Showing posts with label resistance. Show all posts
Showing posts with label resistance. Show all posts

Wednesday, 22 March 2017

How to Bypass Resistance | Steve Pavlina


You may have heard this quote from German philosopher Arthur Schopenhauer:
All truth passes through three stages. First, it is ridiculed. Second, it is violently opposed. Third, it is accepted as being self-evident.
Here’s a variation on this idea that we can use for personal growth transitions:
All growth passes through three stages. First, you’ll be ridiculed. Second, your efforts will meet with serious opposition. Third, you’ll be accepted as the new person you’ve become.
Have you seen this pattern show up in your life? I’ve run through it many times. Lots of readers have run this pattern. It happens with career transitions, relationships transitions, lifestyle changes, health improvements, and more.

Schopenhauer was a pessimist. In fact, his worldview is called philosophical pessimism.
If we apply Schopenhauer’s model to personal growth, aren’t we being a little pessimistic then? Pessimism isn’t truth. Pessimism is just one of many lenses we can use, and if we go into a growth experience with a pessimistic lens, aren’t we more likely to create a journey that looks like Schopenhauer’s stages?

Are these three stages really necessary? Is the ridicule necessary? Is the violent opposition necessary? Do we really have to go through those first two stages to get to the third stage? Can’t we just skip to the end?

Seduced by Schopenhauer’s Script


Blogging about my personal growth journey since 2004 has given me a lot of feedback. For many years I basically ran Schopenhauer’s script. It was there from day one. What! You’re quitting the computer gaming industry? What the heck is blogging? You’ll never make any money doing that!

After many years of such transitions, the script became all too predictable, and because of its predictability, I got faster at running it. Instead of taking weeks or months to play out, I’d be at stage three within days. Eventually I’d get there within 1-2 days. The criticism and resistance would blow up and then burn out within 24-48 hours. It was Schopenhauer’s script running on Internet time.

Exploring subjective reality gave me a different perspective on this model as well. Were my own expectations creating these stages? If I changed my thoughts, feelings, and beliefs, would it be possible to skip ahead to stage three?

I had to admit that I was indeed expecting opposition when I embarked upon some transitions. I’d prepare myself by raising my psychological shields. I’d pre-load my personal Schopenhauer script. And my expectations would largely come true.

For many years I thought I benefitted from strong personal shielding. I made decisions carefully, weathered the criticism, and plowed ahead. The stormy parts didn’t phase me. I was comfortable with ridicule and opposition.

I even gave myself extra practice by deliberately inviting critical feedback, such as when I made this April Fool’s post inviting people to apply to become my slaves, or this one announcing a fake D/s workshop. The criticism came flying in as expected. Some people even launched new websites specifically devoted to criticizing me, such as StevePavlinaIsTheDevil.com (that one eventually went offline).

To me this was just a form of resistance training. The more criticism came through, the easier it was to handle it. It wasn’t going to phase me.

Did I really want to keep running this pattern for the rest of my life though? Was there any more growth to be squeezed out from stronger shielding?

For many years I figured it was indeed necessary and that I should just accept it as normal… at least normal for me. I’m a public figure. I write about many controversial topics on the Internet. I have some pretty strong opinions. Of course the criticism will keep happening. There’s no way around that.

As the pattern sped up, however, this mindset began looking increasingly ridiculous to me. I wondered to what extent I was creating it through my own expectations. These rapid burns poked holes in my beliefs. I didn’t understand why the criticism would surge and then die so quickly.

Challenging the Script



In 2011 I did a 30-day trial of learning music composition. No one criticized me for that, and that probably doesn’t surprise you. It didn’t surprise me either. But I wondered… Was there a lack of criticism because learning music wasn’t objectionable to my readers? Or was there a lack of criticism because I didn’t expect any criticism for such a trial?

That led to me to ask:
What if I stopped expecting resistance in areas where I’d previously expected it? Would the criticism still happen?
And that spawned more questions:
Were people criticizing me because they objectively didn’t like my ideas? Or were they criticizing me because I was broadcasting incongruence, defensiveness, or the expectation of criticism?
So I began to experiment.

