In practicing kindness to yourself, you also make yourself better able to render kindness to others. No one wants to be treated like an inconvenience or a burden, and sometimes your priorities have to change to make room for something or someone more important or more likely to help you grow. When gratitude is a core belief, you make time for it every day. You prioritize both feeling gratitude and expressing it — in your thoughts, in the words you speak or write, and in your attitude and actions.
You might create the habit of writing a daily gratitude list. Showing appreciation to others for their words and actions is also essential to making this a core value.
Just as you appreciate it when others thank you for a job well done, for a thoughtful gift, or for rendering the help they needed, others appreciate that recognition too. And far too often, we act as though others must already know how much we appreciate them. And I make sure everyone who has done something good for me knows I appreciate them for it.
Forgiveness is about letting go of anger and resentment toward those who have hurt or offended you. In forgiving them, you take back your power and choose happiness and peace of soul for yourself, even if the one who hurt you has never shown the slightest hint of remorse. Everyone has a capacity for forgiveness — just as everyone has the capacity to hurt others with their words and actions — but not everyone has cultivated a habit of forgiveness.
We learn to be more forgiving by forgiving more. If you write morning pages, add a short list of people you forgive, adding what you forgive them for and something you appreciate about each person.
Love sees the good in everyone, and it wants good things for them. Things your year-old self would say might appall your year-old self. Forgive them for not knowing better before they learned whatever stopped them from doing those terrible things. If growth is one of your core values, you look for opportunities to grow as a person and to help others grow, too.
You take the time to identify your values and your overall mission , so you can live in accordance with it and become more and more the person you have to be in order to fulfill your mission. You might take an interest in coaching or in group growth opportunities, where members support and encourage each other. You recognize true and wholehearted collaboration as an asset and a growth facilitator, and you prioritize growth over comfort and security.
Real growth might mean shaking things up at home or at work, but the more committed you are to your growth and to that of those you care about, the less you mind rocking the boat. So, it makes sense that when someone wants to tell you something, you give them your full attention and thoughtfully consider their words. Otherwise, why would you consider it a priority to treat all humans with equal respect — regardless of their age, income, or background? Or why would you put more energy into making sure the least exalted among you is treated with respect than into making sure others treat you with the same consideration.
Another word for self-giving is sacrifice, but self-giving has a more positive connotation. What I give to them, I also receive. Your vision is connected to one that is infinite and uncontainable — you do not exist to serve yourself at the expense of others; you exist to cooperate with others in the creation of a community that benefits all living creatures. Your personal vision — what you see as your response to the larger vision — informs your personal mission and the process by which you live out that mission.
Authenticity is being truthful about who you are. It means speaking your truth, openly and honestly — not hiding for fear of criticism or judgment, which will come anyway. You accept that some will have a problem with you and find it easy to judge you for what you reveal yourself. You put it out there, trusting that at least one reader will feel less alone because of it.
But you know from experience how important it is to do so. And again. This is not the way to live, though, and you know it. So, you take note of where you are on your priority list when you review your actions for the day.
You see the slope for what it is. Then, you make some adjustments. You start building new habits to prioritize daily self-care and a daily investment in your relationships. You still get things done. You value their safety and well-being and have goodwill toward them. You know your behavior toward those in your community can affect them in various ways, and you want that effect to be as positive as possible.
The decisions we make are a reflection of our values and beliefs, and they are always directed towards a specific purpose. That purpose is the satisfaction of our individual or collective organizational needs. There are four types of values that we find in an organizational setting: individual values, relationship values, organizational values, and societal values. Individual values reflect how you show up in your life and your specific needs-the principles you live by and what you consider important for your self-interest.
Hopefully more practice from all of us will leave the world a better place for future generations. Here are some things I feel our society needs more of: Empathy — Empathy is defined as understanding and sharing the feelings of another.
People need to understand who others are and accept who they are. Focusing on how we can grow together should be our ultimate goal.
Respect — Mutual respect is needed for all of us. This is what makes us human. Having respect for everyone, despite the differences between us, is vital in order for a society to function well.
Love — Having love in our hearts keeps us from feeling the need to harm others. Love helps us acknowledge the similarities we all share rather than the differences of color, religion or sexual orientation.
They hand off the effort to the HR department, which uses the initiative as an excuse for an inclusive feel-good effort. To engage employees, HR rolls out employee surveys and holds lots of town meetings to gather input and build consensus. Most executives understand the danger of consensus-driven decision-making when it comes to strategy, finance, and other business issues, yet they seem oblivious to the problem when it comes to developing values. Surveying all employees about what values they believe the company should adopt is a bad idea for two reasons.
And second, it creates the false impression that all input is equally valuable. Consider what happened when a CEO of a technology company agreed to let the HR department spearhead a values campaign. The best values efforts are driven by small teams that include the CEO, any founders who are still with the company, and a handful of key employees. Tony Wild, the CEO of pharmaceutical company MedPointe, wanted his business to have a unique culture, so he knew better than to make the values discussion a democratic process.
Working with seven top managers, many of whom had helped launch the company, Wild focused on two core values: a can-do attitude and the tireless pursuit of results. They might be a better fit at another company. It is far more important for a values team to arrive at a statement that works than to reach a decision it may later regret.
Executives should discuss values over a number of months; they should consider and reconsider how the standards will play out within their corridors. Allowing time for reflection proved helpful to an international pharmaceutical company that wanted to establish a common culture after a series of acquisitions.
They discovered that the term held a very different connotation in Europe than it did in the United States. What now? From the first interview to the last day of work, employees should be constantly reminded that core values form the basis for every decision the company makes. Comergent, a young e-business company, has successfully created a strong culture around dependability, dedication, and self-motivation by integrating these core values into every system that directly touches employees.
During interviews, CEO Jean Kovacs and her staff ask frank questions about workload expectations and past accomplishments. People are evaluated against the core values, and when it comes time to award stock, bonuses, and raises, Kovacs and her team again use the values statement as a metric.
Even the decision to let someone go is driven by values. Another company that effectively weaves its values into its organizational fabric is Siebel. Even bonuses and compensation packages are awarded on the basis of customer satisfaction surveys conducted by an outside auditor.
After a company has embedded its values into its systems, it should promote those values at every turn. Given the cynicism surrounding values these days, executives would do well to repeat them every chance they get. Many companies publicize their values on T-shirts and coffee mugs, but the most effective mechanisms are far simpler and less expensive.
0コメント