How to plan if you are a sensitive person in a willpower world
How often have you heard about the importance of planning or power of manifestation? Have you ever wondered if everyone talks SO MUCH about planning, why it doesn’t really work for you? You probably thought (I definitely did) What’s wrong with me?! Don’t I have enough will power for that…? Am I lazy?? (yes, this scary question…) NO. It is just you are a different type of a person. Yes, planning is important, manifestation is possible and even ordinary for people who mastered a skill of it, but we can choose the way we plan that works for your personality, aligns with your Soul and makes your heart beats calmly, not crazy when you are in a panic, thinking “HOW can I do it all?
Is there a way of planning and manifesting that fits you? And how can we use our sensitivity not to be worried or overwhelmed, but manifest and plan what we want more effectively?
Here where the spiritual ideas and (surprisingly)) physics come handy. Everything is energy. In thisperspective, we have to consider feeling and emotions as solid parts of energy we use for realization and preparation.
We realize a maximum of our potential when we plan with our feelings and sense, using our mind. Not vice versa, when we mostly try to think what is good, but don’t feel passion about it or even don’t believe it’s even necessary. What does this mean? The core here is very simple. The Universe realize what we FEEL, our emotions are the impulses to the actualization. Planning and dreaming are good, but what we really FEEL and BELIEVE deep inside of us, this is what really come true.
“You manifest what you believe in” (Oprah Winfrey)
The effective planning is all about adjustment with your plan. Any successful coach or powerful book have never said: “Write it down and do it”. They all repeat the same thing: “BELIEVE in your plan and do it.”
“Whatever the mind can conceive and believe, it can achieve.” (Napoleon Hill)
Write it down with the main purpose – to believe in it. Structure your belief so you can act more effectively.
It leads us to important realization that we need to pay attention to our assumptions. As they are the main reason why we can’t believe with our heart in what we see in our minds. Any technique or boost of willpower can’t help in a battle with your own negative views.
This truth is even more powerful for women. For us everything is based on the perception, on the intensity of our emotions and feelings, on our belief in the capacity to transform a dream into reality. All of the greatest achievements started from the vision and strong emotion of faith. When we believe with all our hearts we start to see steps in the darkness. We program our subconsciousness to look for the answers and find them. We follow deep feeling of belief that in other words, I like to call intuition.
Intuition is the core for many successful businesses, for greatest of books and pieces of art.
When you follow your intuition in planning or manifesting you first open doors in your mind and then in your life. Yes, it is easy to mistaken intuition with somethings else. I hear this concern very often and still repeatedly have it my mind. So here I want to give a very important hint:
When you try to distinguish whether it is an intuitive feeling or not, ask yourself: Am I feeling it from a place of fear or from a place of trust? What am I afraid of in this situation? Do I try to run away from something I am afraid of with this feeling? If your answer is yes, it’s probably not intuition. As our intuitive feelings always create, not destroy.
The laws of the Universe makes it clear: The manifestation and planning are more effective when you are a sensitive person! All we need to do is switch from our fears to best beliefs.
Whether your goal is to finish a project, change your friend group, make more time for passion projects, or improve upon a bad habit, here are 7 easy things you can do to change your life in the next 2 months:
1. You said you wanted to explore more of the city.
You’ve been saying that you want to go to more new places, to see things you haven’t seen before — so why don’t you do it?
This week, pick a different part of town, a new coffee shop, a museum, a restaurant, and go there. Put it on the calendar. Invite a friend. Make it happen.
2. You said you wanted to finish that big project.
Well, you can’t finish a big project until you finish a small project.
When was the last time you started and finished something in a weekend, or even a day? This week, pick one small thing you can finish and then finish it.
Then, next week, pick a slightly larger project (but not too much larger). Finish that.
Before you know it, you’ll be finishing big projects left and right.
3. You said you wanted to go to the gym more.
Ok, so when? When are you going to go?
“I’m going to go, I swear,” isn’t an answer anymore.
Tomorrow, don’t just make that loose promise to yourself that you’ll get there. Set a time and block off everything else. Then, before you go to bed, set what time you’re going to go to the gym again the next day, and the next day.
It’s just a habit. That’s all.
4. You said you wanted to eat healthier.
“Failing to prepare is preparing to fail.”
Is there healthy food in your fridge? Do you already know what you want to make for breakfast, lunch, and dinner?
People eat unhealthfully, and live unhealthy lives, primarily out of a bad habit of failing to prepare. But if you had healthy food around, and if it was more of an option, chances are you’d probably eat better.
That’s pretty easy to solve for, isn’t it?
5. You said you wanted to stop scrolling through Instagram so often.
Well, is the app on the home screen of your smartphone?
