There is Attitude and Attitude

Written by Judi Singleton

Attitude has a lot to do with how our life goes. We winrepparttar lottery and we are happy or we lose our jobs and we are angry. However does it have to be that way we can decide how to feel about anything that happens it all depends on your attitude. You are responsible for all your experiences in life. We cannot control what happens to us for their are many other co-creators of life out there creating but we can control how we react to what happens to us. Our attitude does have a great affect and can make a huge difference when dealing with our day-to-day experiences. By changing our attitudes and beliefs we can create a new life. We will learn to perceiverepparttar 126159 same events, behaviors and phenomena differently so as to experience greater peace and more positive emotions. When I first realizedrepparttar 126160 power of my attitude one thing hit me, If I wanted to change my life I would first have to change my attitude.

Let me give you my definition of attitude. Simply, attitude is your perception of life. It’srepparttar 126161 way you view things around you.

It is your perception ofrepparttar 126162 day that determines whether you have a good or bad day. You have a choice every day to respond positively to life’s circumstances or react negatively. The choice is yours. You are where you are today because ofrepparttar 126163 thoughts you have maintained up to this point in your life. James Allen says it as, "A man is literally what he thinks, his character beingrepparttar 126164 complete sum of all his thoughts."

You cannot change your thoughts without changing your life inrepparttar 126165 process -- either for good or for bad. Immerse yourself inrepparttar 126166 right thoughts and you will becomerepparttar 126167 person you long to be, just as surely asrepparttar 126168 planting of an acorn yields an oak tree and not a pine tree.

Use Your Emotional Intelligence in All Your Relationships

Written by Susan Dunn, Emotional Intelligence Coach

A recent article I read about what’s called “hierarchical relationships” inrepparttar work place, reminded me of a very important fact about all relationships. As soon as we start thinking we are better than someone else, or smarter than they are, or more important – acrossrepparttar 126158 board – we are in trouble, andrepparttar 126159 work is in trouble, andrepparttar 126160 relationship is in trouble.

Why? Because we are never better than someone else, or smarter than they are, or more important than they are, acrossrepparttar 126161 board inrepparttar 126162 absolute sense. Everyone has something to contribute.

Each of us has strengths and weaknesses. Each of us knows something another person does not, or sees it more clearly, or is better at a certain aspect ofrepparttar 126163 situation. It fact it’s oftenrepparttar 126164 person not onrepparttar 126165 firing line who hasrepparttar 126166 emotional clarity to perceive what’s going on.

Inrepparttar 126167 ideal situation, we rely onrepparttar 126168 strengths ofrepparttar 126169 other when they’re needed, recognizing them and acknowledging them. We work together, laterally, not from a vantage part of being “better than.”

Think of allrepparttar 126170 times your child taught you something. I hear this happening allrepparttar 126171 time. Yes, you arerepparttar 126172 parent, and you know many things your child does not know and must be doing your job, but your child is in touch with things. Most of all, they are in touch with themselves, and with their feelings, and with yours. It’s hard to fool your child about how you’re “truly” feeling, and this can be justrepparttar 126173 information you need atrepparttar 126174 time.

The other day I heard a mother snap at her child inrepparttar 126175 store for asking for a toy. The child started crying and replied, “But why are you mad at me?” It makes perfect sense, when you think about it. To want a toy is normal. To ask for a toy is normal. To ask for a toy when you’ve been told not to, is also normal, as we all make mistakes, And most importantly, to want something, or to ask for it, or to make a mistake isn’t cause for someone else to get “mad.”

We’re used to thinking of relationships in a hierarchical manner –repparttar 126176 boss overrepparttar 126177 manager overrepparttar 126178 employees. But in actuality, everyone is contributing something crucial torepparttar 126179 enterprise or they wouldn’t be there. I have heard an attorney say to his paralegal, “I could never have done this without you,” but it is far too rare, yes?


The other day I was in a huge Lowe’s store. I was sure I had landed in a bird sanctuary by mistake. Underrepparttar 126180 huge expanse ofrepparttar 126181 vaulted ceiling, I could hear birds chirping – nice, sweet songbirds, not grackles – and every now and then one would zoom past. Whenrepparttar 126182 salesman appeared, I asked him about it. He said, yes, they were there allrepparttar 126183 time now. I said, “Your poor manager. They don’t teach that in MBA school.”

Then he told me that every now and then a kitten would come intorepparttar 126184 store. The first time it happened, they calledrepparttar 126185 manager and he stood there, and no one knew what to do about it. Then one ofrepparttar 126186 saleswomen came up who had done this before … capturing wild kittens and putting them outside. She asked for gloves and went aboutrepparttar 126187 business of luringrepparttar 126188 kitten and carrying it outside. Whose job was it? She didn’t ask. The manager didn’t ask.. The other salespeople didn’t ask. They just wanted someone who knew what to do about it.

Moving away fromrepparttar 126189 hierarchical relationship is starting to occur simply out of necessity. Many work projects require teamwork now, because they demand more information than any one person has, no matter what their field of expertise. They require more emotional intelligence than IQ because things don’t always work outrepparttar 126190 way we think they will. Emotional intelligence means being creative and flexible in problem-solving.

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