Breaking Through Uncertainty - Welcoming Advertisty

Written by Jim McCormick


We all question our ability at times. Uncertainty plagues us. It is even more intense ifrepparttar ability we are questioning relates to something we have never tried or not succeeded at inrepparttar 104497 past.

Set backs are common, but we rarely welcome them. We are inclined to respond negatively to adversity. It may be time to revisit that reflexive response.

I had an experience recently that caused me to reconsider whether a negative response to adversity is always justified when I was confronted with a life-threatening situation.

It was mid-morning on a warm and pleasant Saturday. I was inrepparttar 104498 midst of my first skydive ofrepparttar 104499 day. It was my 2,123th jump since having taken uprepparttar 104500 sport fifteen years ago.

After about one minute of freefall and 5,000 aboverepparttar 104501 ground, I parted ways with my fellow jumpers to get far enough away from them to open my parachute safely. I initiated opening around 3,000 feet aboverepparttar 104502 earth.

My parachute opened with some twists inrepparttar 104503 lines betweenrepparttar 104504 parachute and me. This is not that uncommon. What was different this time was that I was not able to clearrepparttar 104505 twists.

The twists inrepparttar 104506 lines caused my parachute to take on an asymmetrical shape. Receiving asymmetrical inputs,repparttar 104507 canopy did what it is designed to do and initiated a turn -- that's how it's steered. The problem occurred whenrepparttar 104508 turn quickly became a rapid, diving downward spiral that was spinning me a full 360 degrees about once every second. This was a problem.

I looked up to assess my canopy and saw something I don't often see -repparttar 104509 horizon clearly visible ABOVErepparttar 104510 trailing edge of my canopy. This meant my canopy and I were now on roughlyrepparttar 104511 same horizontal plane. In that I could seerepparttar 104512 horizon behind it, I was actually above my parachute and it was leading our fast spinning parade rapidly towards mother earth.

My first need was to acknowledge that I was not going to be able to solve this problem. This is not as easy as it seems. Having successfully completed over 2,100 jumps without having to resort to my second parachute, it was hard for me to believe I had really encountered a problem I could not solve. I had a natural inclination to assume I could fix this problem as I had all those inrepparttar 104513 past.

Sound familiar? It's always easy to lapse into denial when confronted with a problem. Until we acknowledgerepparttar 104514 problem and our possible inability to solve it - or to userepparttar 104515 methods we have used inrepparttar 104516 past - we don't have a chance of making things better.

Fortunately,repparttar 104517 urgency of this situation caused my hard-headed nature to yield much quicker than usual. That decision probably took a second or two. The next step, having acceptedrepparttar 104518 need to follow a different course than inrepparttar 104519 past, was to determinerepparttar 104520 course. Fortunately fifteen years of training and practice before every day of jumping took hold.

I looked straight down atrepparttar 104521 two handles on either side of my chest - one to release me from my malfunctioning canopy and one for deploying my reserve parachute - and realized I needed to quickly get them in my hands. I could not help but notice when I made eye contact with them, as had been ingrained in me during my First Jump Course way back in 1988, that by nowrepparttar 104522 rapid spins had turned me back to earth and there beyond my toes was once againrepparttar 104523 horizon. This was bad!

Once Upon a Conflict

Written by Judith Richardson


Once upon a time there lived an innocent, hardworking manager. One day he dared to wander fromrepparttar safety of his open-concept office to speak out at a team meeting. He was immediately challenged, nay attacked, by another team member and his senior manager, embarrassing him in front of his peers. Plagued by downsizing, this noble manager feared for his job. A senior human resource professional savedrepparttar 104496 day through mediation. From that day forward,repparttar 104497 manager carried that scar and never trusted anyone enough to speak out again.

I am a management consultant and corporate coach. When it comes to fundamentals, my work is in creating spaces for people to make meaning, and move forward. We do not check our souls atrepparttar 104498 door torepparttar 104499 workplace. Many of us are encountering a relentless speeding-up of life, an absence of thoughtfulness, fracturing relationships, and polarized issues. If we fail to prepare ourselves with appropriate skills, we facerepparttar 104500 risk of being weakened by pressure, stress, and overwhelm at a time when our help and our leadership are needed most. I offer some simple steps for making meaning and thriving if conflict rears its head.

1. Honor others’ choices

There are times when try as we might, we just can’t understand other people’s choices. I believe that not allowing others their choices plays a part in conflicted or violent situations. I realize that for some people limits and legislated behavior seems to berepparttar 104501 only thing that works, and I do not condone violent behavior. And yet, if we are here to expressrepparttar 104502 uniqueness of our soul, then at some level we are all free or none of us are free. And so, if you like being able to chooserepparttar 104503 things that you like to choose...then it might be all right with you that others chooserepparttar 104504 things they want to choose.

2. Hold your colleagues in your thoughts with deliberate intention.

Clients experiencing conflict at work find themselves moving into worry aboutrepparttar 104505 future and what is going to happen or might happen. Often concerned that fears might consume or paralyze them. Fear is oftenrepparttar 104506 catalyst for some of our most positive change. The only way to relax and stay relaxed is acceptance. You don't have to agree, or follow, or condone, but acceptance means you begin any interaction with a serenity that invites others to engage with you.

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