the most successful companies are the ones that strive for more than financial success, as they’re motivated by higher values.
often blame others for problems
hire conscious employees.
interpersonal is the “we,”
impersonal, the interpersonal and the personal dimensions of your company.
impersonal is the “it,” things like shareholder value,
relationships among different people
instead of creating a harmonious relationship among these three,
neglects its human elements (the interpersonal and the personal)
mindless activity,
success hinges only on managing arbitrary technical matters.
personal, of course, is the “I,” relating to each individual’s happiness and desire for meaningful work and a mindful life.
harmony exists among the three core dimensions.
business built on harmony
blame someone else for what may have been your mistake?
start taking responsibility for your actions.
two kinds of people in the workplace: players and victims.
build self-esteem from taking action as well as taking responsibility for their actions.
thinking they always act perfectly.
where CEOs and managers point to external factors
going to be understaffed in February, the busiest month of the year.
Esteban insisted that this issue was HR’s problem, not his own; so he didn’t do anything about it. Yet since Esteban would be the one suffering the consequences, he was the one with the problem – even if he didn’t create it initially.
he could have taken action to solve the problem himself.
Start by adopting the language players use.
Instead of saying, “It’s hopeless,” say, “I haven’t found a solution yet.” And similarly, instead of being passive and saying, “I have to leave,” say, “I want to leave.”
focus more on process than on outcomes.
more aware of your responsibility regarding what happens around you.
This way, you’ll become more aware of your responsibility regarding what happens around you.
Children do things just for the fun of it,
once we become adults.
they rarely chose a person who was wealthy, powerful, beautiful or even famous. That
In one study, when participants were asked to name people they admired, they rarely chose a person who was wealthy, powerful, beautiful or even famous. That is, participants didn’t choose individuals with attributes generally associated with success in Western culture.
we sometimes wrongly care more about outcomes than about process.
From a process perspective, the team had already succeeded. In fact, they had success beyond success:
children blocks of wood, with one side painted green, the other red.
develop ontological humility, a state in which you are able to recognize other people’s points of view.
Different cultural backgrounds lead to different ways of seeing and acting.
Different cultural backgrounds lead to different ways of seeing and acting. But just because someone has a different approach doesn’t make it any less valuable than your own.
Many of our conversations aren’t really meaningful dialogues but overlapping monologues.
Many of our conversations aren’t really meaningful dialogues but overlapping monologues. We say one thing when we should say something else; and we really don’t listen to what our partner is saying.
“conversation” extremely unproductive – and collaborative work near impossible.
So how do you improve your conversations for the better?
There are three levels to every conversation. First, there’s the task, or the issue at hand. Then there’s the relationship, or the emotional bond between speakers. And finally, there’s the self, or each speaker’s identity and level of self-esteem. When
There are three levels to every conversation. First, there’s the task, or the issue at hand. Then there’s the relationship, or the emotional bond between speakers. And finally, there’s the self, or each speaker’s identity and level of self-esteem.
When it comes to conversation in a business context, you might feel threatened on each of these levels, but especially on the level of self.
withdraw or behave over-confidently to protect your self-image. Sure, it’s natural, but doing so will hold you back, preventing you from interrogating your own viewpoints and openly exploring other people’s ideas.
this kind of defensiveness is incompatible with good communication. To have productive conversations,
establish common ground and say what you really mean.
Another tip is to provide facts. This makes it easier to establish common ground. Think of the difference between saying, “Our help desk stinks,” compared with, “Last month only 20 percent of calls were picked up within three minutes.”
Denial is one example of a bad approach. Denial is like closing your eyes when hiking up a mountain, pretending the jagged cliffs don’t exist. It might feel safer than looking, but it’s much riskier.
instead of creating a plan to resolve the issues, they simply avoid the problem.
(Compromise is often talked about as a good thing, but all it really means is that nobody actually gets what they want.)
encouraging people to be less competitive and more cooperative. That’s why an atmosphere of mutual learning is so important – without it, constructive negotiation is simply impossible. To run a successful conscious business, learn how to better control your emotions.
no reason to try and resolve a conflict,
encouraging people to be less competitive and more cooperative
atmosphere of mutual learning
You can be emotional and rational – these two states are not independent of one another. In fact, our rational mind would break down without guidance from our emotional mind.
