Part III Overview & Ch 16 Habits
10/08/24 • 18 min
The paradox is that we have free will but are in many ways creatures of habit. If we focus on it, we can consciously choose how we think, feel, and act. Yet much of our behavior is initiated unconsciously, automatically, and repetitively. In other words, it is a habit. We depend on habits to live. However, when our lives become too full of habits, we become less conscious and able to make choices.
Experiment: Watching Habit CyclesLearning to pay attention to your habits so you can become more conscious of themExperiment: Charting HabitsTools to track and change your habits.Experiment: Taming AddictionWays to undo the most difficult and destructive habits.Hosted on Acast. See acast.com/privacy for more information.
The paradox is that we have free will but are in many ways creatures of habit. If we focus on it, we can consciously choose how we think, feel, and act. Yet much of our behavior is initiated unconsciously, automatically, and repetitively. In other words, it is a habit. We depend on habits to live. However, when our lives become too full of habits, we become less conscious and able to make choices.
Experiment: Watching Habit CyclesLearning to pay attention to your habits so you can become more conscious of themExperiment: Charting HabitsTools to track and change your habits.Experiment: Taming AddictionWays to undo the most difficult and destructive habits.Hosted on Acast. See acast.com/privacy for more information.
Previous Episode
Ch 15: Leading and Developing Teams
The first task in forming a team is to figure out where are you all going, in other words, to identify a shared goal. Leading the team is about managing the team’s attention so everyone is focused on how to support and achieve that goal. To do this you must clearly articulate the team’s direction and regularly communicate about the goal.
Experiment: Roles & Responsibilities Charting
A simple technique for accomplishing this is to create a roles and responsibilities chart.
Experiment: High Performing Team Survey
This tool helps team members assess and then close gaps regarding how well the team is functioning on a number of dimensions:
Hosted on Acast. See acast.com/privacy for more information.
Next Episode
Ch 17: Perfectionism, self-criticism & self-confidence
We can build true self-confidence from the inside out by cultivating self-acceptance. We undermine our sense of self-worth by trying to measure ourselves by external benchmarks and trying to cultivate self-esteem: how much money do we make, what is our position in the hierarchy, are we getting a lot of recognition and approval, and do we have more or less than those around us? This outcome orientation makes us worried about evaluation and potential failure, and so we are vulnerable to worry and psyching ourselves out, both in sports and in work. We can complement this by a process orientation, which is about how we are learning, getting better at our work and enjoying our activities. This approach helps us feel good about ourselves and the journey, and is the key to cultivating self-acceptance. We can’t control outcomes, but we can control how we focus on feelings, experience and process.
Self-esteem is vulnerable to outcomes we don’t control in four areas:
- Stuff
- Status & Approval
- Accomplishment
- Fantasy
Self-acceptance is solid and sustainable, and is based on four factors:
- Alignment with our values and purpose
- Self-compassion
- Self-regulation
- Opening to reality
Experiment: We can replace Worrying with Planning, and free ourselves from unproductive and draining anxiety.
Experiment: Getting into Flow—we can learn to ‘get in the zone’ and temporarily drop our focus on outcomes.
Experiment: Befriending ourselves is the practice of supporting, trusting, taking care of and loving ourselves.
Hosted on Acast. See acast.com/privacy for more information.
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