Newsletter 11 : 27 january 2009
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Welcome to our newsletter, particularly if you’re a new subscriber. Back numbers are now available on the website. Our policy is to offer a change from other people’s newsletters which do demand an awful lot of reading…
It is not because things are difficult that we do not dare, it is because we do not dare that they are difficult.
People often say to me that motivation doesn’t last. Well, neither does bathing… that’s why we recommend it daily.
Zig Ziglar, American motivational speaker
We’ve been enjoying – OK, Jeremy has been enjoying – watching old episodes of Cheers on DVD. Whilst maintaining a consistently high level of humour, this series is so good at charting the ins and outs of a relationship between two people neither of whom is able to commit to it. Worth starting at the beginning and taking in the first five series.
(Lots of snippets on Youtube – just search for ‘cheers sam diane’.)
Pareidolia is when the brain interprets what the eye sees as something other than it is. This is an extraordinary example. Is pareidolia a good metaphor for the way we ‘deliberately misunderstand’ the communications of others, often unconsciously so that we are not even aware that we are doing it?
10 things you didn’t know last week : 10 actions for the coming week
If you’re not a subscriber to the TEN newsletter, do try it. Just send an email with ‘subscribe’ in the subject line to email@example.com.
Commendably brief and entertaining (now you know where we got the idea from).
Make the other person more important than you
This one of the deepest principles we use in our work. In line with Chuck Spezzano, we call it the leadership principle and, once you know what to look for, you can find it all over the place – from the Royal Military Academy Sandhurst (whose motto is ‘Serve to lead’) to the Bible (Philippians 2:3).
We now offer a half day inhouse course specifically aimed at groups of people who work together.
If you only had to discover one thing with us, we would want it to be this.
My ranting, ineffective manager is driving me to despair
Here’s a classic problem which would benefit from the application of some emotional intelligence. Read the question and ponder the issue before reading the answer. Where are the manager’s issues coming form? And the questioner’s? What would your advice be? Why? How would your view differ from that of the ‘expert’ (assuming it does)?
Watch the 15 minute video at www.vision-works.net
Contributions always gratefully received.
If you have been, thank you for reading this
Kay and Jeremy
Compiled by Jeremy Marchant . added 28 march 2015 . image: screen grab