‘Habits of thinking need not be forever. One of the most significant findings in psychology in the last twenty years is that individuals choose the way they think’.
Prof. Martin Seligman
How intelligent are your beliefs about work? What you believe about work, you at work, your ability to do your work etc. is the most important factor to how you experience work.
Why are your beliefs about work so important?
Yourbeliefs about work have a huge impact on the type of day you have. If you believe work is annoying and painful, that is what you will experience (your brain wants you to be sane, so it will look for evidence to confirm ‘Work is annoying and painful’).
Likewise, if you belief work is interesting, an opportunity to learn, or attached to a bigger goal, you will experience work as an interesting opportunity (your brain wants you to be sane, so it will look for evidence to confirm ‘Work is an interesting opportunity’).
Most people are unaware of their beliefs and how important their beliefs are. Once you become aware of your beliefs, you can check them to ensure they are serving you, and not limiting you. The great news is you can change their limiting beliefs to more empowering ones.
How do you do this?
Aware: Be aware of your of beliefs about stress, resilience, work and mental toughness.
Audit: Quality check your beliefs about stress, resilience, work and mental toughness.
Adjust:Change your beliefs about stress, resilience, work and mental toughness so they are resourceful and empowering.
By doing this you can increase how engaged you feel at work by 15% in 90 days.
It’s like you are doing a quality audit of your beliefs about work. Noticing which beliefs are serving you, which ones are holding you back – so you can do an upgrade to the latest version if you choose.
Jackie, a General Manager, knew that some of her beliefs were holding her back at work. She discovered one – ‘I’m just the messenger between the CEO and the troops’. Jackie explored what she believed about being a ‘messenger’ (powerless, no authority, feeling frustrated and unsatisfied) and realized she wanted to be a ‘Manager’. She changed her belief about herself at work to ‘I am a Manager with important messages’ (and what that meant to her) and was amazed at the difference that small belief change made to her sense of power, authority and satisfaction.