21 Things The Unlimited Woman Does NOT Fear

We all know that women have amazing super powers that allow her to rear children, run businesses, give to her community, excel in her career and do it ALL while looking good! Women seem to naturally have skill sets that allow them to effortlessly be and do much for so many. Even though it seems she can do it all and is the superwoman in her world, there are areas in life where she sometimes feels inadequate or has fear that deter her from using her unlimited 'super powers'.

Fear impacts our drive and will to succeed. When our focus is directed towards "I Can" & "I Will", power is taken away from the fears we have.

The unlimited woman will face many emotions, including doubt and fear but she overcomes when she embraces all the reasons why she is FEARLESS & UNLIMITED!

Check out 21 reasons why the unlimited woman is a winner:

1) Investing in herself and her development.
2) Embracing her unique & authentic self.
3) She does not fear 'getting out of her comfort zone'.
4) Being completely comfortable in her skin.
5) She does not fear failure, she knows it is an opportunity for growth.
6) Being transparent and asking for help.
7) Redefining herself when necessary.
8) Trying something new.
9) Being unconventional and willing to think outside of the "box". She does not accept boxes that she or others try to put her in.
10) Receiving valuable feedback from trusted sources.
11) Change, she knows life happens but she has the power to shift the direction of her life.
12) Being vulnerable, yet wise.
13) Success. She doesn't fear success because it is a reflection of her tribe and her success benefits her community.
14) Managing relationships appropriately. (ie. Building, redefining, ending some, etc.)
15) Collaborating with and supporting other women.
16) She doesn't fear honoring the gifts in others.
17) The future. She doesn't fear the future, because she creates a plan.
18) Love, being loved, giving love.The unlimited woman does not fear love, but welcomes it.
19) She does not fear asking for help and does not fear creating what she needs.
20) Getting 'it' wrong from time to time. She knows that sometimes getting 'it' wrong grants the space to learn a in new or different way.
21) She doesn't fear diversity but she sees the value and beauty in it.

How do you face & overcome your fears and doubts as you lead an unlimited life? Use the hashtag #unlimited16

35 Tips to Make This Your Best Year Yet

*As originally posted on www.robinsharma.com*

35 Fast Tips to Make This Your Best Year Yet

I’m sitting on an airplane thinking about what the best performers and most successful people do to continually outperform everyone around them.

As we enter what I hope will be the single best year of your life yet, I’ve come up with 35 Tips that I invite you to concentrate on. Share these tips, reflect on then, post them where you can see them – and allow them to infuse your mindset:

1. Remember that the quality of your life is determined by the quality of your thoughts.
2. Keep the promises you make to others – and to yourself.
3. The project that most scares you is the project you need to do first.
4. Small daily improvements are the key to staggering long-term results.
5. Stop being busy being busy. This New Year, clean out the distractions from your work+life and devote to a monomaniacal focus on the few things that matter.
6. Read “The War of Art”.
7. Watch “The Fighter”.
8. In a world where technology is causing some of us to forget how to act human, become the politest person you know.
9. Remember that all great ideas were first ridiculed.
10. Remember that critics are dreamers gone scared.
11. Be “Apple-Like” in your obsession with getting the details right.
12. Take 60 minutes every weekend to craft a blueprint for the coming seven days. As Saul Bellow once said: “A plan relieves you of the torment of choice.”
13. Release your need to be liked this New Year. You can’t be a visionary if you long to be liked.
14. Disrupt or be disrupted.
15. Hire a personal trainer to get you into the best shape of your life. Superstars focus on the value they receive versus the cost of the service.
16. Give your teammates, customers and family one of the greatest gifts of all: the gift of your attention (and presence).
17. Every morning ask yourself: “How may I best serve the most people?”
18. Every night ask yourself: “What 5 good things happened to me this day?”
19. Don’t waste your most valuable hours (the morning) doing low value work.
20. Leave every project you touch at work better than you found it.
21. Your job is not just to work. Your job is to leave a trail of leaders behind you.
22. A job is not “just a job”. Every job is a gorgeous vehicle to express your gifts and talents – and to model exceptionalism for all around you.
23. Fears unfaced become your limits.
24. Get up at 5 am and take 60 minutes to prepare your mind, body, emotions and spirit to be remarkable during the hours that follow. Being a superstar is not the domain of the gifted but the prepared.
25. Write love letters to your family.
26. Smile at strangers.
27. Drink more water.
28. Keep a journal. Your life’s story is worth recording.
29. Do more than you’re paid to do and do work that leaves your teammates breathless.
30. Leave your ego at the door every morning.
31. Set 5 daily goals every morning. These small wins will lead to nearly 2000 little victories by the end of the year.
32. Say “please” and “thank you”.
33. Remember the secret to happiness is doing work that matters and being an instrument of service.
34. Don’t be the richest person in the graveyard. Health is wealth.
35. Life’s short. The greatest risk is risk-less living. And settling for average.

