Chapter 5 Clarifying What Matters Most To You, Defining Your Mission
Author quotes from Chapter 5:
“Our allies in this endeavor will be the soul, the heart, and the creative mind. The soul is that which pulls us toward a meaningful purpose for our lives. The heart shows us our true feelings about where we want to go and what we want to do. The creative mind focuses on the big picture thus helping us to rise above our fears and limitations.
As an entry point for defining your mission, the first exercise is to clarify the purpose of your current job. The only criteria for answering the following questions are to be honest and to respond as quickly as possible. There are no ‘right’ answers, and over-analyzing can lead to confusion. Write down three reasons as to: One, why were you hired? Two, why did you receive your last promotion?
Why do you work? Now lets deal with your motives for working. As you respond to the next three questions, remember it is always vitally important to be truthful. As the sage said, ‘The truth about yourself will set you free’. Provide at least three answers to each question: One, why do you work? Two, what does work mean to you? Three, what do you want from work?
Take a moment to reflect on these questions: What frame of mind would you like to be in at the beginning of each day? What feelings would you like to experience at the end of the day? After you’re gone, what would you like people to say about you?
Having a love affair with life and avoiding risk are mutually exclusive. The game of life is meant to be played. All active participants win, for the score is unimportant. It is the level of commitment that counts. Observers, the non-risk takers, watch from the sidelines, stimulated only by the fantasy of playing. And then suddenly the game is over.”
My passion for realizing the potential of each and every human I come in contact with hasn’t set well with management types. Why? Most have several behaviors that my passion comes in conflict with, including:
Superiority (they were the boss, and I was not to interfere)
Interference (saw me as having to much familiarity with their subordinates issues)
Nonverbal (some communication styles are fraught with all kinds of “subtleties”)
Confidentiality (they don’t like sharing much important information because it means they could be replaced if subordinates “know too much”)
Sabotage (saw me as a threat to them, and, in my last assignment, a threat to their power structure, or in other words, “the good old boy” network, which was very strong)
Laziness (there were several management types who were just plain lazy, and my efforts interfered because I expected something of them)
Fear of loss of control when their subordinates talked to “HR”