There’s also a part of you that’s observing your fear.
realizing that you control your level of awareness. So when you say, “I feel afraid,” it’s actually not all of you that’s afraid. There’s also a part of you that’s observing your fear.
So when you say, “I feel afraid,” it’s actually not all of you that’s afraid. There’s also a part of you that’s observing your fear.
become aware of that observational part, you’ll have more control over your emotions. You’ll be able to stand “outside” and observe, without having to act on every single emotional impulse.
by choosing which emotions to act on, you’ll become a more responsible, reliable person.
Instead of looking at the world through your emotions, you examine your emotions independently.
you don’t have control over what you feel; you can only change how you act.
forgiveness is simply about letting go of anger and creating space for positive change.
when you love your opponent, it’s impossible to suffer from a competitive loss.
what if business was based on such a principle? Generally speaking, concern develops in
ethnocentric, when an individual sees himself as part of a community.
Research suggests that only about 15 percent of the adult population operates at this level of concern.
Only about half of one percent of the world’s population is truly spirit-centric!
effective, profitable and deeply committed to the well-being and integrity of those around you.
whether you do business consciously.
your company into a conscious business?
the most successful companies are the ones that strive for more than financial success, as they’re motivated by higher values.
often blame others for problems
hire conscious employees.
interpersonal is the “we,”
impersonal, the interpersonal and the personal dimensions of your company.
impersonal is the “it,” things like shareholder value,
relationships among different people
instead of creating a harmonious relationship among these three,
neglects its human elements (the interpersonal and the personal)
mindless activity,
success hinges only on managing arbitrary technical matters.
personal, of course, is the “I,” relating to each individual’s happiness and desire for meaningful work and a mindful life.
harmony exists among the three core dimensions.
business built on harmony
blame someone else for what may have been your mistake?
start taking responsibility for your actions.
two kinds of people in the workplace: players and victims.
build self-esteem from taking action as well as taking responsibility for their actions.
thinking they always act perfectly.
where CEOs and managers point to external factors
going to be understaffed in February, the busiest month of the year.
Esteban insisted that this issue was HR’s problem, not his own; so he didn’t do anything about it. Yet since Esteban would be the one suffering the consequences, he was the one with the problem – even if he didn’t create it initially.
he could have taken action to solve the problem himself.
Start by adopting the language players use.
Instead of saying, “It’s hopeless,” say, “I haven’t found a solution yet.” And similarly, instead of being passive and saying, “I have to leave,” say, “I want to leave.”
focus more on process than on outcomes.
more aware of your responsibility regarding what happens around you.
This way, you’ll become more aware of your responsibility regarding what happens around you.
Children do things just for the fun of it,
once we become adults.
they rarely chose a person who was wealthy, powerful, beautiful or even famous. That
In one study, when participants were asked to name people they admired, they rarely chose a person who was wealthy, powerful, beautiful or even famous. That is, participants didn’t choose individuals with attributes generally associated with success in Western culture.
we sometimes wrongly care more about outcomes than about process.
From a process perspective, the team had already succeeded. In fact, they had success beyond success:
children blocks of wood, with one side painted green, the other red.
develop ontological humility, a state in which you are able to recognize other people’s points of view.
Different cultural backgrounds lead to different ways of seeing and acting.
Different cultural backgrounds lead to different ways of seeing and acting. But just because someone has a different approach doesn’t make it any less valuable than your own.
Many of our conversations aren’t really meaningful dialogues but overlapping monologues.
Many of our conversations aren’t really meaningful dialogues but overlapping monologues. We say one thing when we should say something else; and we really don’t listen to what our partner is saying.
“conversation” extremely unproductive – and collaborative work near impossible.
So how do you improve your conversations for the better?
