My Worth.

My Worth.

Your worth is not a product of your intelligence, your talent, your looks, or how much you have accomplished.

Though much of who and what we are changes as we journey through life, our inherent worth remains constant. While the term self-worth is often used interchangeably with self-esteem, the two qualities are inherently different. Self-esteem is the measure of how you feel about yourself at a given moment in time. Your worth, however, is not a product of your intelligence, your talent, your looks, your good works, or how much you have accomplished. Rather it is an immeasurable and unchanging manifestation of your eternal and infinite oneness with the universe. It represents the cornerstone of the dual foundations of optimism and self-belief. 

Your worth cannot be taken from you or damaged by life's rigors, yet it can easily be forgotten or even actively ignored. By regularly acknowledging your self-worth, you can ensure that you never forget what an important, beloved, and special part of the universe you are.

You are born worthy -- your worth is intertwined with your very being. Your concept of your own self-worth is thus reinforced by your actions. Each time you endeavor to appreciate yourself, treat yourself kindly, define your personal boundaries, be proactive in seeing that your needs are met, and broaden your horizons, you express your recognition of your innate value. During those periods when you have lost sight of your worth, you will likely feel mired in depression, insecurity, and a lack of confidence. You'll pursue a counterfeit worth based on judgment rather than the beauty that resides within. 

When you feel worthy, however, you will accept yourself without hesitation. It is your worth as an individual who is simultaneously interconnected with all living beings that allows you to be happy, confident, and motivated. Because your conception of your worth is not based on the fulfillment of expectations, you'll see your mistakes and failures as just another part of life's journey. 

Human beings are very much like drops of water in an endless ocean. Our worth comes from our role as distinct individuals as well as our role as an integral part of something larger than ourselves. 

Simply awakening to this concept can help you rediscover the copious and awe-inspiring worth within each and every one of us.
Resilience is a collective skill that Leaders can teach their Teams

Resilience is a collective skill that Leaders can teach their Teams

Jun 26, 2017: Weekly Curated Thought-Sharing on Digital Disruption, Applied Neuroscience and Other Interesting Related Matters.

By Luis Gallardo, Be-Yond

Curated by Helena M. Herrero Lamuedra

We tend to think about resilience as something individuals learn through experience: Get knocked down and figure out how to brush yourself off, and chances are, you’ll be back on your feet faster the next time you’re thrown for a loop. But the truth is that resilience is as much a characteristic of high-performing groups as of high-performing individuals. And many of the leaders I know aren’t quite sure what resilience is in the first place, much less how to imbue their workers with it.

Resilience, according to the American Psychological Association, is “the process of adapting well in the face of adversity, trauma, tragedy, threats, or significant sources of stress.”

Unfortunately, business throws some hard punches—not just at individuals, but at entire teams and companies, too. We’ve seen structural changes, angry clients, and missed sales opportunities cause companywide tension. Left unaddressed, these stressors snowball, creating toxic work environments. This can lead workers to mismanage stress, become disengaged, or even give up.

That puts the burden on leaders to take a proactive approach toward building team resilience. Here are three simple techniques that can help.

1. BE AN ALLY, NOT A CRITIC

To build workers’ resilience, you need to buffer their collective stress. Researchers at the Mayo Clinic have confirmed that social support is essential for stress management within and among groups.

While you don’t need to be everyone’s best friend, you do have to cultivate a sense of belonging and self-worth among employees so they can thrive. That doesn’t mean withholding constructive feedback—just ensuring that you give it alongside encouragement and in a spirit of support.

Google CEO Sundar Pichai embodies that ally-to-all mentality. A former project manager described his leadership style to Forbes as inclusive and relationship-focused, saying, “He has great relationships. He’s just not a polarizing figure.” Last October, Pichai made his first round of promotions as CEO and, in sharp contrast with CEO Larry Page, picked company veterans based primarily on their congenial, amiable personalities rather than sheer technical abilities.

To counter stress, encourage employees to take time off, express your confidence in them, and don’t admonish them when they struggle—help them through it. Kindness costs nothing, and it can pay incredible dividends by building up team resilience.

2. REMIND EMPLOYEES WHY YOU’RE ALL IN IT TOGETHER

Working eight-hour days, five days per week, for 50 weeks each year is hard—and that’s if your company still abides by the fading standard workweek. No matter how hard you work, if you’re just in it for the money, keeping up productivity and engagement is nearly impossible. Your teams will weaken and their work will suffer, especially when rough patches hit. To shore up their resilience, you need to continuously remind them why they work as hard as they do.

Bocconi University researcher Nicola Bellé confirmed this with an experiment on nurses assembling surgical kits—a tedious job with potentially life-altering consequences. Nurses who met the health care practitioners who were using the kits made 15% fewer errors and worked 64% longer than their peers. Simply seeing their own impact boosted the nurses’ resilience.

To increase employees’ stamina and coping skills, remind them how their work contributes to the larger purpose that animates your team and your company. Office-bound teams should visit job sites or clients’ headquarters so they can see and hear about their impact firsthand. Encourage happy clients to email compliments directly to those responsible for their accounts.

3. LET TRUSTED TEAMMATES CHOOSE THEIR DUTIES

While inflexible, overstressed workers don’t manage crises very well, more resilient people function better collectively, sharing the pressures of change and uncertainty among themselves. But it’s up to leaders to give their team members the latitude required to form that group resilience. Communicate the company’s end goals, then step back and encourage employees to work toward them in self-directed ways.

Holacracy isn’t for every organization, but all leaders should afford their most trusted employees the flexibility to choose how to execute their own duties. Newer employees might need more direction at first, but veteran team members know what needs to be done, and how they can contribute.

Sometimes the most supportive thing you can do is step back. The skills your employees can gain when you do will serve all of you better when the going gets tough.