We
Get What We Set
Written
& copyrighted by Richard Paris Borough, Ph.D.
Here's what I know. No one wants a life that sucks. No sane
person would pick that. All of us would like to have a successful
business career that makes us plenty of money, lets us to
express our competency, and allows us to be as happy as possible.
I've never met anyone who wanted to have a failing career,
be poor, and miserable all the time. Successful, rich, and
happy is just flat better than failure, poverty, and misery.
Now here's a shockerthe experts are often wrong! Nearly
anything can be done. Young Peter Pan said it best, "Everything
is possible if you try hard." I believe that business
can offer you personal satisfaction and a good livelihood.
I believe that if you think that you can, or if you think
that you cant, you're right! I believe that we can do our
work and live our lives with hope and anticipation, or with
fear and despair. It's our choice. Expectations, what we tell
ourselves, are more important than we sometimes think.
Do my clients sometimes have bad days? Sure. Improving the
performance of a business so people can have a chance to be
deliriously happy, at least some of the time is not easy.
Sometimes it seems like you're rolling rocks uphill all day
long only to have them roll back down as soon as you turn
your back. Sometimes tomorrow is not your favorite day of
the week. Being successful isn't for sissies. It takes courage
to be successful. It does. And you know what John Wayne said
about courage? "Courage is being scared to death and
saddling up anyway."
When I talk to business groups, I sometimes ask the audience
to stand and recite a little chant three times while pumping
their fits in the air. I ask them to say: "I like myself
and I love my work." This chant is affirming and powerful
because of a complex psychological principle, which can be
summed up in five words. "We Get What We Set." For
most everything we do, either consciously or unconsciously,
we set up expectations. With this little chant, we set up
expectations of happiness. And that's a good thing because
positive expectations can help our behavior improve. With
better behavior, our feelings can improve too. We can begin
to feel happier because we are happier. We Get What We Set!
Here's the heart of the matter. When you think about the level
of success you've achieved, here's the question. Are you less
than deliriously happy? If the answer is yes, if there's room
for improvement then let's understand what's holding you back.
And there are only three possibilities:
First possibility: You find it difficult to imagine
that anyone else could be in the same spot you're in and you
don't think anyone could help you. Well guess what? You're
not that unique. Whatever's going on with you, someone else
has been in the same spot before and somehow they got out
of it. So, that's not it.
Second possibility: You have dedicated your life to
enduring as-much-pain-as-possible; so naturally, you resist
any improvement that could possibly lead to happiness as a
matter of principle. This is rare, but it happens sometimes.
Third and most likely possibility: Your life is so
complicated that you feel overwhelmed. It's as if you've bumped
up some invisible ceiling of complexity, which drains your
physical and mental energy.
So life's complicated. And finding success and happiness through
work does not come easy. If it were, we wouldn't call it work.
But John Wayne and Peter Pan had it right. "Nothing is
impossible, if you'll just saddle up and try real hard."
Success and happiness are products of choice and hard work.
So go out there, with a positive expectation, and see what
you can do.
You
may use this article in whole or in part on your site as long
as you link back to Master-Mind
Alliance and give author credit.
Richard
Paris Borough, Ph.D. ,
is President of Strategic Business Development; a Humboldt
County, California based small business consulting firm. He
is director of The Master-Mind Alliance -- and also publishes
“Keys To A DONE BUSINESS” -- a monthly newsletter featuring
business management best practices.
E-mail Richard
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