I genuinely wish you the best year of your life.

Stay Great.

All green lights.

- See more at: http://www.robinsharma.com/blog/01/35-fast-tips-to-make-this-your-best-year-yet/#sthash.jsV7yzbc.dpuf

Robin Sharma is the globally celebrated author of 15 international bestselling books on leadership including The Leader Who Had No Title, the phenomenal #1 blockbuster that is inspiring a movement around the idea that “Now, anyone - in any organization - can show Leadership”. His work has been published in over 62 countries and in nearly 75 languages, making him one of the most widely read authors in the world. He shot to fame with The Monk Who Sold His Ferrari, which has topped international bestseller lists and sold over 4,000,000 copies. Robin is the founder of Sharma Leadership International Inc., a training firm with only one focus: helping people in organizations Lead Without a Title. Clients comprise of many of the FORTUNE 500 including Microsoft, GE, NIKE, FedEx and IBM. Organizations such as NASA, IMD Business School, Yale University and The Young President's Organization are also SLI clients. Robin is a former litigation lawyer who holds two law degrees including a Masters of Law (Dalhousie Law School).

8 Subconscious Behaviors That Are Keeping You From Having The Life You Want

**As originally posted on soulanatomy.org** 

Every generation has a “monoculture” of sorts, a governing pattern or system of beliefs that people unconsciously accept as “truth.”

It’s easy to identify the monoculture of Germany in the 1930s, or America in 1776. It’s clear what people at those times, in those places, accepted to be “good” and “true” even when in reality, that was certainly not always the case.

The objectivity required to see the effects of present monoculture is very difficult to maintain (once you have so deeply accepted an idea as ‘truth’ it doesn’t register as ‘cultural’ or ‘subjective’ anymore) … but it’s crucial.

So much of our inner turmoil is simply the result of conducting a life we don’t inherently agree with, because we have accepted an inner narrative of “normal” and “ideal” without ever realizing.

The fundamentals of any given monoculture tend to surround how to live your best life, how to live a better life, and what’s most worth living for (nation, religion, self, etc.) and there are a number of ways in which our current system has us shooting ourselves in the feet as we try to step forward. Simply, there are a few fundamentals on happiness, decision making, instinct following and peace finding that we don’t seem to understand.

So here, eight of the daily behaviors and unconscious habits that are keeping you from the life you really want.

1. You believe that creating your best possible life is a matter of deciding what you want and then going after it, but in reality, you are psychologicallyincapable of being able to predict what will make you happy. Your brain can only perceive what it’s known, so when you choose what you want for the future, you’re actually just re-creating a solution or an ideal of the past. Ironically, when said ideas don’t come to fruition (things never look the way we think they will) you suffer, because you think you’ve failed, when really, you’re most likely experiencing something better than you could have chosen for yourself at the time. (Moral of the story: Living in the moment isn’t a lofty ideal reserved for the zen and enlightened, it’s the only way to live a life that isn’t infiltrated with illusions… it’s the only thing your brain can actually comprehend.)

2. You extrapolate the present moment because you believe that success is somewhere you “arrive,” so you are constantly trying to take a snapshot of your life and see if you can be happy yet.  You accidentally convince yourself that any given moment is your life, when in reality, it is a moment in your life. Because we’re wired to believe that success is somewhere we get to – when goals are accomplished and things are completed – we’re constantly measuring our present moments by how “finished” they are, how good the story sounds, how someone else would judge the summary. (If at any point you find yourself thinking: “is this all there is?” you’re forgetting that everything is transitory. There is nowhere to “arrive” at. The only thing you’re rushing toward is death. Accomplishing goals is not success. How much you learn and enjoy and expand in the process of doing them is.)

