Canadian - Writer | January 24, 1940 - July 12, 2010
Objective leaders identify their unproductive mental models and tweak them for greater effectiveness.
Elizabeth Thornton
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Sometimes our childhood experiences are emotionally intense, which can create strong mental models. These experiences and our assumptions about them are then reinforced in our memory and can continue to drive our behavior as adults.
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We are not a victim of our emotions or thoughts. We can understand our triggers and use them as tools to help us respond more objectively.
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Most of us know when we are about to react emotionally. We can feel it. Often there is a brief warning before the amygdala hijack. For some of us, it is butterflies in the stomach; for some, it is an increased heart rate, and for others, it is a feeling of agitation.
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Our thoughts are certainly part of us; they come from us, but we are not our thoughts. Have you ever woken up in the morning and said to yourself, 'I am not going to think today; I am too tired'? No, of course not. Just as breathing happens and is constant, thoughts happen, and they are also constant.
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Our brains have the ability to reorganize themselves by forming new neural connections throughout our lives. This ability is called neuroplasticity.
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Because of the power of neuroplasticity, you can, in fact, reframe your world and rewire your brain so that you are more objective. You have the power to see things as they are so that you can respond thoughtfully, deliberately, and effectively to everything you experience.
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Many high school students are under so much competitive pressure. They are sometimes taught that if they don't have a 4.0 GPA, score in the 99th percentile on admissions tests, and demonstrate leadership in sports and participate in clubs, they won't get into college anywhere. Even highly credentialed professionals get caught up in this.
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We all have mental models: the lens through which we see the world that drive our responses to everything we experience. Being aware of your mental models is key to being objective.
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To be an effective leader and make sound decisions, you must be able to gather data by seeking out diverse perspectives and be willing to consider points of view other than your own.
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When there is a problem, always identify and evaluate your underlying assumptions that may be contributing to the problem or preventing you from seeing the problem clearly.
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One of the most powerful transformational catalysts is knowledge, new information, or logic that defies old mental models and ways of thinking.
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