Get Inspired About Your Career

Written by Richard Hanes


Get Inspired about Your Career

Do you linger in bed long after your alarm goes off on work mornings? Do you dread Sunday nights because they lead to Monday mornings? Do you watchrepparttar clock and wonder ifrepparttar 106952 day will ever end? Do you look outside your workplace and ask, “Is there more to life than just this job?”

If you suffer from any of these symptoms, it is time for you to create a new career! In her CD book, Advanced Energy Anatomy, Carolyn Myss, Ph.D. lays out a seven-step process for bringing an idea to physical creation. Here’s that seven-step process applied to creating a new career inspiration.

1. Get Inspired. Inspiration comes fromrepparttar 106953 Latin words that mean, “to breathe in”. To infuse your career creation with life, passion, and excitement, ask yourself,

·What would I do if money were not an object? ·What did I love to do as a child but left behind? ·What activity do I do so intently that I don’t notice time passing? ·Am I interested in turning downrepparttar 106954 road not taken at a past career fork inrepparttar 106955 road?

Dig deeply, don’t censor your answers and write each inspiration on a separate piece of paper.

2. What Do You Think? Run each of your inspirations through your head! Ask,

·Can I see myself doing this? ·Does it make sense? ·Do I think I can do it? ·Am I willing to think about it?

Be honest in answering these questions, and record your answers on each idea’s page. Rule outrepparttar 106956 inspirations that don’t survive here.

3. What About Your Will? Run each ofrepparttar 106957 surviving ideas through your will! Your will houses your mental capabilities for choosing, intending, wishing and desiring. Ask yourself,

·Will I be able to do this? ·Am I able to communicate it? ·Am I able to makerepparttar 106958 right choices and decisions to do this?

Again, write down your answers for each idea. Narrow your list of ideas once more torepparttar 106959 ones you believe you’ll be able to do, communicate or makerepparttar 106960 right choices for.

4. What Do You Feel? Run your survivors through your heart! Ask yourself,

·How do I feel about this? ·Does it feel right to me? ·Can I follow my heart on these inspirations?

Writerepparttar 106961 answers to these questions for each idea; rule outrepparttar 106962 ones your heart isn’t into.

Here’s whererepparttar 106963 going gets tough. The first four steps are energetic. They’re ephemeral, they don’t affect your physical life, and they’re cheap and easy. The next three steps involve assessing your surviving career ideas inrepparttar 106964 physical world.

5. What Will Others Think? Run your surviving inspirations through your self-esteem. Ask yourself,

·Can I endure criticism for this choice? ·Will others think I’m foolish? ·What if others laugh at me?

Building Performance Trust

Written by Nan S. Russell


You can have outstanding ideas, yet never leverage them into winning at working results. That's becauserepparttar secret behind those ideas lies in performance. Yours.

Gettingrepparttar 106951 okay to pursue your idea is directly related torepparttar 106952 level of confidence other people have in your ability to deliver it. And if you do, you will create for yourself opportunities on a regular basis. One successful idea delivery leads to another and another and another. Bigger and bigger ideas are entrusted to people who consistently turn ideas into reality.

You see, not only does an idea need to be a good one, butrepparttar 106953 idea-maker needs to be a performer who can deliverrepparttar 106954 vision. That doesn't mean you need to have executed lots of ideas before getting one approved. It does meanrepparttar 106955 base quality of your work is a deciding factor.

In twenty years of management, I've vetoed more good ideas than I've approved. Most were vetoed for one reason: performance trust. I didn't trustrepparttar 106956 person to deliverrepparttar 106957 idea they had. A mediocre idea from a strong performer will win approval over a great idea from someone with inconsistent follow-through and poor results.

If you can't dorepparttar 106958 little things, why would anyone give you bigger or more important things to do? And while every idea might not be big, it takes energy, time and resources away from other work endeavors. Not all ideas that get approved turn out to be successful. That's OK. Lots can be learned fromrepparttar 106959 ones that fail, too. Look at Edison andrepparttar 106960 light bulb. But if an idea fails because it was poorly executed, we only learnrepparttar 106961 competency quotient ofrepparttar 106962 initiator.

Cont'd on page 2 ==>
 
ImproveHomeLife.com © 2005
Terms of Use