Friday, December 22, 2006

Are you ready to be optimistic

worth reading and applying in 07

The Power of Positive Self-Talk Brian Tracy
Perhaps the most powerful influence on your attitude and personality is what you say to yourself, and believe. It is not what happens to you, but how you respond internally to what happens to you, that determines your thoughts and felling and, ultimately, your actions. By controlling your inner dialogue, or "self-talk," you can begin to assert control over every other dimension of your life. Your self-talk, the words that you use to describe what is happening to you, and to discuss how you feel about external events, determines the quality and tone of your emotional life. When you see things positively and constructively and look for the good in each situation and each person, you have a tendency to remain naturally positive and optimistic. Since the quality of your life is determined by how you feel, moment to moment, one of your most important goals should be to use every psychological technique available to keep yourself thinking about what you want and to keep your mind off of what you don't want, or what you fear.

Arnold Toynbee, the historian, developed what he called the "challenge-response theory" of history. In studying the rise and fall of 20 major world civilizations, Toynbee concluded that each civilization started out as a small group of people - as a village, as a tribe or in the case of the Mongol empire, as just three people who had survived the destruction of their small community. Toynbee concluded that each of these small groups faced external challenges, such as hostile tribes. In order to survive, much less thrive, these small groups had to reorganize themselves to deal positively and constructively with these challenges. By meeting each of these challenges successfully, the village or tribe would grow. Even greater challenges would be triggered as a result. And if this group of people continued to meet each challenge by drawing upon its resources and winning out, it would continue to grow until ultimately it became a nation-state and then a civilization covering a large geographical area.

Toynbee looked at the 21 great civilizations of human history, ending with the American civilization, and concluded that these civilizations began to decline and fall apart when their citizens and leaders lost the will or ability to rise to the inevitable external challenges occasioned by their very size and power.

Toynbee's theory of civilizations can be applicable to our life as well. You are continually faced with challenges and difficulties, with problems and disappointments, with temporary setbacks and defeats. They are an unavoidable and inevitable part of being human. But, as you draw upon your resources to respond effectively to each challenge, you grow and become a stronger and better person. In fact, without those setbacks, you could not have learned what you needed to know and developed the qualities of your character to where they are today. Much of your ability to succeed comes from the way you deal with life. One of the characteristics of superior men and women is that they recognize the inevitability of temporary disappointments and defeats, and they accept them as a normal and natural part of life. They do everything possible to avoid problems, but when problems come, superior people learn from them, rise above the, and continue onward in the direction of their dreams.

Dr. Martin Seligman of the University of Pennsylvania has written a fascinating book based on his 25 years of research into this subject. It's titled Learned Optimism. In this book, Dr. Seligman explains the basic response patterns of both positive and negative people. As a result of his many years of work in cognitive therapy, and the use of exhaustive testing, he finds, quite simply, that optimistic people tend to interpret events in such a way that they keep their minds positive and their emotions under control. Optimists develop the habit of talking to themselves in constructive ways. Whenever they experience an adversity, they immediately describe it to themselves in such a way that it loses its ability to trigger negative emotions and feelings of helplessness. Dr. Seligman says that are three basic differences in the reactions of optimists and pessimists. The first difference is that the optimist sees a setback as temporary, while the pessimist sees it as permanent. The optimist sees an unfortunate event, such as an order that falls through or a sales call that fails, as a temporary event, something that is limited in time and that has no real impact on the future. The pessimist, on the other hand, sees negative events as permanent, as part of life and destiny. For example, let's say that the optimistic salesperson makes 10 calls on likely prospects, and every one of those calls is unsuccessful. The optimist simply interprets this as a temporary event and a matter of averages or probabilities. The optimist concludes that, with every temporary failure, he is moving closer to the prospect who will turn into a sale. The optimist dismisses the event and goes on cheerfully to the 11th and 12th prospects. The pessimist sees the same situation differently. The pessimist has a tendency to conclude that 10 unsuccessful sales calls is an indication that the economy is terrible and that there is no market for his product. The pessimist generalizes and begins to see the situation and his career as hopeless. While the optimist just shrugs it off and gets on with the next call, the pessimist becomes discouraged and loses heart and enthusiasm for the hard work of prospecting. The second difference between the optimist and the pessimist is that the optimist sees difficulties as specific, while the pessimist sees them as pervasive. This means that when things go wrong for the optimist, he looks at the event as an isolated incident largely disconnected from other things that are going on in his life. For example, if something you were counting on failed to materialize and you interpreted it to yourself as being an unfortunate event, but something that happens in the course of life and business, you would be reacting like an optimist. The pessimist, on the other hand, sees disappointments as being pervasive. That is, to him they are indications of a problem or shortcoming that pervades every area of life. If a pessimist worked hard to put together a business deal and it collapsed, he would tend to assume that the deal did not work out was because the product or the company or the economy was in poor shape and the whole business was hopeless. The pessimist would tend to feel helpless, unable to make a difference and out of control of his destiny. The third difference between optimists and pessimists is that optimists see events as external, while pessimists interpret events as personal. When things go wrong, the optimist will tend to see the setback as result from external factors over which one has little control. If the optimist is cut off in traffic, for example, instead of getting angry or upset, he will simply downgrade the importance of the event by saying something like, "oh, well, I guess that person is just having a bad day." The pessimist has a tendency to take everything personally. If the pessimist is cut off in traffic, he will react as though the other driver has deliberately acted to upset and frustrate him. The pessimist will become angry and negative and want to strike out and get even. Often, he will honk his horn or yell at the other driver. There is a natural tendency in all of us to react emotionally when our expectations are frustrated in any way. When something we wanted and hoped for fails to materialize, we feel a temporary sense of disappointment and unhappiness. We feel disillusioned. We react as though we have been punched in the "emotional solar plexus." The optimistic person, however, soon moves beyond this disappointment. He responds quickly to the adverse event and interprets it as being temporary, specific and external to himself. The optimist takes full control of his inner dialogue and counters the negative feelings by immediately reframing the event so that it appear positive in some way.

*About the Author: Brian Tracy is a leading authority on personal and business success. As Chairman and CEO of Brian Tracy International, he is the best-selling author of 17 books and over 300 audio and video learning programs.

No comments: