The Mental Prisons We Build for Ourselves

“Our life is what our thoughts make it.”Marcus Aurelius, Meditations

Though we like to think of ourselves as free, many of us are confined to a mental prison we’ve built for ourselves.

Our most vicious jailer is our unhealthy “self-talk”—our inner critic that savagely sabotages us with haunting doubts and harsh judgments. We’re our own worst enemy.

We’re a prisoner of our “monkey mind”—feeling unsettled or restless and easily distracted by thoughts that bounce around like agitated apes. Often, we’re dwelling on the past or worrying about the future—always neglecting the present moment.

Most of our mental prisons are fictional stories our minds invent to prevent us from potential suffering. The sad secret, though, is that the suffering is wildly unlikely to occur outside our overactive imaginations. Our mental prisons are fear factories.

“My favorite cartoon shows two haggard captives staring through the bars of a prison window. The odd thing is that there are no walls on the prison, the two men are simply standing in the open, holding bars to their own faces with their own hands.”Martha Beck in Steering by Starlight

Sometimes our mental prison is the need we feel, often flowing from childhood, to gain approval and be liked or admired, or it’s the prison of the expectations of others (or, more accurately, what we presume those expectations to be, often wrongly).

Here’s the thing: We think we’re struggling with the outer game but it’s actually the inner game that’s tripping us up.

“Happiness is an inside game, literally and neurochemically.”Shirzad Chamine, author

 

The Toll of Our Mental Prisons

These prisons are harmful in countless ways:

  • Lower confidence, sense of wellbeing, and joy.
  • Decrease in motivation and performance.
  • Distorted perceptions: we’re looking at reality with an overlay of past memories and hurts as well as future hunches and worries, skewing our senses.
  • Loss of our sense of control, agency, and responsibility—sometimes by blaming all our troubles on a single source (such as an ex-spouse, or an addiction), when in reality there are multiple factors contributing to problems (including our own mindset and behavior).
  • Learned helplessness”: a well documented phenomenon in which we give up after a number of futile attempts at something, eventually surrendering our agency even when there may be potential solutions and overlooking opportunities for change

 

The Building Blocks of Our Mental Prisons

Building our own personal confinement is a strange endeavor, yet all too common. What drives it?

It begins with root causes that are exceedingly difficult to overcome because they’re often subconscious. First is depending on circumstances for our happiness: “If and when X happens,” we believe, “then I’ll be happy.” The logic seems sound, but it’s deeply flawed. We’re terrible at knowing what will truly make us happy and fulfilled over time, causing us to spend time on the wrong things. Also, with this logic, we’re placing our happiness in the hands of too many factors outside our control. The key is to learn to be happy and well regardless of our circumstances.

Second is our automatic emotional reactions to events, preceding our rational brain’s ability to interpret the situation from a higher level of consciousness and with a broader perspective and openness to different interpretations and possible responses.

There are also more mundane but also significant contributors:

“Most people today live in relatively constant distress and anxiety. This is related to a low-grade but perpetual fight-or-flight response… in reaction to the challenges of life.” -Shirzad Chamine, Positive Intelligence

In her book, Mindfulness, psychologist Ellen Langer identifies several causes of mindlessness that also inhibit our mental wellbeing:

  • Having a narrow self-image, such as defining ourselves solely by our work (e.g., as a project manager, bookkeeper, or customer service rep) as opposed to all of our multifaceted identities (for example, son or daughter, mother or father, friend, colleague, artist, gardener, athlete, etc.). Being overly invested in one part of our lives is risky because it’s likely to go up and down over time—and can even disappear entirely.
  • Having false beliefs about common things. Example: conflating old age with poor health. While they’re correlated, they’re very different, and there are many examples of people who thrive mentally, emotionally, and physically in their later years.
  • Preoccupation with expected outcomes that sometimes fail to materialize (based on many factors outside our range of influence), instead of a healthy focus on the process.
  • Making faulty comparisons with others based on the outcomes they have (e.g., wealth, accomplishments) instead of the process they used to get them.

