• 50 Positive Affirmations You Should Tell Yourself

            Living Well April 22, 2018

    Every now and then, there are days when you just need a little pick-me-up. You can blame it on the weather, on the wrong side of the bed, that horrible thing that your co-worker said, etc… However, this doesn’t mean you should talk down to yourself and allow those negative thoughts to marinate. To combat those not-so-great feels, we curated a healthy list of positive affirmations you should tell yourself and bookmark so you can always come back to remind yourself just how awesome you are.

    1. I’m allowed to take up space.

    2. My past is not a reflection of my future.

    3. I am smart enough to make my own decisions.

    4. I’m in control of how I react to others.

    5. I choose peace.

    6. I’m courageous and stand up for myself.

    7. I will succeed today.

    8. I deserve to have joy in my life.

    9. I’m worthy of love.

    10. I approve of myself and love myself deeply.

    11. My body is healthy, and I’m grateful.

    12. I’m more at ease every day.

    13. I’m calm, happy, and content.

    14. My life is a gift and I appreciate everything I have.

    15. I’ll surround myself with positive people who will help bring out the best in me.

    16. I don’t need someone else to feel happiness.

    17. I’m allowed to take the time to heal.

    18. My imperfections make me unique.

    19. I’m allowed to make mistakes; they don’t make up my whole story.

    20. I choose not to criticize myself or others around me.

    21. My potential to succeed is limitless.

    22. Difficult times are part of my journey and allow me to appreciate the good.

    23. I forgive those who have hurt me.

    24. I’m in charge of my life and no one will dictate my path besides me.

    25. I’m doing my best and that is enough.

    26. I have the power to create change.

    27. I know exactly what to do to achieve success.

    28. I choose to be proud of myself and the things I choose to do.

    29. I will not compare myself to strangers on the Internet.

    30. I am enough.

    31. I let go of all that no longer serves me.

    32. I love myself fully, including the way I look.

    33. My life becomes richer as I get older.

    34. I can absolutely do anything I put my mind to.

    35. I’m worthy of respect and acceptance.

    36. My contributions to the world are valuable.

    37. My needs and wants are important.

    38. I make a significant difference to the lives of people around me.

    39. I am blessed with an amazing family and friends.

    40. I attract money easily into my life.

    41. My life is full of amazing opportunities that are ready for me to step into.

    42. I’m free to create the life I desire.

    43. I’m open to new adventures in my life.

    44. I’m bold, beautiful, and brilliant.

    45. My body shape is perfect in the way it’s intended to be.

    46. When I allow my light to shine, I unconsciously give other people permission to do the same.

    47. No amount of guilt can change the past, and no amount of worrying can change the future.

    48. To make small steps toward big goals is progress.

    49. Negative thoughts only have the power I allow them.

    50. I can choose to make my curses my blessings.

    What are some positive affirmations you tell yourself? Let us know in the comments below! 

     

     
     
     
     

  • Be More Productive: Manage Your Energy, Not Your Time
    You know the drill: You get into work bright and early, hoping to get a jump start on your day. But meetings and happenstance start to pile up, and before you know it, it’s 5:30 and you’ve barely gotten anything done. So you have to burn the midnight oil — and wake up early again the next day. It’s not just a brutal schedule to live on; it’s a recipe for disaster. Here’s one expert’s advice on how to manage your energy instead of your time.

    monkeybusinessimages / iStock / Getty Images Plus

    A Reservoir With Four Wells

    Since 2003, The Energy Project founder and CEO Tony Schwartz has been working on developing reliable, science-backed methods to empower and energize people in the workplace. His organization has worked with companies to improve culture, morale, and productivity using experience-tested techniques. Central to the work The Energy Project does is Schwartz’s conception of the four types of human energy (as described in his book “The Way We’re Working Isn’t Working”): physical, emotional, mental, and spiritual. Tending to each of these sources of motivation is the key to keeping energy up — and that might mean taking a new approach to managing manpower at work and at home.

