for example, use food treats to reinforce the behaviour they want – so it should work with humans, or so the logic goes. If you want a certain behaviour out of prisoners, for example, behaviourists advise giving privileges as a reward for obeying the rules and punishment for disobeying them.

The problem is that human behaviour isn’t that simple, because we have inner lives. A dog or horse will be content with a steady supply of food and a warm place to live. Those things are barely the minimum for meeting human needs. There is another duality besides reward-punishment that plays a huge part in the career arc of every successful person: encouragement-discouragement.

To be encouraged means literally to acquire courage, while to be discouraged is to give in to fear. Soldiers need courage to charge into battle, and without it, they won’t. Every person conceals a level of fear and anxiety inside, however, and in order to meet life’s challenges and crises, we all have to discover how much courage we have. This is a prime example of why reward-punishment is inadequate on its own. To face your fears isn’t a pleasant experience that anyone would consider a reward – it’s much closer to being a punishment. Yet in the long run, many accomplishments in life come our way only if we overcome fear and acquire courage.

These issues come up as early as grade school, where teachers traditionally offer rewards, in the form of gold stars, high grades, and personal praise. The drawbacks of this approach have been noticed in recent years, and they apply to adults as well.

The negatives of rewards as an incentive:

  • It divides people into winners and losers.
  • The losers are under-motivated.
  • Losers resent winners, leading to passive aggression and non-cooperation.
  • The winners can become pampered, egotistical, and selfish.
  • Bonds between people are frayed; no sense of “us” as a community.
  • External rewards do nothing for inner needs such as acceptance and belonging.
  • Competitiveness becomes exaggerated, leading to hostility and vicious rivalry.

The tough-minded may shrug off these drawbacks, and if you think that success is only about external rewards and winning, you may be tempted to as well. But reward-punishment is devoid of moral and ethical values, a huge lack when it comes to solving global challenges – witness the lack of international cooperation over climate change, as each rich country continues to gobble up rewards while poor countries aspire to do the same. The result is that all of the winners will wind up losing if our planet is suffocated.

The duality of encouragement-discouragement has its advantages, although they don’t come to mind as easily as earning a reward in terms of money and promotion.

The advantages of encouragement as an incentive:

  • It develops a stronger sense of self.
  • People feel included and accepted.
  • The group moves forward for the benefit of everyone.
  • Fear of failure is reduced.
  • People feel that they are not alone in facing a crisis.
  • A stronger sense of self diminishes anxiety.
  • Resilience in the face of challenges is able to grow.
  • Group productivity is increased.

These are not “soft” qualities. The band of brothers mentality that develops among soldiers embraces everything on this list. From the outside, battle looks so horrifying that non-combatants don’t realize how much it means for a soldier to acquire courage and bonding with fellow soldiers. But I am not promoting a battlefield outlook. Vast areas of human society, including all of Asia, emphasize the value of identifying with a group in order to reach a goal.

For decades Americans have considered our ways superior to everyone else’s, but the landscape has changed. Anxiety over unemployment, the burden of personal debt, stagnating wages, and the widening gap between the very rich and everyone else, the loss of pension plans and medical benefits – these factors have increased people’s anxieties. The only ray of hope with global problems like terrorism and climate change is to examine what it takes to find renewed courage. The old competitive-capitalist model can’t do it, not for individuals or for an entire planet.

It’s time to test the value of a psychological model that goes beyond crude reward-punishment. Look at your own life, how you raise your children, how you treat other adults, and begin to offer encouragement. The following ways will help:

  • Reach out to make someone else feel accepted.
  • Take a goal-oriented perspective that solves a challenge for everyone, not just you.
  • Bond with others by paying personal attention to them.
  • Start thinking inclusively.
  • Do what you can to make yourself more secure, then extend this to others.
  • Improve the work environment for everyone, not just the elites.
  • Afford dignity to everyone.
  • Think in terms of a shared future.

As a society, we focus on innovation, a higher standard of living, constant growth, and personal achievement as the keys to a better future. But it’s clear that without different values, “I’m okay” will lead to a sorry state, because “we’re okay” has been sadly neglected.

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Deepak Chopra