That sort of easy access makes it difficult to break a bad habit.
Instead, move it to the last page. Maybe even delete it altogether. If you want to break a bad habit, you have to break your relationship to the activity — not forever, but for the time being.
6. You said you wanted to surround yourself with more positive people.
Ok, so what are you doing back at that dumpy bar with those same five friends you know aren’t going anywhere in life?
“You are a reflection of the five people you spend the most time with.”
I’m all for having friends with all sorts of different interests and backgrounds and aspirations. But if you have a goal, and if you want to improve something about yourself, and the people you’re always with make that process more difficult, then you need to reassess.
So, the next time they invite you out, say “No.”
Instead, give that other friend of yours a call. Maybe you two have never hung out. Cool, then dive in. Go grab a coffee. Change the dynamic and see where things go.
7. You said you wanted to work on yourself.
Let me guess: Netflix before bed?
Look, there is nothing wrong with watching a little TV every now and then. But working on yourself is, well, it’s work. And if you don’t prioritize things like self-reflection, journaling, meditation, etc., then you’re never going to grow into the person you know you’re capable of becoming.
Self-development is a practice. You can’t think about it like this big mountain you’re one day going to wake up having conquered. It doesn’t work like that.
Instead, focus on what you can do today that will quiet your mind down and allow you to really sit with yourself.
Before you go to bed, write a page in your journal.
You’ll be amazed at what you find out about yourself.
In this new era, often called the Information Economy — workers aren’t valued for their productivity on the assembly line, or for their ability to work productively as a cog within a larger machine. They’re valued for their ability to innovate rapidly to outpace their competition. From 1955 to 2016 only 12% of the Fortune 500 companies have maintained their place atop the pecking order. The companies no longer on the list were out innovated by newer competitors.
Schumpeter coined this process in his 1942 paper “Capitalism, Socialism, and Democracy” — Creative Destruction. The new eating the old.
“When innovation deconstructs long-standing arrangements and frees resources to be deployed elsewhere.”
This process is accelerating. The costs of entrepreneurship have declined by a factor of 10, twice over in the last few decades. From an estimated $500,000 decades ago, to $50,000 during the dot com era, and now to $5000.
I believe the push-pull of these converging trends is creating an interesting opportunity. We’re at a point where anyone with economic stability can start a new company. Yet fewer and fewer companies are being successfully started. Why?
Let’s look to the World Economic Forum 2016 Future of Jobs Report for an answer. This new era is requiring new skills from workers, skills which our education systems are in some respects, failing to provide.
The most interesting implication of this research lies in the opportunity available to anyone who can cultivate these new skills in themselves.
For that reason, the purpose of this article is to show you what these 10 skills are, and to help you understand how you can develop them within yourself.
Complexity is defined as the number of variables or inputs into a system. Take managing a team as an example. Each additional team member adds their own desires, competencies, work patterns and perspectives to the team.
This makes the team more complex. Both because of the new members added inputs but also because of interactions of their inputs with the existing inputs of the team.
Basically every new factor makes a problem exponentially more complex. Skilled people can grapple with this complexity and derive strategies and outputs from them.
Defined by Nobel Prize winner H.A Simon:
The capacity of the human mind for formulating and solving complex problems is very small compared with the size of the problem whose solution is required for objectively rational behavior in the real world or even for a reasonable approximation to such objective rationality.
Jim Collins defines complex problems as Big, Hairy, Audacious Goals. These goals; like combatting the mental health crisis in my hometown of Toronto, Canada have multiple stakeholders, root causes, semi-viable solutions and more making even understanding them incredibly complex.
Having heuristics, or frameworks to tackle understanding, framing, solving, and implementing solutions to complex problems is, and will continue to be, critical to entrepreneurs worldwide who desire to make an impact.
Critical thinking goes hand in hand with complex problem solving. The simple definition for critical thinking is it’s clear, logical argument construction done through clearly defining our statements and then organizing them into arguments or conclusions.
For example; If A, then B. A. So B.
A: If I make a coffee,
B: Then I will drink it.
I just made a coffee. So I’m drinking it.
This is useful and any entrepreneur should cut their teeth on basic logical argument construction. This textbook was useful for me. However there are issues projecting the critical thinking process into the chaos of solving Big, Hairy, Audacious Goals (BHAGS). That’s why I prefer the following approach.
When solving problems we create simplified models, or abstractions of reality, which help us to process the critical elements of some scenario. Because simply put we don’t have the power to handle all the variables (A, B, C etc) that come from real life. The following two steps outline how we naturally handle this variability.