There are three levels to every conversation. First, there’s the task, or the issue at hand. Then there’s the relationship, or the emotional bond between speakers. And finally, there’s the self, or each speaker’s identity and level of self-esteem. When
There are three levels to every conversation. First, there’s the task, or the issue at hand. Then there’s the relationship, or the emotional bond between speakers. And finally, there’s the self, or each speaker’s identity and level of self-esteem.
When it comes to conversation in a business context, you might feel threatened on each of these levels, but especially on the level of self.
withdraw or behave over-confidently to protect your self-image. Sure, it’s natural, but doing so will hold you back, preventing you from interrogating your own viewpoints and openly exploring other people’s ideas.
this kind of defensiveness is incompatible with good communication. To have productive conversations,
establish common ground and say what you really mean.
Another tip is to provide facts. This makes it easier to establish common ground. Think of the difference between saying, “Our help desk stinks,” compared with, “Last month only 20 percent of calls were picked up within three minutes.”
Denial is one example of a bad approach. Denial is like closing your eyes when hiking up a mountain, pretending the jagged cliffs don’t exist. It might feel safer than looking, but it’s much riskier.
instead of creating a plan to resolve the issues, they simply avoid the problem.
(Compromise is often talked about as a good thing, but all it really means is that nobody actually gets what they want.)
encouraging people to be less competitive and more cooperative. That’s why an atmosphere of mutual learning is so important – without it, constructive negotiation is simply impossible. To run a successful conscious business, learn how to better control your emotions.
no reason to try and resolve a conflict,
encouraging people to be less competitive and more cooperative
atmosphere of mutual learning
You can be emotional and rational – these two states are not independent of one another. In fact, our rational mind would break down without guidance from our emotional mind.
There’s also a part of you that’s observing your fear.
realizing that you control your level of awareness. So when you say, “I feel afraid,” it’s actually not all of you that’s afraid. There’s also a part of you that’s observing your fear.
So when you say, “I feel afraid,” it’s actually not all of you that’s afraid. There’s also a part of you that’s observing your fear.
become aware of that observational part, you’ll have more control over your emotions. You’ll be able to stand “outside” and observe, without having to act on every single emotional impulse.
by choosing which emotions to act on, you’ll become a more responsible, reliable person.
Instead of looking at the world through your emotions, you examine your emotions independently.
you don’t have control over what you feel; you can only change how you act.
forgiveness is simply about letting go of anger and creating space for positive change.
when you love your opponent, it’s impossible to suffer from a competitive loss.
what if business was based on such a principle? Generally speaking, concern develops in
ethnocentric, when an individual sees himself as part of a community.
Research suggests that only about 15 percent of the adult population operates at this level of concern.
Only about half of one percent of the world’s population is truly spirit-centric!
effective, profitable and deeply committed to the well-being and integrity of those around you.
whether you do business consciously.
your company into a conscious business?
the most successful companies are the ones that strive for more than financial success, as they’re motivated by higher values.
often blame others for problems
hire conscious employees.
interpersonal is the “we,”
impersonal, the interpersonal and the personal dimensions of your company.
impersonal is the “it,” things like shareholder value,
relationships among different people
instead of creating a harmonious relationship among these three,
neglects its human elements (the interpersonal and the personal)
mindless activity,
success hinges only on managing arbitrary technical matters.
personal, of course, is the “I,” relating to each individual’s happiness and desire for meaningful work and a mindful life.
harmony exists among the three core dimensions.
business built on harmony
blame someone else for what may have been your mistake?
start taking responsibility for your actions.
two kinds of people in the workplace: players and victims.
build self-esteem from taking action as well as taking responsibility for their actions.
thinking they always act perfectly.
where CEOs and managers point to external factors
going to be understaffed in February, the busiest month of the year.
Esteban insisted that this issue was HR’s problem, not his own; so he didn’t do anything about it. Yet since Esteban would be the one suffering the consequences, he was the one with the problem – even if he didn’t create it initially.
he could have taken action to solve the problem himself.
Start by adopting the language players use.
Instead of saying, “It’s hopeless,” say, “I haven’t found a solution yet.” And similarly, instead of being passive and saying, “I have to leave,” say, “I want to leave.”
focus more on process than on outcomes.
more aware of your responsibility regarding what happens around you.
