As they walked out to the parking lot, Ellen tried to console him. "Maybe they were confused and didn't want to admit it," she said. "It took, what, three hours till I finally got it, didn't it?"

Two coffees. Photo (cc) by 2.0 by chichacha
Bob was unconvinced. "I don't know, they all just kinda sat there. Like they'd heard the idea before, and they were so bored they just wanted to move on."
Ellen persisted. "Look, I have to get going. Let's meet for coffee tomorrow morning, 7:30."
"OK, but if I'm not there, don't call the paramedics. I'll probably be sleeping off a bender. Just kidding."
Although he's still able to make lame jokes, Bob is feeling pretty low about how his presentation was received. He wanted a more obvious expression of approval, and he was disappointed.
When you depend on praise from others to feel good about yourself, you're giving other people a lot of power. Here are two other forms of this pattern:
When you dependon praise from others
to feel good about yourself,
you're giving other people
a lot of power
- Approving multitudes
- Dependence on universal acclamation or honor can be even more dangerous, because it can be difficult to achieve. Bob might be caught in this trap.
- Acquired treats
- Acquired treats are goods or services that anyone with enough money can buy. For some, the intensity of the reward is in inverse proportion to the number of people who can acquire the treat (legally or otherwise).
Instead of praise, approval, acclamation, or treats, rely on yourself. You'll experience a level of happiness that's otherwise unavailable. And with it comes a bonus: you can give yourself a lift whenever you want it.
Here are some things to keep in mind as you build your power to appreciate yourself:
- Begin within
- When you want to give yourself a lift, focus first on your breathing — a few slow breaths at least. Find your center.
- There's no one else like you
- We're all unique. People are so complicated that there are too few of us to require repetition. There are some situations that we alone are able to handle best. The needed combination of skills, knowledge, abilities, and interest resides in no one else.
- We don't appreciate each other
- Think of a colleague at work. Ask yourself, "How often have I thought about his or her uniqueness?" If you're like most of us, not often. And other people think about your uniqueness about as rarely as you think of theirs. In part, this is why so many of us feel unappreciated.
- You're the world's expert on you
- No one knows as much about you as you do. When you need a lift, rely on the world's expert on you.
If you haven't yet appreciated yourself today, now would be a good time for it. If you have, appreciate yourself for having appreciated yourself. Top
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Related articles
More articles on Personal, Team, and Organizational Effectiveness:
Top Ten Signs of a Blaming Culture
- The quality of an organization's culture is the key to high performance. An organization with a blaming
culture can't perform at a high level, because its people can't take reasonable risks. How can you tell
whether you work in a blaming culture?
Workplace Barn Raisings
- Until about 75 years ago, barn raising was a common custom in the rural United States. People came together
from all parts of the community to help construct one family's barn. Although the custom has largely
disappeared in rural communities, we can still benefit from the barn raising approach in problem-solving
organizations.
How to Tell If You Work for a Nanomanager
- By now, we've all heard of micromanagers, and some have experienced micromanagement firsthand. Some
of us have even micromanaged others. But there's a breed of micromanagers whose behavior is so outlandish
that they need a category of their own.
Indicators of Lock-In: I
- In group decision making, lock-in occurs when the group persists in adhering to its chosen course even
though superior alternatives exist. Lock-in can be disastrous for problem-solving organizations. What
are some common indicators of lock-in?
Way Too Much to Do
- You're good at your job — when you have enough time to do it. The problem is that so much comes
your way that you can't possibly attend to it all. Some things inevitably are missed or get short shrift.
If you don't change something soon, trouble is sure to arrive.
See also Personal, Team, and Organizational Effectiveness and Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
Coming February 26: Devious Political Tactics: Bad Decisions
- When workplace politics influences the exchanges that lead to important organizational decisions, we sometimes make decisions for reasons other than the best interests of the organization. Recognizing these tactics can limit the risk of bad decisions. Available here and by RSS on February 26.
And on March 5: On Begging the Question
- Some of our most expensive wrong decisions have come about because we've tricked ourselves as we debated our options. The tricks sometimes arise from rhetorical fallacies that tangle our thinking. One of the trickiest is called Begging the Question. Available here and by RSS on March 5.
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