Step one of critical thinking is our capacity to, both funnel the sensory stimulus of the world into discrete data points, and then create meaning from those data points in the form of increased understanding about reality at one moment in time.
2. Step two is to create webs over time of these data points. These webs give us an understanding of reality that’s; accurate, projectable to other situations, and consistent across time.
This process is constantly ongoing moment to moment. You’re doing it right now as you read this article. By understanding the process of processing the information dump of reality, we can more efficiently draw potent conclusions, which compounded over time give us the rich cognitive capacity to work with complex problems.
“Your ability to generate innovative ideas is not merely a function of the mind, but also a function of five key behaviours that optimize your brain for discovery.”
These five key behaviours are:
Associating: drawing connections between questions, problems, or ideas from unrelated fields.
Questioning: posing queries that challenge common wisdom.
Observing: scrutinizing the behavior of customers, suppliers, and competitors to identify new ways of doing things.
Networking: meeting people with different ideas and perspectives.
Experimenting: constructing interactive experiences and provoking unorthodox responses to see what insights emerge.
This model is fascinating for a number of reasons.
It shows the leaps humans uniquely make, once we i) understand the problem ii) and find the patterns. Enabling us to iii) synthesize solutions.
Each of these individual activities can be done by anyone, and creativity is them being done in aggregate. Which means creativity can be trained.
A 2012 Adobe study on creativity shows only 1 in 4 people believe they are living up to their own creative potential. This is a key indicator of why falling rates of entrepreneurship mirror falling creativity rates.
Globalized business is accelerating the complexity of our problems, and we lack the skills to understand these systems, and to synthesize solutions to them.
However if we can learn to unlock our creativity, and further to implement the innovations we generate. We can create ventures which have an exponential impact over what was possible in the more nationalized past.
People. This means EQ, inspiring, motivating, encouraging, and leading.
Management. This means hiring, firing, training, disciplining, evaluating, and directing.
These two components may seem at odds. But the effective manager expertly balances both as they move their team towards their goal. That may be as a representative of a corporation attempting to meet some strategic goal. Or as an individual entrepreneur leading those around them towards some desired end state.
The main job to be done by the people manager is drawing out the best of the people around them. Top to bottom organizational leaders enable success.
Effective people managers balance cooperation, respect, self-motivation, and trust. Inherent to leading others is leading oneself. Thus the effective people manager knows their internal rhythms, they’ve aligned their actions with their goals, and have harnessed the discipline required to weather the ups and downs of any Big, Hairy, Audacious, Goal.
To sum up: Imagine you’re sitting in your office. A star employee walks in. They’ve been offered a better position at a rival firm. They’re thinking of taking it, but they wanted to check in with you first. You need to lead this situation to create the best outcome for yourself, your company, and the star employee. How do you respond?
Scenario 2. Your CFO walks in. They say you’re not going to meet some financial target for this period. You’ve got to roll up your sleeves and manage this situation.
In both cases action is required of you. Yet the situations are drastically different. One requires leadership, the other management. Yet both can occur for an entrepreneur in a given day. You must be an expert at both.
People management inherently has power imbalances. Manager and employee. Team leader and team member. The most powerful entrepreneurs know how to operate when they’re on either side of the equation, and when they’re balanced with their peer.
This peer could be a fellow manager, or entrepreneur. It could be an investor, partner, or stakeholder in your field. The point here isn’t looking out at the world and seeing a hierarchy.
It’s about recognizing when their are mutual dependencies, or when those dependencies are one sided or situation specific. For example employees rely on employers for income, while employers rely on employees for output. Whereas fellow entrepreneurs may rely on each other for mutual benefits to their business model.
That’s what coordinating with others is all about — understanding other people, and having the tools to manage mutually dependent relationships.
Emotional intelligence is being able to understand and manage the emotions of yourself and others. It includes three skills:
Emotional awareness — knowing when and what feelings are present in ourselves and others. It includes emotional literacy, which is being able to label these emotions and thus act upon them. At its highest level one can anticipate emotions from external and internal stimulis and thus regulate them over time.
Harnessing emotions — after awareness and literacy, or recognizing and understanding, comes acting on emotions to enable healthy relationships with others, and with ourself. Once we control our emotions we can lead interactions with others, diffuse tense situations, and generally lead those around us in a mutually beneficial way.
Managing emotions — The culmination of the previous two skills is being able to anticipate, understand, harness and then manage emotions proactively. Instead of reacting, we respond with the appropriate emotion. You need calm to focus on some task? The emotionally intelligent manager can regulate their internal state to create that emotional presence. The same applies for creating enthusiasm for a task in our team.
