Page 94 - Roy W. Rice - CEO Material How to Be a Leader in Any Organization-McGraw-Hill (2009)
P. 94

You Feel Broadly Adequate • 75


                  Hug yourself every once in a while.

                  Expect acceptance from the general public as a broadly adequate
             individual. This is all that confident people do. Valid imagination in man-
             aging where you want to be and how you want people to see you is more
             important than any supposed reality to the contrary.


                  We spend most of our lives being afraid of other people or of how we
                  are perceived by other people. I wish I had realized sooner that
                  other people spend most of their time being afraid of me or of how I
                  perceive them.

                  On average, you have 50,000 thoughts a day. It takes intense con-
             centration and persistence to manage them. Thomas Crook, president of
             Psychologix, discovered that after 35 years of age, on average, we lose 1
             percent of our brain volume a year (and that doesn’t account for the lost
             brain cells from extracurricular activities!). Better make sure that the part
             that remains is well managed and that attitude atrophy doesn’t set in as
             well—so tell your brain what it needs to be told.
                  When self-doubt, fear, anxiety, hesitation, trepidation, and dread
             slip in (or get pounded in), go back to your list and strong mind-set that
             you are equal, able, qualified, trained, and sufficient to manage whatever
             you’re in—as much as most anyone else. You’re broadly adequate.
                  People look at you and see what you think of yourself (which is
             based on what you tell yourself), and they treat you accordingly. We know
             this, but still we give ourselves too much substance abuse of negative self-
             talk, putting toxic waste feelings of being unfit, incapable, or incompe-
             tent in our brains. Stop it!

                  The big differentiation is the midlevel person who really believes he
                  is in control of his destiny. It comes across in how he will speak to
                  me. He’ll say, “Here’s a problem, and here are the two or three
                  things I’m going to do to mitigate it.” . . . Five percent who work for
                  me are solution-oriented; 95 percent seek direction, support, and
                  affirmation.


                  You are your first opponent in life. Well-intentioned training, school-
             ing, and socializing from bosses, teachers, and parents often result in feelings
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