    Writing for Harvard Business Review, Schwartz described going through that process with Wachovia Bank. In 2006, the Energy Project worked with 106 employees at 12 banks throughout southern New Jersey, ranging from senior leaders to lower-level managers. Together, they honed in on specific strategies to address each type of energy fatigue, using Wachovia’s own performance metrics to gauge their success. In the end, the bank employees who had participated in the program outperformed the control group by up to 20 percent.
    Furthermore, a full 68 percent of the participants reported that the strategies improved their relationships with customers and clients, and 71 percent said their productivity and performance improved as well. Clearly, addressing energy needs is an effective way to boost productivity. But what, exactly, did The Energy Project do?

    Energy Over Time

    Here’s the thing: Everybody gets the same 24 hours every day. There’s no getting around that fact, and good luck requesting an eight-day week. So instead of tying yourself into knots over how you’re going to budget your time, Schwartz feels a more productive approach is to audit your energy use and see where you’re losing out on your physical, mental, emotional, and spiritual get-up-and-go. When The Energy Project worked with Wachovia, they applied these methods to address each type of human energy.

    Physical Energy

    Nutrition, exercise, and sleep are the pillars of physical energy, so to start, Schwartz had each of the participants audit their own physical energy budget. Often, just seeing where they were falling short (skipping breakfast, working late into the night, forgoing physical exercise) was enough to spur some improvement. But they also found that certain habits and behaviors could pay off big — eating three or four small meals instead of two huge ones made employees less likely to crash, and a more regular sleep schedule made them more alert throughout the day.

    Mental Energy

    You know that your body isn’t capable of lifting 10,000 pounds, so you don’t really feel the need to try. But when it comes to brainpower, it can be hard to admit that some things are just a bit beyond us. Take multitasking. If you’re trying to make sure you’re using your mental energy in the most efficient way, block out periods where you can focus on one task at a time instead of trying to do everything at once.

    Emotional Energy

    Emotional energy governs the quality of your attention and work — even if you’re well rested and your mind is focused, that won’t do much if you’ve got a bad attitude about your work. When stress and hardships arise, try emotionally stabilizing exercises like taking deep breaths, going for a short walk, or even taking a moment to send a positive message to a coworker — positivity is surprisingly contagious.

    Spiritual Energy

    Spiritual energy is something a little less well defined, and it’s spent and recovered at a much slower pace than other types of energy. It’s all about feeling like your day-to-day work (the stuff you have to spend your energy on) is in-line with a higher purpose or a larger goal. To help employees recharge their spiritual energy, The Energy Project had the participants clarify their guiding principles, long-term goals, and other lofty ideas to themselves, and brainstorm ways to make their daily work fit into those dreams. It might sound unscientific, but like Schwartz’s other three energy types, spiritual energy is clearly connected with real-life productivity.

     

  • Feeling Blue? That’s OK!

    Dinsa Sachan

    is a science and culture journalist based in New Delhi, India

    Perhaps we should consider realigning ourselves with the Romantics, who as a group found solace in freely expressing emotions in poetry.

    In his ‘Ode on Melancholy’ (1820), for example, John Keats wrote: ‘Ay, in the very temple of Delight, / Veil’d Melancholy has her sovran shrine’. Pain and joy are two sides of the same coin – both are necessary for a fully lived life.

    Keats might have had Robert Burton in mind here, the 17th-century priest and scholar whose hefty volume The Anatomy of Melancholy (1621) described how sadness might go into overdrive (something we’ve come to understand as clinical depression) and how to cope with it.

    Recent research suggests that experiencing not-so-happy feelings actually promotes psychological wellbeing. A study published in the journal Emotion in 2016 took 365 German participants aged 14 to 88. For three weeks, they were handed a smartphone that put them through six daily quizzes on their emotional health. The researchers checked in on their feelings – be they negative or positive moods – as well as how they perceived their physical health in a given moment.

