Jan 5, - 21 sec - Uploaded by Viena Agtrivia download Finding Your Strength in Difficult Times pdf. Viena Agtrivia. Loading Unsubscribe. May 3, - 22 sec Read and Download Now echecs16.info?book= PDF. Oct 25, Finding your strength in difficult times by David S. Viscott; 1 edition; First published in ; Subjects: Meditations, Spiritual life, Protected.
|Language:||English, Spanish, Hindi|
|Genre:||Science & Research|
|ePub File Size:||15.43 MB|
|PDF File Size:||17.52 MB|
|Distribution:||Free* [*Register to download]|
Finding Your Strength in Difficult Times [David Viscott] on echecs16.info *FREE* shipping on qualifying offers. In this recognized classic in the field. In Viscott began presenting his own full-time show on talk radio, and was notably one of the first psychiatrists to do so (talk station KABC). In Viscott briefly had his own live syndicated TV show, Getting in Touch with Dr. David Viscott, providing much the same service. May 31, Download Download Finding Your Strength in Difficult Times | PDF books PDF Online Download Here.
The thing is, every individual is different and we all function differently based on our personalities. It is important to know yourself and your capacities. Your strengths are things you can leverage on, things you can use to push yourself further. On the other hand, your weaknesses are not your downfall. These are areas you need to improve on. It is not something you lack. It is something you need to develop and build.
It could be anything. For example, perhaps you have no problems having conversations with people you meet for the first time, or being able to think of quick solutions in a tense environment. Here is a simple exercise you can try. Choose those which really represent you.
You can choose more than five if you want to. Now that you have your list, you know what your biggest strengths are. Leverage them. Knowing your weaknesses It is equally important to know your weaknesses as much as knowing your strengths. Your weaknesses hold you back from achieving many great things. Weaknesses are areas that you have the power to improve. It can be anything ranging from professional to social skills.
Now you have a list of some of your weaknesses and can begin addressing them. Exercises like the two you just did are very basic. There are many more elaborate tests you can take to find out about your strengths and weakness in more depth.
It is a test designed with simple, straight to the point questions. Why should I know my own strengths and weakness? He quickly picked up on her idiosyncrasies and figured out how to translate them into outstanding performance. For example, back in India, Manjit was an athlete—a runner and a weight lifter—and had always thrilled to the challenge of measured performance.
On Sunday, I sold Yesterday, , and today, Even on my day off, I make a point to come in and check my numbers. Another manager might have asked Manjit to curb her enthusiasm for the limelight and give someone else a chance. Jim found a way to capitalize on it. In fact, before long, the pictures of Manjit began to include other employees from the store, too.
Her creative choreography may sound like a last resort, an attempt to make the best of a bad hire. No employee, however talented, is perfectly well-rounded. Michelle could have spent untold hours coaching Jeffrey and cajoling him into smiling at, making friends with, and remembering the names of customers, but she probably would have seen little result for her efforts. Second, capitalizing on uniqueness makes each person more accountable.
She challenged him to make this ability the cornerstone of his contribution to the store, to take ownership for this ability, to practice it, and to refine it.
Third, capitalizing on what is unique about each person builds a stronger sense of team, because it creates interdependency. In short, it makes people need one another. You shuffle existing hierarchies: If Jeffrey is in charge of all resets and revisions in the store, should he now command more or less respect than an assistant manager?
You also shuffle existing assumptions about who is allowed to do what: If Jeffrey devises new methods of resetting an aisle, does he have to ask permission to try these out, or can he experiment on his own? Like Shelley and Keats, the nineteenth-century Romantic poets, great managers are fascinated with individuality for its own sake.
Fine shadings of personality, though they may be invisible to some and frustrating to others, are crystal clear to and highly valued by great managers. They could no more ignore these subtleties than ignore their own needs and desires.
Figuring out what makes people tick is simply in their nature. To that end, there are three things you must know about someone to manage her well: her strengths, the triggers that activate those strengths, and how she learns.
Two queries in particular have proven most revealing when it comes to identifying strengths and weaknesses, and I recommend asking them of all new hires—and revisiting the questions periodically. Remember: A strength is not merely something you are good at. It might be just a predilection, something you find so intrinsically satisfying that you look forward to doing it again and again and getting better at it over time.
This question will prompt your employee to start thinking about his interests and abilities from this perspective. As with a strength, a weakness is not merely something you are bad at in fact, you might be quite competent at it.
It is something that drains you of energy, an activity that you never look forward to doing and that when you are doing it, all you can think about is stopping.
By contrast, self-awareness has not been shown to be a predictor of any of these outcomes, and in some cases, it appears to retard them. Great managers seem to understand this instinctively.
They know that their job is not to arm each employee with a dispassionately accurate understanding of the limits of her strengths and the liabilities of her weaknesses but to reinforce her self-assurance. They know that their primary objective is to create in each employee a specific state of mind: one that includes a realistic assessment of the difficulty of the obstacle ahead but an unrealistically optimistic belief in her ability to overcome it.
And what if the employee fails?