 

Our Mental Saboteurs

Shirzad Chamine, an executive and best-selling author of Positive Intelligence, has done important work that can help us understand how we’re sabotaging ourselves with our thoughts.

He identifies nine “saboteurs,” which are “automatic and habitual mind patterns” that harm our ability to function effectively. As you read them, note which ones challenge you:

  1. Judge: finding fault with self, others, or circumstances
  2. Victim: focus on painful feelings as a way of earning attention or empathy
  3. Pleaser: flattering, recuing, or pleasing others to gain acceptance
  4. Avoider: putting off or avoiding difficult tasks or conflicts
  5. Stickler: excessive need for perfection, order, and organization
  6. Restless: needing perpetual busyness and never being content with what is
  7. Controller: anxiety-based need to control situations or others
  8. Hyper-achiever: depending on achievement for self-acceptance
  9. Hyper-rational: excessively analytical processing of everything, including relationships
  10. Hyper-vigilant: excessive vigilance that never stops, seeing danger around every corner (Source: Shirzad Chamine, Positive Intelligence)

 

Fixed vs. Growth Mindset

Enter Carol Dweck and her pathbreaking research on mindsets. Dweck is a professor at Stanford University who studies motivation, personality, and development. She distinguishes between two mindsets:

  1. Fixed mindset: Belief that intelligence, abilities, and talents are fixed. People with a fixed mindset tend to:
    • Want to look smart
    • Avoid challenges
    • Ignore useful negative feedback
    • Feel threatened by the success of others
    • Plateau early and achieve less than their full potential
  1. Growth Mindset: Belief that intelligence, abilities, and talents can be developed. People with a growth mindset tend to:
    • Want to learn
    • Embrace challenges
    • Learn from criticism
    • Find lessons and inspiration in the success of others
    • Reach ever-higher levels of achievement

It makes an enormous difference whether we approach a situation with a desire to look smart or a desire to learn and embrace challenges. Our mindset is especially evident in our reaction to failure:

Do we dread the prospect of failure because we view it as an embarrassing reflection on our competencies? Or are we open to the prospect of failure because we view it as a sign that we’re stretching yourself in new areas?

Dweck notes that mindset plays an important role in virtually all aspects of our lives, from school, sports, and business to parenting, relationships, and more. Our mindsets shape our:

  • enjoyment of challenging tasks
  • goals and ideas about what we’ll strive for
  • honesty when confronted with situations where we may not look as good as we’d like
  • performance on tasks

We’re all born with certain predispositions, and our mindsets can vary in different areas in our lives, but here’s the good news:

“Can mindsets be changed? Can they be taught? Yes.” Carol Dweck, psychologist

How to Escape Mental Prison

If mental prisons are common to the human condition, what have we learned about ways to break free? Much, it turns out.

For starters, a surprising intervention involves breath work to change our physical and mental state: breathing deeply and intentionally, as with “box breathing.”

“Breath is the bridge which connects life to consciousness, which unites your body to your thoughts. Whenever your mind becomes scattered, use your breath as the means to take hold of your mind again.”Thich Nhat Hanh, The Miracle of Mindfulness

We also want to start noticing our thoughts more—observing the strange things that pop into our heads and spotting the negative patterns that reappear. It helps to label them (e.g., “My ‘controller’ is making me feel anxious, or “I’m being overly judgmental again”).

 

More Actions We Can Take

  • Focusing on what we can control, and not worrying about the rest.
  • Exploring different aspects of the issue with a sense of curiosity and fascination.
  • Remaining open to new possibilities and alternate interpretations.
  • Avoiding the trap of catastrophizing (assuming the worst or exaggerating our flaws).
  • Changing our context to bring a different perspective and renewed energy, especially to a place that provides sanctuary.
  • Replacing our inner critique with a more charitable and helpful narrative.
  • Cognitive reframing: shifting our mindset to look at a situation or relationship from a different and more helpful perspective, such as redefining a problem as a challenge or puzzle that we become curious to solve.
  • Playing: it often changes our physiology by moving us into a state of deep engagement or flow.
  • Taking action: there’s freedom in action, and it reveals fear for the false phantom it is.
  • Choosing what to think and be mindful about. Many people become passive victims of the random thought-stream in their minds instead of engaging their “observer” or deeper perspective and employing their ability to choose which thoughts to keep and which to dismiss as unproductive or unwelcome.
  • Giving ourselves grace, acknowledging that nobody’s perfect and that the point of life is not to try to appear perfect or successful to others.

 

Reflection Questions

  • Is your self-talk too negative?
  • Are you disrupted my “monkey mind”?
  • What will you do to start arranging your escape from mental prison?

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Postscript: Inspirations to Help You Break Out of Mental Prison

  • “When you fight life you lose but only 100 percent of the time.” -Byron Katie
  • “To me, real success is where I can be at peace in the midst of chaos.” -Peter Crone
  • “I discovered that when I believed my thoughts, I suffered, but that when I didn’t believe them, I didn’t suffer, and that this is true for every human being. Freedom is as simple as that. I found that suffering is optional. I found a joy within me that has never disappeared, not for a single moment.” -Byron Katie
  • “The mind is restless, Krishna, impetuous, self-willed, hard to train: to master the mind seems as difficult as to master the mighty winds.” –The Bhagavad Gita
  • “The mind is its own place, and in itself can make a heaven of hell, a hell of heaven.” -John Milton, Paradise Lost
  • “Everyone fails…. There is one other little question: ‘Did you collaborate in your own defeat?’” -John W. Gardner
  • “If you get the inside right, the outside will fall into place.” -Eckhart Tolle
  • “What a liberation to realize that the ‘voice in my head’ is not who I am. Who am I then? The one who sees that.” -Eckhart Tolle
  • “The primary cause of unhappiness is never the situation but your thoughts about it. Be aware of the thoughts you are thinking. Separate them from the situation, which is always neutral, which always is as it is.” -Eckhart Tolle

Books that Will Help Free Your Mind and Mindset

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Gregg Vanourek is an award-winning author and entrepreneurial leader who trains, teaches, and speaks on personal development and leadership. Gregg is co-author of three books, including LIFE Entrepreneurs (a manifesto for integrating our life and work with purpose and passion) and Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations (a winner of the International Book Awards). Check out Gregg’s manifesto on how to avoid the Common Traps of Living, or his TEDx talk on “LIFE Entrepreneurship and Discover Mode.”

Leadership and Psychological Safety in Teams

The problems in far too many organizations today are legion:

  • Unproductive, boring meetings
  • Astonishing amounts of wasted time
  • Avoidance of sensitive issues
  • Lack of full engagement
  • Reluctance to provide candid, constructive feedback
  • Political games and hidden agendas

Sound familiar?

The effects are far-reaching, from low quality work to employee turnover. According to a Corporate Executive Board study, “Nearly half of all executive teams fail to receive negative news that is material to firm performance in a timely manner because employees are afraid of being tainted by the bad news,” and only “19% of executive teams are always promptly informed of bad news that is material to firm performance.”

“So many times, I’ve heard people say, ‘I knew our strategy wasn’t working, but no one was willing to tell our CEO. No one wanted to lose their job.” –Susan Scott in Fierce Conversations

Andrew Kakabadse found that an alarmingly high percentage of top management team members in countries around the world report that there are issues not discussed because they are too sensitive, as shown below.

Lack of Dialogue among Top Management Team about Sensitive Issues (% of top management team members reporting that there are issues that should be aired but are not discussed because they’re too sensitive)

Source: Andrew Kakabadse, The Success Formula: How Smart Leaders Deliver Outstanding Value (Bloomsbury, 2015).

