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Strategies for Less Stress

Posted by Eileen Lichtenstein on January 01, 2000
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Category : Blog, Stress

  Strategies for Less Stress   Stress and anger are natural human emotions.  Definitions of stress include a feeling of being “overwhelmed” and “out of control.”  When solutions are not evident stress and frustrations rise, sometimes to an intolerable level; variable among individuals. Then, it is often flight or fight.   Overload of frustrations can lead into the direction of unacceptable anger, violence or go the opposite way towards depression, when it is suppressed.  Here are a few strategies to maintain a mid marker, a balance.  They need to be practiced regularly, habitually. (It can take at least twenty one

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In 1902, Mr. James Cash Penney founded the J.C. Penney Corporation. When he was in his 80’s, he was still actively leading the company. At that time, a reporter asked him if his vision was still good. He answered “My eyesight is not as good as it used to be, but my vision has never been better.” An organization’s vision is formed by the executive team that leads it. That vision is directly connected to potential (what could be achieved and what is possible to change). Executive teams are often told that leadership is the key to achieving their vision

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I’ve never met anyone who wasn’t afraid of something. I have encountered those who claim they aren’t scared of anything but upon deeper introspection, they realize that there are things in life that they worry about or that concern them.  (Both worry and concern are milder forms of fear.) There are some common fears that the general population agrees upon: losing someone you love,  becoming unemployed, street violence, death, war, terrorism, financial issues, natural disasters, speaking in public, being rejected by those who are important to you, and so on. When I was a teenager, I took horseback riding instructions

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Observations From A Morning Walk

Posted by Mark Sorrels on January 01, 2000
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Category : Awareness, Blog, Leadership

This morning as I enjoyed a brisk walk through the neighborhood I noticed a large, high flying bird that must have been at least at an altitude of three hundred feet.  It appeared to be a turkey vulture though it could have been a hawk or even an eagle as several have been spotted recently in the area.  For a long period of time the bird stayed in one place as its outspread wings allowed the swift wind to keep it in position.  As I slowed down to observe the bird, I wondered what it saw that I did not.

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LEARNING THE MOST CRITICAL SKILL What is one of the most critical skills a leader can have? Is it creating positive team chemistry, the ability to build relationships, the capacity to teach others, the aptitude to resolve conflicts, or is it the power of sharing a vision? Those are all critical, yet they have something in common—the ability to communicate. The most powerful skill is the ability to converse with others in such a manner that the listener feels empowered, inspired, and valued. How do you go about attaining such a skill? In order to have honest and valued conversations

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One of the predominant complaints I hear from my clients is “This isn’t fair!” Referring to an incident where they or someone else has suffered a perceived injustice, they feel angered that things were not equitable. There is a universal misconception that if you play by the rules you will be treated justly. If you show up at work on time each day and put in a productive eight hours, you’ll receive your yearly raise and Christmas bonus. If you are a loyal and faithful spouse your partner will appreciate you and yours will be a fairytale marriage. When the

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The most important leadership quality is intuition. Research support this, and I agree along with my clients! You may be asking, “What is intuition anyway?”. It’s the (usually small) physical feeling that you feel while a choice is being presented, you’re making a decision , critiquing something (or someone).  Mabe it’s a twinge in your gut, your chest, your head. Maybe it’s tingles all over- or on your arms. Pay attention, do not ignore it, and after a while you will know what your “good” sensory feelings are v. “the bad.”  Law enforcement often rely on this when involved at

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I provide keynote speeches and wrote a book about the twelve action steps to success entitled “Decide Success.” For me, first and foremost, success is to do whatever I can to live life to the fullest with Parkinson’s. Second, success is to inspire others through my example and my words, whether spoken or written. An action step in the Mapping Phase is to “Experience your own end-vision by actually projecting and engaging all your senses and then identify the specific necessary steps to make it your reality.” Back in 2002, I actually “end-visioned” myself twenty years into the future as

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Leaders are visionaries. They see the possibilities. They dream the dreams. They imagine extraordinary feats. But they can’t just see the future; they have to be able to convince their team members to see it. When leaders share their vision in a way that others can feel it, they attract more energy toward the belief it can be achieved. This is the motivation which is needed to get beyond the challenges they will face. What helps leaders share their inspired vision? Leaders have to help their team members find their inner motivation. The first step is sharing their passion. When

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This post is about one of the most powerful but hidden barriers to change. When people attend leadership training, they are asked to say and do things differently so that they can be more effective as a management team. Perhaps this kind of change involves leading the morning meeting, using an agenda for meetings, assigning action items, following up as promised, etc. These are all value-added activities; however, at the core of these kinds of changes is “BEING” different. Perceptions about leaders are formed by the way they conduct themselves in meetings, at gatherings and behind closed doors. It doesn’t

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