I started paying attention to my attitude, energy, and expectations as I made new decisions. If I felt defensive in advance, I began working through those feelings privately. I imagined the public criticism that would come, but instead of inviting it, I pre-processed it within myself. I worked on getting to a place of peace with my decisions first.

I didn’t do this with every decision, but when I did apply this, it worked. I could write congruently about topics that previously would have invited plenty of critical feedback, and I wouldn’t receive a single negative piece of feedback. I want to say that this surprised me, but oddly it didn’t surprise me. Somehow it made perfect sense to me.

When I was able to fully accept my decisions, I stopped broadcasting defensiveness, which stopped attracting criticism. Perhaps no one wants to bother criticizing someone whose mind is already at peace, at least not to that person directly.

I realized that people can smell incongruence a mile away, and it’s that incongruence that riles them up and makes them want to set me straight. Otherwise they don’t bother. They might still criticize an idea on their own for whatever reason, but they wouldn’t send such feedback to me directly.

The very presence of armor and shielding makes people want to hack at it with a sword. They really can’t resist. But when there’s no armor and shielding, people don’t even think to grab a sword and take a swing at you. There’s no reason to do so.

An Environment of Acceptance


As I thought about how to bypass the resistance stages, I recalled an effect I’ve seen many times at our workshops. When people spend days surrounded by other growth-oriented people, the deep and immediate acceptance really sinks in. In an environment of such acceptance and encouragement, people realize that it isn’t necessary to explain and defend their decisions. So the shields go down. The defensiveness vanishes. And the mind reaches a new level of congruence and peace.

These kinds of experiences were an important part of my journey as well. When I began leaning into the idea of open relationships, I had doubts about the path and wasn’t congruent with it. When I first started writing about it several years ago, boy was there a lot criticism! But when I would hang out in person with people who’d been living that lifestyle for years, I couldn’t help but notice that they had zero defensiveness about it. For them it was a perfectly normal and sensible way to live. I couldn’t find their shields, even when I tried to play Devil’s advocate with them.

This became a powerful tool for me, one that I like much better than polishing my armor. When I’m considering making a change, I find it really helpful to hang out with people who are on the other side. For me it’s a change. But for them, it’s just their normal everyday lives. When I see how normal it is for them, it helps me imagine the shift as being totally normal for me as well. It gives me a vision of what I’ll be like on the other side.

Starting in the late 90s, I used this approach to transform my once failing computer games business into a successful one. I began hanging out with successful independent software developers, both online and in person. It sounds a little dumb in retrospect to say this, but I was struck by just how comfortable they were with their success. To me at the time, it was a really big deal to earn six or seven figures a year from selling one’s own software. But I couldn’t detect any of this amazement in the people I met. They didn’t feel special to have done it. It was just a normal thing to be doing.

I realized that seeing a transition as special is a form of incongruence. When we project extraordinary qualities onto a change, we push it away. We invite ridicule. We invite opposition. We slow ourselves down. We remain stuck.

It took many more years before I connected the dots between these two ideas and saw how sensible it would be to use an environment of acceptance to bypass resistance.

This is how I skip the first two stages in Schopenhauer’s worldview. But really I still go through three stages. They’re just different stages. The model I use now looks like this:
All growth passes through three stages. First, envision the change as possible. Second, invite support for your change by meeting people who are already living as you desire. Third, realize you’re already one of those people — and that you love it!
Suppose you want to transition from a scarcity mindset to an abundant lifestyle using Schopenhauer’s original model. You’ll start by getting ridiculed by other scarcity minded people. Then you’ll deal with lots of obstacles and setbacks. And finally — hopefully — you’ll be spit out the other side. Does that work for personal growth? Not really. You could just as easily stay stuck indefinitely with this approach… unless you build some really strong psychological weaponry and fight your way through.