    Prior to these three weeks, the participants had been interviewed about their emotional health (the extent to which they felt irritable or anxious; how they perceived negative moods), their physical health and their habits of social integration (did they have strong relationships with people in their lives?) After the smartphone task was over, they were quizzed about their life satisfaction.

    The team found that the link between negative mental states and poor emotional and physical health was weaker in individuals who considered negative moods as useful. Indeed, negative moods correlated with low life satisfaction only in people who did not perceive adverse feelings as helpful or pleasant.

    According to Brock Bastian, author of The Other Side of Happiness: Embracing a More Fearless Approach to Living (2018) and a psychologist at the University of Melbourne in Australia, the problem is partly cultural: a person living in a Western country is four to 10 times more likely to experience clinical depression or anxiety in a lifetime than an individual living in an Eastern culture.

    In China and Japan, both negative and positive emotions are considered an essential part of life. Sadness is not a hindrance to experiencing positive emotions and – unlike in Western society – there isn’t a constant pressure to be joyful.

    This thinking could be rooted in religious upbringing. For example, Indo-Tibetan Buddhist philosophy, which has been extensively studied by Western psychologists such as Paul Ekman, calls for recognising emotions and embracing pain as part of the human condition. It places emphasis on understanding the nature of pain and the reasons that lead to it.

    Many modern psychological practices such as dialectical behaviour therapy now employ this approach of recognising and naming emotions in treating depression and anxiety.

    In a study published in 2017, Bastian and his colleagues conducted two experiments examining how this societal expectation to seek happiness affects people, especially when they face failure.

    In the first study, 116 college students were divided into three groups to perform an anagram task. Many of the anagrams were impossible to solve. The test was designed for everyone to fail, but only one of the three groups was told to expect failure.

    Another group was in a ‘happy room’ whose walls were affixed with motivational posters and cheerful Post-it notes and they were provided with wellness literature, while the final group was given a neutral room.

    After completing the task, all the participants took a worry test that measured their responses to failing the anagram task, and filled out a questionnaire designed to evaluate whether societal expectations to be happy affected how they processed negative emotions. They also took a test about their emotional state at that time.

    Bastian and his team found that people in the ‘happy room’ worried a lot more about their failure than the people in the other two rooms. ‘The idea is that when people find themselves in a context (in this case a room, but generally in cultural context) where happiness is highly valued, it sets up a sense of pressure that they should feel that way,’ Bastian said. Then, when they experience failure, they ‘ruminate about why they are not feeling the way they think they should be feeling’. The rumination, the researchers found, worsened their state of mind.

    In the second experiment, 202 people filled out two questionnaires online. The first one asked how often and how intensely they experienced sadness, anxiety, depression and stress. The second – in which people were asked to rate sentences such as: ‘I think society accepts people who feel depressed or anxious’ – measured to what extent societal expectations to seek positive feelings and inhibit negative ones affected their emotional state.

    As it turns out, people who thought that society expects them to always be cheerful and never sad experienced negative emotional states of stress, anxiety, depression and sadness more often.

    Painful times confer other benefits that make us happier over the long term. It is during adversity that we connect most closely with people, Bastian points out.

    Experiencing adversity also builds resilience. ‘Psychologically, you can’t become tough if you don’t have to deal with tough things in life,’ he said. At the same time, he warns that the recent findings shouldn’t be misunderstood. ‘The point is not that we should try and be sadder in life,’ he says. ‘The point is that when we try and avoid sadness, see it as a problem, and strive for endless happiness, we are in fact not very happy and, therefore, cannot enjoy the benefits of true happiness.’

  • What does “Flexible Work” Mean to You?

    “Flexible Work” Means Freedom to Adjust Schedules to Accommodate Personal Needs

    In June, [Fresh Leadership] asked readers what flexible work meant to them, and with 25% of the votes, “Freedom to adjust your schedule to accommodate personal/family needs” was the top choice. Rounding out the top three were “Options to work outside the traditional 8 a.m. to 5 p.m. business day” with 20% and “Freedom to set your own hours/schedule” with 15%.