A related problem is groupthink—when people feel pressure to conform to an artificial consensus instead of pressure-testing ideas thoroughly without fear or favor.

What’s to be done?

Psychological Safety

What’s needed—desperately in some cases—is what Harvard Business School professor Amy Edmondson and others call psychological safety: a shared sense that the team is safe for interpersonal risk-taking, such as floating a new idea for improving performance, raising a concern, or admitting a mistake.

Timothy R. Clark notes that psychological safety exists when people feel included and safe to learn, contribute, and challenge the status quo—“all without fear of being embarrassed, marginalized, or punished.”

Easier said than done.

Our neurological wiring helps explain why psychological safety is fragile: our brains process a raised voice or a cutting comment as a threat, triggering certain parts of the brain with a fight-or-flight response and shutting down the parts responsible for advanced reasoning and creativity. We become unable to think clearly just when we need it most.

Edmondson found that “Low levels of psychological safety can create a culture of silence… in which speaking up is belittled and warnings go unheeded.”

She notes that speaking up is only the beginning. If a manager responds negatively when someone raises a concern, psychological safety is diminished or destroyed.

She also notes that “psychologically safe workplaces have a powerful advantage in competitive industries,” because they benefit from the feedback loops when customer service agents raise concerns with their managers or when line workers mention production problems to their supervisors, thereby identifying opportunities for improvement. In too many organizations, people are afraid to speak up, and so countless ideas are never shared.

The Importance of Trust—And Conflict

To create psychological safety we must build trust. Stephen M. R. Covey has noted that with high trust in organizations, speed increases and costs decrease.

Enter the work of Patrick Lencioni, who has noted the value of conflict in organizations (productive, not destructive, conflict). Most people view conflict as something to be avoided, because it can be awkward and uncomfortable.

Healthy teams use conflict productively, for example, to work through a difficult problem or understand the root cause of a breakdown. Lencioni observes that the best leaders “mine for conflict,” almost like it’s gold.

“Weak leaders want agreement. Strong leaders want the truth.” -Susan Scott in Fierce Conversations

Most teams run from conflict like it’s the plague. The first “dysfunction of a team” noted by Lencioni is an absence of trust. When people aren’t comfortable being vulnerable in the group (due to a lack of psychological safety), it’s impossible to build a foundation of trust because people are not open about their mistakes, weaknesses, and needs for help.

This tees up the second dysfunction: fear of conflict. Without trust, team members can’t engage in an unfiltered and vigorous debate, instead relying on veiled discussions and guarded comments that don’t get anywhere near the core issues.

“Trust is the foundation of real teamwork…. Great teams do not hold back with one another. They are unafraid to air their dirty laundry. They admit their mistakes, their weaknesses, and their concerns without fear of reprisal…. The most important action that a leader must take to encourage the building of trust on a team is to demonstrate vulnerability first.” -Patrick Lencioni

By showing vulnerability, leaders model the way and open a space where others feel comfortable doing the same.

The results of disciplined attention to these matters over time can be extraordinary. With high levels of psychological safety, fueled by vulnerability and trust, people rise to new heights of performance and engagement.

Psychological safety, while fragile and rare, is precious and powerful. The best leaders cultivate it carefully.

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Gregg Vanourek is an award-winning author and entrepreneurial leader who trains, teaches, and speaks on leadership and personal development. He runs Gregg Vanourek LLC, a training and development venture. Gregg is co-author of three books, including LIFE Entrepreneurs (a manifesto for integrating our life and work with purpose and passion) and Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations (a winner of the International Book Awards).

To get Gregg’s manifesto on how to avoid the Common Traps of Living and free book chapters from his books, check out his Free Guide. Or check out his TEDx talk on “LIFE Entrepreneurship.”

The Power of Empathy in Leadership

These days, we ask much of our leaders. Organizations and governments are under great pressures to perform, and these days leaders are responsible for crisis management during a pandemic with its attendant economic destruction and social and emotional anxiety.