Imagine a customer calls you. They’re upset. An order they were relying on was late, and they lost a client as a result. They’ve been a loyal customer for years and you’ve let them down.
It may or may not have been your fault, or the fault of someone in your company. But they’re an ally, a friend, and a customer. An entrepreneur with high emotional intelligence can handle the situation.
Watch for your internal reactions to the thorny situations that crop up today. How do you act? Do you ride the wave? Or do you analyze, understand and respond with the emotion you desire to feel?
Judgement and decision making is a combination of complex-problem solving, critical thinking, creativity, people management, coordination and emotional intelligence.
It’s being able to analytically assess a situation, understand the implications, recognize the scope and possibilities, harness your organizational resources both internally and externally, and oversee the solutions implementation.
This is an extremely hard thing to do consistently and it requires great mental discipline, willpower, and focus. The most effective entrepreneurs do this daily. They escape the trap of putting out the day’s fires, and instead focus on solving the organization’s highest level problems. The ones you, as a leader, can’t see today. The problems firms are running towards without realizing it.
“The ability and desire to anticipate, recognize and meet others’ needs, sometimes even before those needs are articulated.”
From the perspective of an organizational leader, I think the conversation around service orientation should focus on servant leadership.
The phrase Servant Leadership was coined by Robert K. Greenleaf’s 1970 essay “The Servant as Leader”:
“The difference manifests itself in the care taken by the servant-first to make sure that other people’s highest priority needs are being served. The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived?“
As a perspective on leadership this concept is ground-breaking. Generally we think of organizations as benefiting those in the highest positions the most. The CEO is paid the most, and then the benefits trickle down.
Servant leadership flips this hierarchy upside down. The CEO is responsible to the MOST people. They above all others need to help everyone in their organization: self actualize, support their families, and rise above their economic station.
Those in the most junior positions have the most people encouraging them, and seeking to help them become better servants themselves as they grow and flourish.
Think about the diagram above again. But instead of organizational waste products like blame, busy work and making coffees. Those on the bottom were instead absolutely splattered in encouragement, learning opportunities, meaningful work, care for their home lives, and emotional/mental health support.
In that world organizations would come to resemble families more than machines. This is what Frederic Laloux calls a “Teal Organization” in his insightful work “Reinventing Organizations”. The Moment, an innovation consultancy, found by shifting their company to Teal, they created more purpose, balanced decision making, and transparency.
Ask yourself as you work moving forward — in this moment am I acting as a servant or as a power leader?
Negotiation is the process by which parties mediate differences. Ideally compromise or agreements are reached which avoid arguments and dispute. The principles driving negotiation are:
And Maintaining Relationships.
To effectively negotiate a leader needs a clear understanding of their current position, as well as their desired outcome, the path connecting these two creates their strategy.
Imagining an actual path both parties are moving along. We can imagine negotiation as the process where two parties with crossing paths compromise so as to both deviate from their separate paths as little as possible.
In this model it’s obvious transparency, trust, and mutual understanding are paramount to becoming enablers and not obstacles to each others paths. This holds true anywhere in life. Whether it’s romantic relationships, friendships, peers, or family. We’re constantly negotiating our desires, beliefs, hopes, and uncertainties with those of the people around us.
Whether we choose to act as allies, and mutual enablers is up to each of us. By “taking the high road” and being the first to operate openly, you create a space where others can follow your lead.
Try it. As you negotiate your unique path, attempt to understand the paths of those around you, how they align with yours, and how, as partners, you can help each other to better move along your separate paths.
The ability to switch between thinking about two different concepts.
The ability to think about multiple concepts simultaneously.
Here’s an example. This image contains two concepts organized by two categories: colour and object type. Someone whose cognitively flexible can separate the concept from the specific implementation i.e “blue” separated from the blue cat, and then recombine or pull new concepts into new objects like a blue dog, or grey cat.
Cognitive flexibility draws both on ones critical thinking — what is and isn’t, and their creativity — what could be.
As an entrepreneur you’re constantly switching between different tasks, and dealing with different variations of similar problems. The more you can reduce your cognitive “switching cost”, and better synthesize new solutions from varying fields and disciplines. The better equipped you are to operate in an environment of uncertainty and speed. As most entrepreneurs do.
So we’re arrived. To recap the 10 Skills You Should Develop Are:
Coordinating With Others
Judgement and Decision Making
Each of these skills can be trained and developed. But it requires dedication, self-confidence and trust in others.
My advice for getting started? Pick an ambitious project for your spare time and get cracking. You’ll find by working on a complex, enjoyable project (for instance I’m building a hydroponic lettuce garden) you’ll naturally employ most, or all of these skills and will become a more effective leader, and happier, more interesting person as a result.