Or you could take a gentler, more optimistic approach. Realize that other people are already living on the other side of the change you want to make. For those people your desired change is a perfectly normal and natural way to live. There’s nothing to debate. The benefits are self-evident. You can simply go and join them. They’re happy to welcome you. Leave your shields and armor behind.

You can also create this environment of acceptance in your own mind by imagining it as real. Some people are really good at that. I usually get better results by talking to real people though, at least initially. Visualization is helpful after I’ve met people who are already on the other side, so I can better understand the subtleties of the vibe they have.

You can still use Schopenhauer’s approach if you like armor and shields. It’s a little clumsy at times, but it does work. It can even be fun, especially when people go out of their way to swing their swords at you. That’s where the pessimistic model leads. You’ll eventually become a champion pessimist.

But also recognize that there are alternative approaches that can bypass the resistance altogether. Connecting with people on the other side of your desired transition is one of the most effective. Other approaches are possible too, as long as you begin with the idea that you have the power to go straight to the acceptance phase.

We don’t have to follow Schopenhauer’s model of truth either. We can encounter a new truth, welcome it, and accept it smoothly and easily. The challenge is to love the truth more than the untruth.

Which do you love more? The place where you are, or the place where you want to be? If it’s the latter, then stop defending the former.

Source 

Sunday, 12 March 2017

Success Isn't About Trying, It's About Ease | Abraham Hicks


Success Isn't About Trying, It's About Ease.

Get into the Vortex, and then...

Where you are, is where you are...

What you are creating is the moment of the flow, the moment of connection.

Source 

Tuesday, 17 January 2017

Dealing With Anger, Resistance And Pessimism | Eckhart Tolle


Eckhart Tolle discusses the decisive shift from identifying with a feeling and simply observing it in your energy field. 

The real change comes from becoming aware of whatever is happening inside you... The anger is no longer you: the anger is anger, and you are the awareness.  You know it, you see it, you feel it, and there it is."

https://www.eckharttollenow.com

It's so great to get practical help on how to deal with anger.  Let me know know what you think below.

Source 

Sunday, 4 December 2016

Leadership 101: Unleashing The Leader Inside You | Josh Hinds

Leadership is not a position, it’s a decision. Every day you must decide to embrace your inner leader, making the choice to lead in a positive way. Right where you are, at whatever place you currently find yourself in life, be it personally or professionally.
Leadership is multifaceted. For our purposes I’ll breakdown what I’ve come to see as leadership essentials. Over my professional life I’ve been blessed to observe, and live out many of the ideas shared below. I have been a student of leadership and personal development for many years.
Before I begin sharing what I believe to be important leadership skills, I’ll concede there are other ideas that I may miss and could easily have been included. If you want to share any I’ve missed by all means let me know, by either dropping me a note, or leaving your thoughts in the comments below.
If you’re ready let’s get started…