More and more we are realizing that empathy is a powerful aspect of leading well.

Empathy is the capacity to understand or feel what another person is experiencing from their frame of reference (i.e., the capacity to place oneself in another person’s position). Researchers have identified several types of empathy:

  • Cognitive empathy is the capacity to understand someone’s mental state.
  • Emotional empathy is the capacity to respond with an appropriate emotion to another’s mental states, including a concern for others when they are suffering.
  • Somatic empathy is a physical reaction in our nervous system that entails physically feeling someone else’s pain (e.g., getting a sense of physical pain when you see someone else get hurt).

According to the research, when managers exhibit the most empathy toward their team, they are viewed as better performers. What’s more, when we exhibit empathy as leaders, we build trust with others because they see that we are paying attention to them and recognizing their issues and concerns.

When we empathize, we relate to and connect with people, and that contributes toward building a sense of teamwork and camaraderie.

According to Roman Krznaric in Empathy: Why It Matters and How to Get It, empathy “is not just about seeing things from another’s perspective. It’s the cornerstone of smart leadership. The real competitive advantage of the human worker will be their capacity to create relationships….”

Great leaders focus not just on vision and execution but also on building healthy and close relationships with people they work with.

Empathy shows up in several modern leadership frameworks. For example, it is one of the ten characteristics of a servant leader and one of the components of emotional intelligence (and its social awareness aspect).

In our “triple crown leadership” model for how to build excellent, ethical, and enduring organizations, it shows up in our “head and heart” practice, with leaders hiring, developing, and rewarding people not just for “head” skills like knowledge and skills but also for “heart” factors, including empathy. What’s more, we can view leadership as a quest (e.g., to achieve a higher purpose). But as entrepreneur and author Jim Rohn notes, “As a leader, you should always start with where people are before you try to take them where you want them to go.”

Recently, we have seen troubling examples of narcissism in leaders, including an excessive need for admiration as well as a disregard for others’ feelings, interests, or safety.

That is a real shame, because it keeps the focus on the leader as opposed to the larger purpose and the people in the organization and those they serve.

The best leaders leverage empathy to understand their customers much more deeply and thus lead their teams in creating products and services that solve real problems—and in seeing opportunities for innovation that others miss.

Empathy is an essential aspect of effective leadership and a powerful human trait that binds us together in the ups and downs of life and work.

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Gregg Vanourek is an award-winning author who trains, teaches, and speaks on leadership and personal development. He runs a training venture focused on helping you lead yourself, lead others, and lead change.

Gregg is co-author of three books, including Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations (a winner of the International Book Awards) and LIFE Entrepreneurs (a manifesto for integrating our life and work with purpose and passion).

To get Gregg’s manifesto on how to avoid the Common Traps of Living and free book chapters from Gregg’s books, check out his Free Guide.

Personal Resilience and Self-Care in Hard Times

In times of great upheaval and uncertainty, we struggle to find ways to thrive despite the challenges. Much of this comes down to self-talk, self-regulation, and self-leadership—navigating our reactions to external events and ensuring that our inner voice does not undermine us amidst the difficulties.

The toll of the pandemic is massive, from disease, suffering, death, and mourning to unemployment, financial stress, disruptions, and restrictions. The effects on our quality of life and inner state can be more profound than we realize. Stress, pressure, and fear—for ourselves and our loved ones—exact their price in insidious ways.

But we humans are strong and adaptable, with amazing capabilities—both individually and collectively. Two of our most precious assets in times like these are personal resilience and self-care.