3. You assume that when it comes to following your “gut instincts,” happiness is “good,” and fear and pain is “bad.” When you consider doing something that you truly love and are invested in, you are going to feel an influx of fear and pain, mostly because it will involve being vulnerable. When it comes to making decisions, you have to know that bad feelings are not deterrents. They are indicators that you want to do something, but it scares you (which are the things most worth doing, if you ask me). Not wanting to do something would make you feel indifferent about it. Fear = interest. 

4. You needlessly create problems and crises in your life because you’re afraid of actually living it. The pattern of unnecessarily creating crisis in your life is actually an avoidance technique. It distracts you from actually having to be vulnerable or held accountable or whatever it is you’re afraid of. You’re never upset for the reason you think you are: at the core of your desire to create a problem is simply the fear of being who you are, and living the life you want.

5. You think that to change your beliefs, you have to adopt a new line of thinking, rather than seek experiences that make that thinking self-evident. A belief is what you know to be true because experience has made it evident to you. If you want to change your life, change your beliefs. If you want to change your beliefs, go out and have experiences that make them real to you. Not the opposite way around.

6. You think “problems” are road blocks to achieving what you want, when in reality, they are pathways.If you haven’t heard it before, Marcus Aurelius sums this up well: “The impediment to action advances action. What stands in the way becomes the way.” Ryan Holiday explains it with even greater grace and economy: “The obstacle is the way.” Simply, running into a “problem” forces you to take action to resolve it. That action leads you down the path you had ultimately intended to go anyway, as the only “problems” in your life ultimately come down to how you resist who you are and how your life naturally unfolds.

7. You think your past defines you, and worse, you think that it is an unchangeable reality, when really, your perception of it changes as you do.  Because experience is always multi-dimensional, there are a variety of memories, experiences, feelings, “gists” you can choose to recall… and what you choose is indicative of your present state of mind. So many people get caught up in allowing the past to define them, or haunt them, simply because they have not evolved to the place of seeing how the past did not prevent them from achieving the life they want… it facilitated it (see: the obstacle is the way). This doesn’t mean to disregard or gloss over painful or traumatic events, but simply to be able to recall them with acceptance and to be able to place them in the storyline of your personal evolution.

8. You try to change other people, situations and things (or you just complain/get upset about them) when anger = self-recognition. Most negative emotional reactions are you identifying a disassociated aspect of yourself. Your “shadow selves” are the parts of you that, at some point, you were conditioned to believe were “not okay,” so you suppressed them and have done everything in your power not to acknowledge them. You don’t actually dislike these parts of yourself, though, you absolutely love them. So when you see somebody else displaying one of these traits, it absolutely infuriates you, not because you inherently dislike it, but because you have to fight your desire to fully integrate it into your whole consciousness. The things you love about others are the things you love about yourself. The things you hate about others are the things you cannot see in yourself.

Photography: Nathan Congleton

Author- Brianna Wiest

How Leaders Create and Use Networks

By Herminia Ibarra and Mark Lee Hunter From the January 2007 Issue of the Harvard Business Review

            

When Henrik Balmer became the production manager and a board member of a newly bought-out cosmetics firm, improving his network was the last thing on his mind. The main problem he faced was time: Where would he find the hours to guide his team through a major upgrade of the production process and then think about strategic issues like expanding the business? The only way he could carve out time and still get home to his family at a decent hour was to lock himself—literally—in his office. Meanwhile, there were day-to-day issues to resolve, like a recurring conflict with his sales director over custom orders that compromised production efficiency. Networking, which Henrik defined as the unpleasant task of trading favors with strangers, was a luxury he could not afford. But when a new acquisition was presented at a board meeting without his input, he abruptly realized he was out of the loop—not just inside the company, but outside, too—at a moment when his future in the company was at stake.