The Essential Ingredients of Great Leaders

Leadership is not a position or job title

As I stated above, leadership isn’t a position, it’s a decision. Many people mistakenly think they aren’t in a position within their jobs to effect change. They think if only they were the “boss” they could really make a difference. They would run things in such a way that things would be different. That’s a common way of thinking, it’s just that it’s wrong. First off, there’s absolutely no guarantee that just because someone holds a title, or position of authority that what they say will be adopted. Sure, you can set policy, and in theory everyone will follow it, but that just isn’t always how things work out in the real world is it?
I want to challenge you to rethink the way you look at yourself. If title or position of authority doesn’t determine your ability to be a leader, then what does? Well, your willingness to live out the role of leader in the given area of your life. Regardless of where you are in the org chart, or what is expected of you in the context of where you find yourself.
Consider the following example:
It’s common in companies of all sizes, particularly those over 10 to 20 employees for silos to exist. By silos I am talking about the way some departments, or those who work on specific items in the business tend to branch off into cliques, or “teams” within the larger company as a whole. If we’re not careful this can end up with those in the silo feeling as though it’s them against the rest of the company or organization. This can limit contact and collaboration with members in the company. While this is common, it isn’t a good thing. It can lead to a number of real challenges, especially as the company grows. This can cause a number of problems unless you address it. Not the least of challenges is that it can lead to those within areas of the company feeling left out, while others feeling territorial about particular tasks, as opposed to everyone working in synergy towards creating positive results for the company, and those it is meant to serve.
As you can imagine, we could discuss the importance of why breaking down silos in an organization is important, literally until the cows come home, but instead, allow me to share something you can do about it.
First, for this to work you will need the mindset that you’re going to step up, take ownership of this challenge, and in doing so show leadership. If you are ready to do that, here’s a step by step plan you can put into action to accomplish that.
  1. State or write down the problem, or situation you want to change.
  2. Identify how things would look, and what differences would exist if the thing you set out to change became a reality.
  3. Brainstorm actions you can take which will help bring the desired change about.
  4. Do those things.
  5. Continue taking those actions, evaluating your progress along the way until the change you’re after takes hold.
If you want to break down barriers or silos make a point to say hello, and engage in conversation with those outside your immediate department. Yes, it’s a simple thing, but it can make a real difference. You don’t have to engage in deep conversations nor even push to form deep friendships. The main point is that you take an interest in others and show the willingness to be friendly to others outside of your immediate co-workers or peer group. This can be accomplished by simply making a point to tell others hello each morning — or whatever time you see them. It isn’t even about how the other person responds to you. Some may ignore you initially. By being consistent in this simple idea and being genuine in this way you will begin to see others open up and act in kind.
I have seen this happen numerous times over the years in my own life, and that of others. Give it a go. It will make a real difference in the environment with which you work, and live.
Great leaders are not dictators
If you think you can make a suggestion, or set a new rule and everyone will magically adopt your idea with little to no resistance you probably aren’t being realistic. Assuming you have the proper level of authority you might get people to go along with your changes, albeit without any real buy in. This is likely to lead to its own problems, which stem from resistance towards whatever it happens to be. I’m not saying everything has to be a consensus, nor does everything have to be voted upon, or even be agreed upon by all involved. What I am saying is you don’t want to take the approach that it’s your way of the highway — or at the least come off that way. Even if that may be the case, state your case tactfully so you don’t come across as a bully. You could win, but lose at the same time if you’re not careful in how you approach this. To avoid coming across in that manner be sure to share your reasoning behind the changes, and what you hope to gain from them being put into practice. You can also check in with others to make sure the changes that are implemented are actually getting the results you hope they do. Keep the lines of communication open so people know that you value their input.
Great leaders make people feel like part of the team. Sitting on high and barking down orders doesn’t help others feel valued. And it definitely doesn’t foster a team environment. Again, I’m not suggesting you can’t be specific, and expect hard and fast rules. That’s a given at times, what I’m saying is how you “deliver the medicine” can make all the difference. Another reason you want to be open is that you may find that someone else actually comes up with a better idea than what you’re proposing. If those around you don’t feel comfortable openly sharing suggestions they likely won’t, which will ultimately stifle not only the effectiveness overall, but your own level of success as the leader.