Resilience. What is resilience? Tony Schwartz, author and founder of The Energy Project, defines resilience as the “capacity to function effectively under intense stress and to recover.” As humans, we can develop different types of resilience, e.g., emotional, mental, physical. Schwartz notes three pillars of resilience:

  1. Self-awareness: naming what you are feeling is a good first step, and sharing it can help build trust
  2. Self-regulation: calming your body in the face of anger, fear, and anxiety (note: slow and deep breathing can help greatly with this)
  3. Self-care: engaging in regular practices to take care of yourself and build up your reserves so they do not get depleted under pressure

How do we build resilience? Here is a punch list:

Regular Self-Care Practices. We all have different preferences, but most of us are not doing enough on this front. Examples include:

  • Breaks. As humans, we can only go so long before getting depleted. Many professionals and leaders today are quite ambitious, and also attached via ego to success and prestige, causing them to get lost in overwork or burnout. Simple practices of regular breaks (e.g., Pomodoro technique) can be quite helpful and restorative.
  • Exercise. We need to move our bodies, and when we do so we can build strength, endurance, and energy. It causes positive reactions in our bodies that affect our mood, and it helps us sleep well.
  • Gratitude. According to researchers, being grateful for what we have can have powerful effects on our quality of life, including improved well-being, life satisfaction, sense of connectedness, and physical health. Activities such as gratitude journaling each night or writing gratitude letters to those who have helped us can have surprisingly strong and lasting effects.
  • Hobbies. Find something you enjoy and build it into your daily or weekly routine. It could be gardening, puzzles, podcasts, or whatever. Reading is one of my personal favorites, and I have often noticed that times in my life when I feel down have been times when I have neglected reading. Reading can take us into new worlds of imagination and new vistas of learning.
  • Meditation and Mindfulness. Mindfulness has been defined as “awareness that arises through paying attention, on purpose, in the present moment, non-judgmentally” (Jon Kabat-Zinn). Researchers have found many benefits from mindfulness practices, including improvements in mental and physical health as well as performance.
  • Nature. As physical beings in a dynamic ecosystem, we need to be outside. Fresh air and sunlight are essential. If our days are loaded with Zoom sessions and emails, we need to be sure we are getting outside enough through walks, hikes, runs, bikes, or trips to the park.
  • Nutrition. We’ve all heard that “you are what you eat,” but how many of us take it seriously? Our bodies need good fuel if they are to remain resilient and energized for all that we want to do in life. For great tips on food, check out Dr. Michael Greger’s Nutrition Facts web site and books, starting with How Not to Diet.
  • Reframing. According to researchers, we humans have a negativity bias—over-focusing on negatives and underappreciating positives. It is important to reframe things from setbacks or defeats to challenges or opportunities (e.g., for learning and growth).
  • Sanctuary. Places or practices of peace, allowing us to transcend our ego and connect with something larger than ourselves (e.g., prayer). In a world driven by ego, accumulation, and stress, how powerful is it to step away from our worldly cares and tune into a higher power, recognizing that there is something so much greater than ourselves with our flaws and our brokenness.  

“In life itself, there is a time to seek inner peace, a time to rid oneself of tension and anxiety. The moment comes when the striving must let up, when wisdom says, ‘Be quiet.’ You’ll be surprised how the world keeps on revolving without your pushing it. And you’ll be surprised how much stronger you are the next time you decide to push.” -John W. Gardner

  • Savoring. Given the challenge of the negativity bias noted above, it is essential for us to savor the positives. Savoring means fully feeling and enjoying positive experiences, and thereby extending them.
  • Sleep. Many people today have poor sleep habits. We tend to take sleep for granted, but it turns out to be one of the most essential practices for physical and mental health. Poor sleep has been found to have tremendous deleterious effects on a wide range of factors (e.g., addictive behaviors, anxiety, appetite, attention, concentration, creativity, decision-making, depression, ethical behavior, impulsiveness, irritability, memory, motivation, relationships). A great resource for those struggling with poor sleep is the book, Sleep Smarter, by Shawn Stevenson, with a terrific punch list of simple practices to improve sleep.
  • Writing / Journaling. Research has shown that writing about stressful experiences can help people create meaning from them. I have found that writing can be a creative outlet for emotional catharsis. The same can be true for talking through feelings with others.
  • Yoga. Yoga has been a powerful grounding practice for people for thousands of years. The practice can increase flexibility, strengthen muscles, center thoughts, and relax and calm the mind. At a deeper level, it can unite mind, body, and spirit.