Henrik’s case is not unusual. Over the past two years, we have been following a cohort of 30 managers making their way through what we call the leadership transition, an inflection point in their careers that challenges them to rethink both themselves and their roles. In the process, we’ve found that networking—creating a fabric of personal contacts who will provide support, feedback, insight, resources, and information—is simultaneously one of the most self-evident and one of the most dreaded developmental challenges that aspiring leaders must address.

Their discomfort is understandable. Typically, managers rise through the ranks by dint of a strong command of the technical elements of their jobs and a nose-to-the-grindstone focus on accomplishing their teams’ objectives. When challenged to move beyond their functional specialties and address strategic issues facing the overall business, many managers do not immediately grasp that this will involve relational—not analytical—tasks. Nor do they easily understand that exchanges and interactions with a diverse array of current and potential stakeholders are not distractions from their “real work” but are actually at the heart of their new leadership roles.

Like Henrik (whose identity we’ve disguised, along with all the other managers we describe here), a majority of the managers we work with say that they find networking insincere or manipulative—at best, an elegant way of using people. Not surprisingly, for every manager who instinctively constructs and maintains a useful network, we see several who struggle to overcome this innate resistance. Yet the alternative to networking is to fail—either in reaching for a leadership position or in succeeding at it.

Watching our emerging leaders approach this daunting task, we discovered that three distinct but interdependent forms of networking—operational, personal, and strategic—played a vital role in their transitions. The first helped them manage current internal responsibilities, the second boosted their personal development, and the third opened their eyes to new business directions and the stakeholders they would need to enlist. While our managers differed in how well they pursued operational and personal networking, we discovered that almost all of them underutilized strategic networking. In this article, we describe key features of each networking form (summarized in the exhibit “The Three Forms of Networking”) and, using our managers’ experiences, explain how a three-pronged networking strategy can become part and parcel of a new leader’s development plan.

 The Three Forms of Networking Managers who think they are adept at networking are often operating only at an operational or personal level. Effective leaders learn to employ networks for strategic purposes.

Operational Networking

All managers need to build good working relationships with the people who can help them do their jobs. The number and breadth of people involved can be impressive—such operational networks include not only direct reports and superiors but also peers within an operational unit, other internal players with the power to block or support a project, and key outsiders such as suppliers, distributors, and customers. The purpose of this type of networking is to ensure coordination and cooperation among people who have to know and trust one another in order to accomplish their immediate tasks. That isn’t always easy, but it is relatively straightforward, because the task provides focus and a clear criterion for membership in the network: Either you’re necessary to the job and helping to get it done, or you’re not.


Although operational networking was the form that came most naturally to the managers we studied, nearly every one had important blind spots regarding people and groups they depended on to make things happen. In one case, Alistair, an accounting manager who worked in an entrepreneurial firm with several hundred employees, was suddenly promoted by the company’s founder to financial director and given a seat on the board. He was both the youngest and the least-experienced board member, and his instinctive response to these new responsibilities was to reestablish his functional credentials. Acting on a hint from the founder that the company might go public, Alistair undertook a reorganization of the accounting department that would enable the books to withstand close scrutiny. Alistair succeeded brilliantly in upgrading his team’s capabilities, but he missed the fact that only a minority of the seven-person board shared the founder’s ambition. A year into Alistair’s tenure, discussion about whether to take the company public polarized the board, and he discovered that all that time cleaning up the books might have been better spent sounding out his codirectors.


One of the problems with an exclusive reliance on operational networks is that they are usually geared toward meeting objectives as assigned, not toward asking the strategic question, “What should we be doing?” By the same token, managers do not exercise as much personal choice in assembling operational relationships as they do in weaving personal and strategic networks, because to a large extent the right relationships are prescribed by the job and organizational structure. Thus, most operational networking occurs within an organization, and ties are determined in large part by routine, short-term demands. Relationships formed with outsiders, such as board members, customers, and regulators, are directly task-related and tend to be bounded and constrained by demands determined at a higher level. Of course, an individual manager can choose to deepen and develop the ties to different extents, and all managers exercise discretion over who gets priority attention. It’s the quality of relationships—the rapport and mutual trust—that gives an operational network its power. Nonetheless, the substantial constraints on network membership mean these connections are unlikely to deliver value to managers beyond assistance with the task at hand.