Your journey to achieving power over your attitudes and your ability to obtain,
keep or modify any attitude you want, can start right here with this succinct guide to Attitudinal Competence.
Once you discover the joy of having more power over your thoughts and feelings you may wish to go further and deepen the experience and help those close to you to do so as well.
Download the free guide now.
FaCTTS is a mnemonic for the integration of facilitation, coaching, training, teaching and speaking. Download this free summary to read how its done.
Australian research concluded that 26% of workplace bullying is conducted by 1% of the employee population, who are regarded as “corporate psychopaths”. Are you working with a psychopath? Download this free article to read about their traits…
The proliferation of the e-mail has created an interesting situation. Its benefits are many, such as rapid transmission of documents, information transfer, reminders, agreements to meet etc., to a person, or many people simultaneously.
However, the e-mail system when over-used or abused, can lead to the breakdown of meaning and intentions and can cause relationships to deteriorate.
When I was in primary school, I believed I was incompetent at maths. My examination results continually provided me with the hard evidence that this was so. My negative attitude and matching outcomes dogged me throughout my education.
As an adult I went on to create successful businesses and became adept at reading balance sheets, profit and loss statements and other essential financial reports. I also became adept at financial modelling and planning for my business interests.
I realised that my earlier attitude to maths was inaccurate and that I had begun each examination with the full expectation that I would “not get it” and fail. I made it so!
Many of our attitudes, which are our thoughts and feelings towards anything and everything, are limiting or negative, aren’t they? Many of them are inaccurate as well as hurtful, aren’t they?
Att-C® is the ability to generate, sustain or adapt the best attitude for any situation, to achieve the best outcome, and not be stuck with habitual attitudes. Isn’t “Attitude” the primary determinant of “Behaviour”? Isn’t behaviour the biggest contributor to the quality and effectiveness of response, performance and achievement? Isn’t this the case whether you’re an individual, a team, an organisation, a community or a nation? Usual attitudes determine usual behaviours and they in turn create usual outcomes. Examine your own experiences and test this. How many times can you recall others’ attitudes letting them down in their actions or words?
Bureaucracy – “any administration where action is impeded by unnecessary procedures”.
In your own organization, do you ever think “Why are we doing this?” or “Why aren’t things moving as planned or desired? Do you notice people becoming more difficult to deal with? Do you sense a rising level of frustration? Has your workplace lost its shine? Perhaps it’s becoming a bureaucracy.
Often unnoticed in an organization’s growth is a tendency towards bureaucracy. It’s rarely intentional, yet very common.
The core concepts of the “Balanced Scorecard” by Kaplan and Norton, have been widely adopted across commerce, industry and government, as an effective process for measuring and improving the sustainable performance of the organization.
Central to the Balanced Scorecard concept are the Key Performance Indicators (KPI) relevant to the particular organization. These are the primary areas, all of which must be measured and improved, if the organisation is to achieve sustainable success. For instance “operating costs”, “employee morale”, “customer satisfaction” and “revenue” would be some KPI for a sales-oriented organization.
As an attitudinal, performance and leadership coach for executives and high performers, I see the relevance in establishing personal KPI for sustainable success in the whole of one’s life. We humans are always better able to improve that which we can measure.
People and organizations naturally include respect in their list of important values. Yet so often, at all levels and areas, people complain that respect is missing. Every person is a sovereign entity and is owned by nobody. Nothing but force can change that. Therefore people will choose to follow only those whom they respect.
Other articles have spoken of attitude, awareness, personal mind control, values, purpose and goals. Those who have flexibility, understanding and skill in these areas are those who most achieve a fulfilling life. These people stand in their own light. They are unafraid of being their best and the simple self-discipline of consistent correct practice. The primary skills these people practice is that of thorough listening, great questioning and useful thinking.
You have a mind, yet you are not your mind. Most of us have mistakenly identified ourselves with our mind – we behave as though we are our mind. We follow our thoughts and beliefs, and we follow our feelings as though they are we. We let them run the show! We have forgotten who we really are. We have forgotten that we have our mind and body in order to fully experience our life. Instead, our mind thinking it is we can lead us into negativity, fear, judgment and those other aspects that we do not wish to continue to experience.
The relationship between employee engagement and performance and productivity is direct and well validated. Employee engagement on its own, however, is not as critical as the delivery of performance and productivity. For example, many institutional charities have suffered from high engagement but low performance and productivity. The deadly mix of high passion for the cause, easy entry as volunteers, traditional low salaries for non-volunteers, and the magnitude of their cause, led to high engagement but low performance and low productivity.
Let’s say that right now your attitude is negative. Imagine that something or someone has upset you and you are now feeling either angry or hurt, or both. You can’t seem to let go of it – you keep wondering “Why?” or “What if?” or “If only..” You might even be re-running the incident over and over in your mind. In this state, it’s like being a rabbit or kangaroo caught in headlights – you can’t seem to move from where you are. It affects your body, not only your mind. It stops you from being effective at whatever else you’d rather be doing. OK, we’ve set the scene; you can relate to this, is that so? Choose an event in your life that is like this. Now let’s make the rapid change.
After developing a training model for improving workplace and personal attitudes, and authoring a workbook entitled “Master the Power of Your Attitudes”, some people regard me as an expert on the subject of Attitudinal Competence the ability to generate and hold attitudes for effectively dealing with any situation, and to enable the best possible outcomes.
Just before I finished writing the workbook, my eldest son, Daniel, died on 15 th February 2004, a day after the birthday of his then six year old sister Kiri. I found it almost impossible to hold a “better” attitude and choked on the extremes of grief and anger. I felt no such “expertise” at that time.
Begin with Your Understanding You are either building a high performance team from scratch or transforming an existing team into a high performance team. Regardless of which, don’t re-invent the wheel; sustainable high performing teams are not new. High performing teams are common, if not well known or understood. For instance the Special Air Service Regiment has been in existence since World War Two; Tactical Response Groups in law-enforcement have been in existence for at least forty years; elite sports teams have existed for thousands of years; elite research and development teams have existed for over a century. Other high performance teams we often overlook are our fire services and intensive and emergency care in hospitals.
Wise and experienced leaders from all walks of life tell me that personal reflection is one their most valuable tools for remaining effective and ahead of the game. When I seek to pass this advice on to my clients, I often get this question “How does one effectively reflect?” Reflection is the point of maximum learning from one’s experiences. Whilst experience is learning, reflection about the experience provides even more learning. To maximise the learning opportunity from reflection, create a simple process that enables you to think clearly and record your reflections.