In addition to the above self-care practices, there are other broader mindsets which are important to developing and maintaining personal resilience in good times and bad:

Full Responsibility. This is one of the most powerful principles of human development. Life may not be fair. We may be enduring great hardship, as so many are today. But in the end, we must take full responsibility not only for the choices we make but also for the conditions of our lives. No one is coming to save us. We are responsible for our lives and must continue doing the best we can.

Authentic Integrity. In our book, LIFE EntrepreneursChristopher Gergen and I noted “authentic integrity”—integration of all aspects of our lives in a way that coheres with our true nature—is an essential aspect of intentional life design. This can be thought of as a strong personal foundation. To build it, we can clarify the following and build them into the fabric of our lives:

  • Personal purpose (i.e., what provides us with a sense of meaning or significance)
  • Personal values (what we value most in life)

Healthy Support Systems. When we take time and care to develop relationships based on trust, diversity, reciprocity, commitment, openness, and vulnerability, we can build “healthy support systems” that act like roots that ground us in life. (Source: LIFE Entrepreneurs)

“Connection is why we’re here…. Courage starts with showing up and letting ourselves be seen…. True belonging only happens when we present our authentic, imperfect selves to the world.”Brené Brown

Good Life Buckets. In his excellent book, How to Live a Good LifeJonathan Fields notes that, while we all may have our own unique take on what a good life is for us, for most people a good life includes three “buckets”:

  1. Vitality bucket: energy, nutrition, sleep, exercise, movement, strength, mindfulness, emotional calm, resilience, etc.
  2. Connection bucket: relationships with partner, family, friends, colleagues, and neighbors (e.g., ones based on love, openness, trust, intimacy, commitment, belonging, fun, etc.)
  3. Contribution bucket: service and impact on family, friends, colleagues, community, nation, world, and/or causes or places

I love the good life buckets in part because we can do a quick “bucket test” to determine which buckets may be low and in need of filling.

Hope and Faith. Faith can be defined as complete trust or confidence in someone or something. Regardless of your beliefs, faith can be an essential aspect of remaining resilient during hard times. Do we spiral down into resignation and assume the worst, or do we maintain a powerful and abiding hope and faith that, despite hard times, things can get better if we stay the course and give our very best?

Strength through Suffering. Since suffering is part of life, we need to learn how to deal with it in such a way that it does not break us. Sometimes suffering can help us break out of mindless routines, drifting, or complacency—or taking important things for granted. The pain somehow invites growth.

“In some ways suffering ceases to be suffering at the moment it finds a meaning…. When we are no longer able to change a situation, we are challenged to change ourselves.” Viktor FranklMan’s Search for Meaning

According to Scott Barry Kaufman, adversity can lead to growth in several areas:

  • Greater appreciation of life
  • Greater appreciation and strengthening of close relationships
  • Increased compassion and altruism
  • The identification of new possibilities or a purpose in life
  • Greater awareness and utilization of personal strengths
  • Enhanced spiritual development
  • Creative growth

We do not wish for adversity and suffering, but when it arrives, as it will, we must figure out how to respond. Sometimes it is there that we find humanity at its best. In fighting for ourselves, we build our capacity to fight for others, and to endure this together.

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Gregg Vanourek is an award-winning author who trains, teaches, and speaks on leadership and personal development. He runs Gregg Vanourek LLC, a training venture focused on helping you lead yourself, lead others, and lead change. Gregg is co-author of three books, including Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations (a winner of the International Book Awards) and LIFE Entrepreneurs (a manifesto for integrating our life and work with purpose and passion). To get Gregg’s manifesto on how to avoid the Common Traps of Living and free book chapters from Gregg’s books, check out his Free Guide.