Challenge The Thoughts

Challenge The Thoughts

We have thousands of thoughts in our brains and these thoughts create our personal story. It is worthwhile to examine and challenge the story because it creates feelings and these lead to personal decisions. When we consciously examine our story it can be edited and re- written so that we have new opportunities for growth and development. The story always improves when we accept the reality that we deserve to be loved, understood, and valued.

Internal Critic

Internal Critic

Give your internal critic a day off and focus on why you want to achieve some goal. The why is critical because if you have a strong meaning to a particular goal the chances are high that you will achieve it. Take out a piece of paper and write down all the benefits of the desired goal. Will it make your life better? Will it have a positive effect on others? The more you bring to your conscious mind the goal moves from your wish list to your choice list. Once this is done, select one simple behavior that is necessary to move toward the goal. Repeat this every day and celebrate any positive movement toward the goal.



There are times when facing a challenge or problem when we are completely stuck. We go over and over the possible strategies but none seem to solve the issue. I have found that stepping aside and using one of the four creative alternatives presents better choices.


  1. Go for a walk and have an internal conversation. Walking removes you physically from the traditional pattern of problem-solving.
  2. Take a shower. Not only is this a time to test out your singing voice but also is a time of relaxation and new thoughts always seem to appear.
  3. Briefly meditate and ask your subconscious brain to assist you in finding new strategies.
  4. Just before you go to sleep present the challenge to your subconscious brain.
Unexamined Beliefs

Unexamined Beliefs

Many of us carry unexamined belief systems that prevent alternative behaviors. Not looking for villains here, but many have been imposed by well-intentioned others. We may carry the belief that “we are just average” or not “smart enough” or” it is too late to teach an old dog new tricks.” A great deal of learning along the way is ingested at an emotional level which is a wall that blocks opportunities. A belief can be deeply held and if that belief is reinforced by
you and others then the chances of new goals are greatly minimized. If you can examine whether these belief systems are true in the here and now they will inflict less harm. Better yet., see if the beliefs that you are carrying are yours or were inherited through the influence of others.

List three beliefs that you have carried about yourself and determine whether they are true for you in the here and now.

RECOMMENDATION > Remember This: The Lesson of Jan Karski

RECOMMENDATION > Remember This: The Lesson of Jan Karski

I saw this film at the Massachusetts Fine Arts studio and was captivated from the very beginning. If this film is in a theater near you, I highly recommend that you go. My hope is that this film becomes available to every venue in America during the coming year.

The following from Alexis Soloski of the New York Times is a great review of the film

Remember This’ Review: Finding Strength Amid Moral Failure
David Strathairn is remarkable in a solo show about Jan Karski, who was profoundly changed by what he witnessed during World War II.
By Alexis Soloski

There are catastrophes so terrible that the mind struggles to comprehend them. Here is Jan Karski’s description of his visit in 1942 to a Jewish ghetto in Warsaw, during which he saw dead bodies lining the streets and starving women nursing their babies from sunken breasts: “This is not a world,” he observed. “It is not humanity.” But this was humanity. And Karski, an agent of the Polish government in exile during World War II, was tasked with reporting it.

Theater for a New Audience’s “Remember This: The Lesson of Jan Karski,” originally produced by the Laboratory for Global Performance and Politics at Georgetown University, is a dignified and affecting solo show. Starring a masterly David Strathairn, and adapted from Karski’s own words by Clark Young and Derek Goldman, it brings Karski’s recollections to anguished life. With limited instruments — lights, sound, a table, two chairs, a single suit —the play evokes not only the contours of Karski’s own eventful biography, but also the horrors and privations of the war, with a particular emphasis on the failure of Allied governments to acknowledge and intervene in the murder of Europe’s Jews.

A Catholic diplomat recruited by the Polish underground, Karski reported on the changes the Nazis had wrought, entering first the ghetto, and then a transport camp. “I become a tape recorder. A camera,” Strathairn’s Karski says. Later, he elaborates: “I understand my mission. I am not supposed to have any feelings. I am a camera.”

The forerunners to “Remember This” are not necessarily or essentially theatrical. (Though Victor Klemperer’s “I Will Bear Witness,” which played Classic Stage Company two decades ago, is a kind of antecedent.) The more significant influence seems to be documentary film. Karski was featured in two documentaries by Claude Lanzmann, “Shoah” (1985) and “The Karski Report” (2010), though Goldman, the laboratory’s artistic director and the director here, also drew on other documents, including Karski’s 1944 memoir and a 1994 biography. Here there is frequent underscoring — the sound design and original compositions are by Roc Lee — which gives the show a cinematic feel, emphasized by Zach Blane’s evocative lighting.

