You might find the idea of listening to your gut feelings odd or even ridiculous. Some people I coach, normally left-brain individuals who use logic and facts all day like engineers or accountants, are not used to following their intuition and feelings. Instead of asking themselves ‘What do I feel?’, they are more comfortable asking ‘What do the facts tell me?’

Not allowing what happened in the past to determine your future starts in your mind. What you think and feel is key. Are you able to say and believe that you are creating your own future or, to paraphrase the William Ernest Henley poem ‘Invictus’, that you are the master of your fate?

Be careful that your memory is not biased – recalling the negatives and forgetting the positives of past events. It is easy to think that you were hurt or upset in the past when in truth you might have only partially understood or remembered what actually occurred.

Being a person that others can trust is one of the most sought after qualities in the workplace today. So many leaders and their staff have shown in the recent global financial crisis a lack of trust and integrity amongst themselves and with their clients and other stakeholders.

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You cannot change your past, only the way you think and feel about it. When you look back, is there anything you remember that troubles or upsets you? Do you regret missed opportunities, failed relationships or people that you hurt? Do you feel guilt over things you did wrong and poor decisions made, or anxiety over what people did or said to you?

Thinking and doing the opposite of what the majority is doing isn’t about being different for the sake of being different. There are lots of times when the well-trodden path is the right one to take. Your challenge is to know when it will be in your interest to do the opposite.

Try to be likeable but stay true to your self. There will be times when you have to do or say something at the expense of being popular. If you’ve built up enough goodwill, you’ll get away with it. People understand that difficult decisions have to be made and, if you’ve paid enough into your ‘likeability deposit’, they will hate the decision but not the person making it.

Too many teams are dysfunctional and are plagued with poor communication, lack of direction, selfishness and little sharing – they are teams only in name. To create a high performing team the key is to align all members of your team so that each member is moving in the same direction and understands their role and contribution. A good analogy is to think of a team of rowers where if the each rower is not totally aligned with all the other rowers the boat might go around in circles or even capsize.