Standing at Jordan's door, Stephanie couldn't stop smiling. That started Jordan smiling, too — he couldn't help it. "Come in, sit," he said to Stephanie. "Spill."
"I wished, and it happened," she began. "I must have magic powers."
"I don't know about that, but tell me what happened." Jordan hated being teased, even a little.
"OK. Day before yesterday, driving home, I'm imagining that Marigold could somehow be kept alive. I'm wishing for the chance to tell Emmons how to fight for it. I work out exactly what I would say. Then yesterday — it's freakish — I get that chance. And today I find out it worked."
"Amazing," said Jordan, "you saved Marigold. Congratulations!"
"Emmons saved Marigold," Stephanie said. "I just wished him the will."
You do have
a wishing wand,
though you might not
be using it often.
Seen it lately?Stephanie did more than wishing him the will. She showed him the way. She was ready for the opportunity because she had used her wishing wand. You have a wishing wand, too, though you might not be using it often. Maybe a little user's guide will help.
- Wish for the possible
- Your wishes are more likely to come true if you wish for the possible. A wish to fly like a bird is less likely to come true than a wish for an airline ticket to Tahiti.
- Wish for the wonderful
- Within the range of the possible, there's plenty of room for the wonderful. Take ten seconds — right now — to wish for something wonderful. See how easy it is?
- Wish for good
- Wishes for harm to come to anyone are poisonous. The feelings you create while contemplating these wishes are your feelings. They hurt only you.
- Wish for yourself, for others, and for all
- Wishes in fairy tales are often self-centered. Try wishing for others, and for all of us. Whenever a wish comes true, you feel the same thrill, no matter who benefits.
- Not wishing doesn't help
- Some of us fear the pain of disappointment when a wish doesn't come true, so we don't wish at all. What a loss! Dealing with disappointment is a critical skill. Wishing gives you opportunities to practice your skill.
- If you know what you really, really want, you're a lot more likely to get it
- Deciding what to wish for is what does the magic. Deciding helps you focus on some things, and let others go. This makes you more likely to make the little moves that make your dreams come true, and less likely to make the little moves that keep your wishes wishes.
For more on achieving and inspiring goals, see "Corrales Mentales," Point Lookout for July 4, 2001; "Commitment Makes It Easier," Point Lookout for October 16, 2002; "Beyond WIIFM," Point Lookout for August 13, 2003; "Give It Your All," Point Lookout for May 19, 2004; "Knowing Where You're Going," Point Lookout for April 20, 2005; "Workplace Myths: Motivating People," Point Lookout for July 19, 2006; "Astonishing Successes," Point Lookout for January 31, 2007; and "Achieving Goals: Inspiring Passion and Action," Point Lookout for February 14, 2007.
Love the work but not the job? Bad boss, long commute, troubling ethical questions, hateful colleague? This ebook looks at what we can do to get more out of life at work. It helps you get moving again! Read Go For It! Sometimes It's Easier If You Run, filled with tips and techniques for putting zing into your work life. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenUSCoRtPLBWBHbYvBner@ChacHNHtQsuvADUGiNjSoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Emotions at Work:
- Feedback Fumbles
- "Would you like some feedback on that?" Uh-oh, you think, absolutely not. But if you're like
many of us, your response is something like, "Sure, I'd be very interested in your thoughts."
Why is giving and receiving feedback so difficult?
- Coping with Problems
- How we cope with problems is a choice. When we choose our coping style, we help determine our ability
to address the problems we face. Of eight styles we can identify, only one is universally constructive,
and we rarely use it.
- It's a Wonderful Day!
- Most knowledge workers are problem solvers. We work towards goals. We anticipate problems as best we
can, and when problems appear, we solve them. But our focus on anticipating problems can become a problem
in itself — at work and in Life.
- Not Really Part of the Team: II
- When some team members hang back, declining to show initiative, we tend to overlook the possibility
that their behavior is a response to something happening within or around the team. Too often we hold
responsible the person who's hanging back. What other explanations are possible?
- Directed Attention Fatigue
- Humans have a limited capacity to concentrate attention on thought-intensive tasks. After a time, we
must rest and renew. Most brainwork jobs aren't designed with this in mind.
See also Emotions at Work for more related articles.
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenPsReRAhzZtvvHazQner@ChachhDIgZckqLvkqHqOoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's a date for this
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.