The best leaders develop other great leaders

This is an area that I’ve never really understood. It would seem obvious that the great leaders would tend to leave a trail of other people who go on to become exceptional leaders themselves. In fact, that is what happens a lot. Study the lives of the best leaders across industry, the military, sports, you name it, and you’ll find a pattern where those who spend time under the best leaders tend to go on to do pretty incredible things themselves. That would certainly make sense.
Knowing the above is true, what doesn’t make any sense are those people who somehow get into positions of authority, and end up feeling that if those below them develop as leaders it will somehow keep them from moving up the ladder and getting ahead. Yet, it happens far too often. In fact, I would say that if you have someone who doesn’t have at least a few people who have spent time working with others in your organization, who didn’t grow from having worked alongside them it’s worth exploring what happened. As leaders, developing and building up others should be one of the most important measurements of a person’s ability to lead.
It’s easy to produce on a personal level. What takes more talent is being able to multiply your own skills, and impart them onto others you work with. Doing so is essential to the long term success of your organization.
Here’s an example: Often you will hear of a terrific salesperson that does well and exceeds their own personal quota. The natural inclination in some companies is to promote that person to the position of sales manager. While this may seem like a sound idea, it isn’t necessarily the best idea. The reason is that the skills needed to succeed in sales, to “do what it takes” to meet your numbers, doesn’t guarantee that the person has the skills needed to transfer their own unique skillset to those they are responsible for, the other members of the sales team.
To further illustrate the point let’s have a look at the world of sports, particularly a few coaches who have been especially successful. As we look at them notice how many of their assistant coaches, and those who worked with them went on to experience success in their own careers.
Let’s look at Coach Nick Saban, who is the head football coach for the University of Alabama (at the time of this writing). He worked with coach Bill Belichick, who at the time was the head coach of the Cleveland Browns. Coach saban eventually became a head coach in college football, during which he has worked with the following coaches who have each gone on to become great coaches in their own right: Jimbo Fisher, Mark Dantonio, Will Muschamp, Jim McElwain, among others.
That is just one example, where quite literally we could have come up with countless such examples.
Make a personal commitment to leaving a legacy of creating other great leaders from those you are around, and work with. If people aren’t getting better, and excelling professionally as a result of having spent time in your presence you need to get honest with yourself, and begin doing what needs changing so that they are. No excuses!

They are committed to their own professional development

They continually learn and stay current on trends and best practices in their profession, industry, and area in which they operate. They strive to learn and become better everyday. They realize that being an expert takes time and an ongoing commitment, but that in doing so they are capable of delivering the most value to those people and organizations who count on them.
There are lots of ways to accomplish this. Begin by scheduling personal development time each day into your schedule. You have to be intentional about this.
If you have to, set a daily reminder that pops up to tell you to do it.
Learn some soft skills, things such as how to sell better, how to be a better leader, etc. The point is as you study in these areas you will pick up new ideas, which overtime will help you to grow.
Additionally, commit to learning the latest happenings in your particular field or industry. This simple idea, done daily can make you an expert. Many people enter into a job and never seek to get a deeper understanding of best practices associated with it. Don’t be that person.
The two ideas above will pay great dividends if you will do them going forward. Since you have to spend time in your field anyway, why not do the things that will help you excel? If you will do so you are sure to benefit greatly.

They lead up

Those who really get leadership make a conscious effort to support, and help those in positions of authority above them be more successful. Remember, leadership isn’t about authority or position. Even still, those in positions of authority almost always have someone they report to as well. I have heard a variant on “leading up” countless, times, but I would be remiss if I didn’t single out Craig Groeschel (an amazing leader & author) for talking in depth on this. You can see a video clip of him sharing on “leading up” here.
When I talk about leading up, this isn’t the same thing as kissing up to your boss or others. Instead you’re helping others to succeed. Whether by sharing ideas that will further the goals of the team, or by stepping up and offering to contribute above and beyond what’s expected of you in your normal duties. When you help those above you (and all around you for that matter) those who are in a position to reward you take notice. Even in the rare instance where the person you have helped doesn’t acknowledge it, someone will. Of course you’re not doing good to get noticed, while that’s often an unintended consequence, the reason we lead up is because doing so ultimately makes us better for it.
Finally, consider these wise words from Leadership authority, John Maxwell who said,  “As a leader, the first person I need to lead is me. The first person that I should try to change is me.”
I encourage you to commit to fully developing your leadership skills. Apply the ideas shared above and the time you give to doing so will serve you greatly.
It’s Your Life, LIVE BIG!
Josh Hinds

http://www.getmotivation.com/motivationblog/2016/12/leadership-skills-101/

So what do you think?

Wednesday, 23 November 2016

The Key to Effortless Manifestation | Abraham, Esther & Jerry Hicks



Source: https://www.youtube.com/watch?v=tlNmsRt7tx4&t=11s

This video was excerpted from Episode 3 of the Vortex of Attraction DVD Series, entitled "Effortless Manifestation". The 3-disc set was recorded at an Abraham-Hicks workshop in San Diego, California on September 19th, 2009.


Food for thought?