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.
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!
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.
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More articles on Emotions at Work:
- Demanding Forgiveness
- Working together under stress, we do sometimes hurt each other. Delivering apologies is a skill critical
to repairing those hurts and maintaining our relationships.
- Responding to Threats: II
- When an exchange between individuals, or between an individual and a group, goes wrong, threats often
are either the cause or part of the results. If we know how to deal with threats — and how to
avoid and prevent them — we can help keep communications creative and constructive.
- Good Change, Bad Change: I
- Change is all around. Some changes are welcome and some not, but when we distinguish good change from
bad, we often get it wrong. Why?
- Big Egos and Other Misconceptions
- We often describe someone who arrogantly breezes through life with swagger and evident disregard for
others as having a "big ego." Maybe so. And maybe not. Let's have a closer look.
- Power Affect
- Expressing one's organizational power to others is essential to maintaining it. Expressing power one
does not yet have is just as useful in attaining it.
See also Emotions at Work for more related articles.
Forthcoming issues of Point Lookout
- Coming February 27: Brainstorming and Speedstorming: II
- Recent research into the effectiveness of brainstorming has raised some questions. Motivated to examine alternatives, I ran into speedstorming. Here's Part II of an exploration of the properties of speedstorming. Available here and by RSS on February 27.
- And on March 6: A Pain Scale for Meetings
- Most meetings could be shorter, less frequent, and more productive than they are. Part of the problem is that we don't realize how much we do to get in our own way. If we track the incidents of dysfunctional activity, we can use the data to spot trends and take corrective action. Available here and by RSS on March 6.
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- 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.