Assuming the failure is not attributable to factors beyond her control, always explain failure as a lack of effort, even if this is only partially accurate. This will obscure self-doubt and give her something to work on as she faces up to the next challenge. Repeated failure, of course, may indicate weakness where a role requires strength.
But no one is the CEO of your life in the real world, or of your career path—except you. Then time happens. And we end up on a path.
When scientists study people on their deathbed and how they feel about their lives, they usually find that many of them feel some serious regrets. So this is a post about path-making.
The idea is that reasoning from first principles is reasoning like a scientist. You take core facts and observations and use them to puzzle together a conclusion, kind of like a chef playing around with raw ingredients to try to make them into something good.
By doing this puzzling, a chef eventually writes a new recipe. The other kind of reasoning—reasoning by analogy—happens when you look at the way things are already done and you essentially copy it, with maybe a little personal tweak here and there—kind of like a cook following an already written recipe.
A pure verbatim recipe-copying cook and a pure independently inventive chef are the two extreme ends of what is, of course, a spectrum.
But for any particular part of your life that involves reasoning and decision making, wherever you happen to be on the spectrum, your reasoning process can usually be boiled down to fundamentally chef-like or fundamentally cook-like. Creating vs. Originality vs. Puzzling your way to a conclusion feels like navigating a mysterious forest while blindfolded and always involves a whole lot of failure, in the form of trial and error.
Being a cook is far easier and more straightforward and less icky. In most situations, being a chef is a terrible waste of time, and comes with a high opportunity cost, since time on Earth is immensely scarce. So in my case, fashion is a perfect part of life to use a reasoning shortcut and be a cook.
Career-path-carving is definitely one of those really really deeply important things. For most of us, a career including ancillary career time, like time spent commuting and thinking about your work will eat up somewhere between 50, and , hours. At the moment, a long human life runs at about , hours. Quality of Life. Your career has a major effect on all the non-career hours as well. For those of us not already wealthy through past earnings, marriage, or inheritance, a career doubles as our means of support.
On top of your career being the way you spend much of your time and the means of support for the rest of your time, your career triples as your primary mode of impact-making.
Every human life touches thousands of other lives in thousands of different ways, and all of those lives you alter then go on to touch thousands of lives of their own. All lives make a large impact on the world and on the future—but the kind of impact you end up making is largely within your control, depending on the values you live by and the places you direct your energy. Whatever shape your career path ends up taking, the world will be altered by it.
In our childhoods, people ask us about our career plans by asking us what we want to be when we grow up. When we grow up, we tell people about our careers by telling them what we are.
Which is kind of a big thing. Your Career Map Which brings us to you. We can group map holders into three broad categories—each of which is well-represented in the river, in the pond, standing on the shore, and at every stage of adult life. One group of people will look at the map and see a big, stressful question mark. These are people who feel indecisive about their career path. Other people will see a nice clear arrow representing a direction they feel confident is right—but find their legs walking in a different direction.
Was it really me? This framework has worked really well for me, so I think it can probably be helpful for other people too. From first principles. At its core is a simple Venn diagram. The first part of the diagram is the Want Box, which contains all the careers you find desirable. The second part of the diagram is the Reality Box. The Reality Box is for the set of all careers that are realistic to potentially achieve—based on a comparison, in each case, between your level of potential in an area and the general difficulty of achieving success in that area.
The overlapping area contains your optimal career path choices—the set of arrows you should consider drawing on your Career Map. We can call it the Option Pool.
This is straightforward enough. But actually filling in these boxes accurately is way harder than it looks. For the diagram to work, it has to be as close to the truth as possible, and to get there, we have to lift up the hood of our subconscious and head down.
Deep Analysis, Part 1: Your Want Box The hard thing about the Want Box is that you want a bunch of different things—or, rather, there are a bunch of different sides of you, and each of them wants—and fears—its own stuff. And since some motivations have conflicting interests with others, you cannot, by definition, have everything you want. The Want Box is a game of compromise. The Yearning Octopus To do a proper Want Box audit, you need to think about what you yearn for in a career and then unpack the shit out of it.
Luckily, we have someone here who can help us. The Yearning Octopus. We each have our own personal Yearning Octopus 5 in our heads. The first thing to think about is that there are totally distinct yearning worlds—each living on one tentacle. These tentacles often do not get along with each other. It gets worse. Each tentacle is made up of a bunch of different individual yearnings and their accompanying fears—and these often massively conflict with each other too.
The dreams of 7-year-old you and the idealized identity of year-old you and the secret hopes of year-old you and the evolving passions of your current self are all somewhere on the personal tentacle, each throwing their own little fit about getting what they want, and each fully ready to make you feel horrible about yourself with their disappointment and disgust if you fail them.
On top of that, your fear of death sometimes emerges on the personal tentacle, all needy about you leaving your mark and achieving greatness and all that. And yet, the personal tentacle is also one that often ends up somewhat neglected. This neglect can leave a person with major regrets later on once the dust settles. An unfulfilled Personal Yearnings tentacle is often the explanation, for example, behind a very successful, very unhappy person—who may believe they got successful in the wrong field.
The Social Yearnings tentacle is probably our most primitive, animal side, with its core drive stemming back to our tribal evolutionary past.