What if your own beliefs are holding you back in life? Could the very things that you believe be putting limitations on what you’re capable of, what you think you’re allowed to do, and have, and experience? Human beings have a tendency to look to external factors when trying to explain what’s keeping them from being successful or happy, but in my experience, it’s often our own beliefs that are getting in the way of those things. How do you change your beliefs effectively?
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Carrie was great at math and data analysis. She had a vice-president position in a company, putting those skills to use every day. She was good at her job, made a nice living, and had the respect of her colleagues, yet here she was in my office, telling me that she felt like she should be happier. She didn’t feel like she was really living her purpose.
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We all have our own set of values, but sometimes it can be tough to define what those values actually are. That’s because as we go through life, we often make decisions based on instinct or convenience without explicitly articulating what we’re really trying to do or satisfy. It’s only when we take the time to consciously explore our value system that we can start to understand our purpose in life and make sure our actions are true to who we are.
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Whether it’s our relationship with our romantic partner, our family, or our friends, relationships form the core of the human experience. And while we intuitively understand that we need these relationships to be happy and fulfilled, we often take them for granted.
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For so many women, life just doesn’t seem to be working out the way they want it to. They’ve worked hard to build a career, start a family, and create a great life, but they find themselves feeling unfulfilled. What does it take to create a life that is purposeful, rewarding, and joyful? So often the topic of work/life balance is brought up, but I think way too much attention goes to the concept of balance. Feeling fulfilled comes from something else.
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Everyone has a story. We tell stories about our lives all the time—to our friends, our families, and even to ourselves. The way we frame the events of our lives can have a big impact on how we feel about those events and, ultimately, on our overall happiness. That’s why, if you’re not feeling as happy as you would like to be, it might be time to re-write the story you’re telling yourself about your life. Here’s how.
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At some point we’ve all been there. We’re feeling low, and so we turn to a certain behavior to make us feel better—but it only ends up making us feel worse. Why do we keep doing this to ourselves? Toxic behaviors are those that we know are bad for us, but we can’t seem to stop doing them. In order to break the cycle, we have to understand what the behavior is doing for us and why we keep turning to it. Only then can we begin to escape the cycle of toxic behavior.
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I find that usually in modern culture when the term “mediocrity” comes up, it has a negative connotation. We think of it as something to be avoided at all costs. Let’s explore what mediocrity means and why professional women might find themselves caught in what I call the “mediocrity trap.” I’ll also share some tips on how you can break out of that trap and start living a life that is more authentic and true to who you are.
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Imposter syndrome is a condition where people feel like they’re not good enough or qualified for their position, despite evidence to the contrary. It’s common among high-achieving women, and it can have a negative impact on their career development.
Imposter syndrome doesn’t just affect women at work. It can also show up at home, in our relationships, and in our own lives. When we feel like we’re not good enough, or that we’re somehow frauds, we’re constantly living in fear of being exposed as the imposters that we think we are. It’s not just about not being good enough at work. We might strive to be perfect partners, mothers, and homemakers, believing that any flaw will reflect badly on us.
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The business of leading and managing people is a delicate balance. The Peter Principle and the halo effect is the observation that people tend to rise to “their level of incompetence” in a hierarchy. A management theory that predicates a candidate’s successful performance in their current position is not a true indicator of how they will perform in a new role. When people are promoted that they can become progressively less effective because good performance in one job does not guarantee similar performance in another.