Whatever its form, “Remember This” serves as a remarkable showcase for Strathairn, who moves fluidly among characters and time periods. He leaps onto a table at one point and off it at others. Throughout, he manages to communicate both Karski’s extraordinary moral strength and his passionate reactions to what he sees. Because Karski has feelings. He is, as Strathairn depicts him, much more than a camera or a stylus — he is a man profoundly changed by what he witnesses.

Strathairn delivers an expert performance, but it is also an unshowy one, never calling attention to itself at the expense of the content. This restraint renders “Remember This” perhaps most affecting and effective in the tension between the coolness and expertise of its form and the hot horror of its subject. It is in the space between these poles that the particular evil of the Holocaust is conveyed and understood, that unimaginable suffering is imagined. Allied leaders — Franklin D. Roosevelt, Anthony Eden — wouldn’t be convinced of the truth, despite Karski’s efforts. But we in the audience are, which grants us a squirmy moral superiority, even as the show asks us, gently, to examine what we are doing in our own lives to oppose hate.

This is most likely the lesson the title refers to. And Strathairn’s Karski articulates it this way: “There is no such thing as good nations, bad nations. Each individual has infinite capacity to do good, and infinite capacity to do evil. We have a choice.”

Karski, who became a celebrated professor at Georgetown and received, posthumously, the Presidential Medal of Freedom, died in 2000, which means that he lived long enough to see Holocaust minimization and outright denial come back into vogue. But this doesn’t seem to have worried him. “These voices are weak,” he says in the play. “They have no future. As I tell my students, we have a future because we are speaking the truth.”

But truth seems to have become an increasingly fungible concept. Faced with our current culture of misinformation, disinformation and propaganda, I wonder what particular advice Karski might have for us now. How would he have recorded this?


Four Suggestions for Leaders

Four Suggestions for Leaders

1. Be Action-oriented

Difficult leadership situations often call for quick, decisive action. Reflection is worthwhile but you must make a decision.

Plenty of candidates for your leadership team will have big ideas, but few will have a proven track record of transforming concepts into tangible solutions. When conducting interviews, be sure to ask for specific examples of each candidate’s ability to act decisively; look for a quick, strategic mind that can develop and implement innovative solutions.Meanwhile, it’s incumbent on you as the CEO to create an environment that encourages action-oriented behavior. This means granting autonomy to your leaders, rewarding them for taking risks, and recognizing their efforts when their bold moves are successful.

2. Be Collaborative

Leadership flourishes when we seek collaboration. Seek out and consider a wide range of perspectives.

Great leaders understand the value of collaboration. They work well with others, consider a wide range of perspectives, and challenge their colleagues respectfully. Even when extenuating circumstances (such as social distancing) drive them into isolation, they still regularly brainstorm with their teammates. They know collaboration yields the best, most innovative ideas.

3. Be Communicative

Communication is key to building trust, ensuring alignment, and boosting companywide morale during a crisis. Your leadership team should be able to clearly express your company’s mission and vision as it adjusts to ongoing changes across the business landscape. The right candidates will possess excellent written and verbal communication skills. Likewise, they should also feel comfortable speaking in front of larger groups, fielding questions, and addressing concerns.

One thing I’m doing right now to keep up with communication is providing frequent Slack updates to my entire company. These are transparent check-ins regarding the state of the business during these rapidly changing times. Taking the company’s pulse in this way isn’t benefiting executives alone — it helps everyone.

4. Be Resilient

All leaders experience adversity throughout their careers—but their ability to conquer challenges and bounce back from failure is what sets them apart.

All entrepreneurs, business leaders, and employees experience adversity throughout their careers—but their ability to conquer challenges and bounce back from failure is what sets them apart. During interviews, ask candidates for specific examples of setbacks they have overcome.

Ultimately, your aim should be to hire leaders who repeatedly exhibit resilience. A leadership team full of resilient individuals can help motivate your company to maintain its energy, enthusiasm, and ingenuity while confronting challenges—even in changing times.

A startup’s CEO is only as strong as his or her supporting cast. Starting on day one, surround yourself with a capable, trustworthy leadership team. Regardless of your company’s age or size, set a high bar when vetting candidates. These are the individuals you will lean on for years to come while navigating challenging scenarios. Approach this team-building task wisely, and you’ll certainly position your company for scaling and prosperity.

This article was originally published on the EO Global Octane Blog.

By wpengine|January 3, 2020|Global|Comments Off on How to Build a Team That Can Navigate Your Business Through Difficult Times