    The rest of the results were as follows:

    • Working extra hours each day to accommodate a 4-day work week – 11%
    • Working from home part-time – 10%
    • Working remotely from another city or state/province, etc. – 8%
    • Working from home full-time – 3%
    • Working part-time – 2%
    • Unlimited vacation/paid time off (PTO) – 2%
    • Job sharing – 2%
    • Doing freelance/gig work – 1%

    Some respondents chose the “Other” option and submitted their own thought on the topic, including:

    • A combination of several options
    • Working through lunch to leave at 4:00 p.m.
    • Parental leave
    • Hitting goals and objectives set by the company on my own time/schedule

    Flexible work options can help boost recruiting and employee retention strategies
    The ability to adjust work schedules to take care of life outside the office is becoming more important than ever, and companies that embrace a more flexible environment are in a better position to not only attract top talent but also keep them. From taking a kid to the dentist to caring for an aging relative, there are many barriers that impact some workers’ ability to get and/or keep a fulfilling job.

    The Express white paper, “Battle of the Barriers,” (see below)  explores some of these barriers, including transportation, childcare, and communications issues by drawing on the real-world experiences of Express office owners and original surveys. The paper discusses why these barriers persist, even in a time of high employment, and who is most likely to be affected.

    Though some barriers are almost insurmountable, there are solutions. The paper also explores areas where local, state/provincial, and federal governments can take action, how companies and communities are taking it upon themselves to make a difference and the importance of personal responsibility.

    Battle of the Barriers White Paper

  • Creating a Sense of Ownership Among Your Employees

    Building Engagement: Creating a Sense of Ownership Among Your Employees

    We’re currently in a job seeker’s market, and those with the right mix of skills and expertise have found they are able to be more selective about where they work as businesses struggle to recruit top talent to fill open positions. Employee engagement and retention have become more important than ever before for companies striving to maintain a workforce that drives creativity and innovation. In fact, a recent SHRM/Globoforce survey showed that “47% of HR leaders cite employee retention and turnover as their top workforce management challenge.” So, it’s imperative for businesses to create a working environment that keeps employees focused on work that excites them rather than the exit door.One key way to increase engagement is by helping your employees develop a stronger sense of ownership over the projects they work on each day. For most people, it’s much easier to be passionate about the work we do each day when we feel a personal and vested interest in the process from beginning to end.

    Here are four quick tips for creating a stronger sense of project ownership in your employees.

    Set expectations from the beginning
    Clear, concise communication is the key. Sometimes, your employees may not understand how involved you want them to be in a project. Are they simply completing tasks from a list, or do you expect them to take the ball and run only checking in for an occasional status update? Setting those expectations at the beginning of the project will help remove that ambiguity and foster a stronger sense of ownership going forward.

    Give them a voice in the planning process
    It’s much easier to feel connected to a project when you had a voice in the planning process from day one. Engaging employees who will be working on the initiative in the initial stages of development not only ensures everyone’s voice is heard, it also provides a different point of view that could lead to new, innovative ideas.

    Empower them to make decisions
    In a survey from Comparably, respondents overwhelmingly ranked “micromanager” as the worst quality to have in a boss. That’s not saying leaders shouldn’t provide oversight; however, if you’re constantly checking up on every minute detail of a project, it will be difficult for employees to truly engage in the work and develop a sense of ownership for the project as a whole. This requires being able to trust that your people have the foresight and experience to make decisions without having to run each one up a long chain of command.

    Give recognition
    SHRM/Globoforce survey found that 84% of leaders say employee recognition programs help build employee engagement. A few words of encouragement can go a long way toward helping employees feel confident about the work they’ve done so far and keep them engaged and connected to the work that still needs to be done.