This way, you’ll become more aware of your responsibility regarding what happens around you.
Children do things just for the fun of it,
once we become adults.
they rarely chose a person who was wealthy, powerful, beautiful or even famous. That
In one study, when participants were asked to name people they admired, they rarely chose a person who was wealthy, powerful, beautiful or even famous. That is, participants didn’t choose individuals with attributes generally associated with success in Western culture.
we sometimes wrongly care more about outcomes than about process.
From a process perspective, the team had already succeeded. In fact, they had success beyond success:
children blocks of wood, with one side painted green, the other red.
develop ontological humility, a state in which you are able to recognize other people’s points of view.
Different cultural backgrounds lead to different ways of seeing and acting.
Different cultural backgrounds lead to different ways of seeing and acting. But just because someone has a different approach doesn’t make it any less valuable than your own.
Many of our conversations aren’t really meaningful dialogues but overlapping monologues.
Many of our conversations aren’t really meaningful dialogues but overlapping monologues. We say one thing when we should say something else; and we really don’t listen to what our partner is saying.
“conversation” extremely unproductive – and collaborative work near impossible.
So how do you improve your conversations for the better?
There are three levels to every conversation. First, there’s the task, or the issue at hand. Then there’s the relationship, or the emotional bond between speakers. And finally, there’s the self, or each speaker’s identity and level of self-esteem. When
There are three levels to every conversation. First, there’s the task, or the issue at hand. Then there’s the relationship, or the emotional bond between speakers. And finally, there’s the self, or each speaker’s identity and level of self-esteem.
When it comes to conversation in a business context, you might feel threatened on each of these levels, but especially on the level of self.
withdraw or behave over-confidently to protect your self-image. Sure, it’s natural, but doing so will hold you back, preventing you from interrogating your own viewpoints and openly exploring other people’s ideas.
this kind of defensiveness is incompatible with good communication. To have productive conversations,
establish common ground and say what you really mean.
Another tip is to provide facts. This makes it easier to establish common ground. Think of the difference between saying, “Our help desk stinks,” compared with, “Last month only 20 percent of calls were picked up within three minutes.”
Denial is one example of a bad approach. Denial is like closing your eyes when hiking up a mountain, pretending the jagged cliffs don’t exist. It might feel safer than looking, but it’s much riskier.
instead of creating a plan to resolve the issues, they simply avoid the problem.
(Compromise is often talked about as a good thing, but all it really means is that nobody actually gets what they want.)
encouraging people to be less competitive and more cooperative. That’s why an atmosphere of mutual learning is so important – without it, constructive negotiation is simply impossible. To run a successful conscious business, learn how to better control your emotions.
no reason to try and resolve a conflict,
encouraging people to be less competitive and more cooperative
atmosphere of mutual learning
You can be emotional and rational – these two states are not independent of one another. In fact, our rational mind would break down without guidance from our emotional mind.
There’s also a part of you that’s observing your fear.
realizing that you control your level of awareness. So when you say, “I feel afraid,” it’s actually not all of you that’s afraid. There’s also a part of you that’s observing your fear.
So when you say, “I feel afraid,” it’s actually not all of you that’s afraid. There’s also a part of you that’s observing your fear.
become aware of that observational part, you’ll have more control over your emotions. You’ll be able to stand “outside” and observe, without having to act on every single emotional impulse.
by choosing which emotions to act on, you’ll become a more responsible, reliable person.
Instead of looking at the world through your emotions, you examine your emotions independently.
you don’t have control over what you feel; you can only change how you act.
forgiveness is simply about letting go of anger and creating space for positive change.
when you love your opponent, it’s impossible to suffer from a competitive loss.
what if business was based on such a principle? Generally speaking, concern develops in
ethnocentric, when an individual sees himself as part of a community.
Research suggests that only about 15 percent of the adult population operates at this level of concern.
Only about half of one percent of the world’s population is truly spirit-centric!
effective, profitable and deeply committed to the well-being and integrity of those around you.
