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Parapsychology and Subconscious Thoughts. 

Even as the sacred Ganga takes its origin in Gangotri, Himalayas, and runs perennially towards Ganga Sagar, the thought-currents take their origin from the bed of Samskaras (impressions) in the inner layers of the mind, wherein are embedded the Vasanas or latent subtle desires, and flow incessantly towards the objects both in waking state and in dreaming state. Even a railway engine, is sent to the engine-shed for rest, when its wheels become over hot; but this mysterious engine of mind goes on thinking without a moment’s rest.

Practice of telepathy, thought-reading, hypnotism, mesmerism and psychic healing clearly proves that the mind exists and that a higher mind can influence and subjugate the lower mind. From the automatic writing and the experiences of a hypnotized person, we can clearly infer the existence of the subconscious mind which operates throughout the twenty-four hours. Through spiritual Sadhana change the subconscious thoughts and mind and become a new being.

~ Sri Swami Sivananda, Thought Power

All creation is a mine, and every man, a miner. The whole earth, and all within it, upon it, and round about it, including himself, in his physical, moral, and intellectual nature, and his susceptibilities, are the infinity various “leads” from which, man, from the first, was to dig out his destiny.

~ Abraham Lincoln Lecture to W.H. Herndon; June 22, 1848. Edited by Meg Distinti, Leadership Lessons of Abraham Lincoln

Being the focal point of the action at center stage should not always be the goal of leaders. Sometimes they can effectively influence the action onstage through their work as a “director” behind the scenes.

~ Coy Barefoot, Thomas Jefferson on Leadership

Growth = Change. 

Be transformed by the renewing of your mind. 

Just about anyone would agree that growing is a good thing, but relatively few people actually dedicate themselves to the process. Why? Because growth requires change, and change is hard for most people. But the truth is that without change, growth is impossible.

Most people fight against change, especially when it affects them personally. As novelist Leo Tolstoy said, “Everyone thinks of changing the world, but no one thinks of changing himself.” The ironic thing is that change is inevitable. Everybody has to deal with it in their lives. On the other hand, growth is optional. You can choose to grow or to fight it. But know this: people unwilling to grow will never reach their potential.

Making the change from being an occasional learner to someone dedicated to personal growth is tough. It goes against the grain of the way most people live. Most people celebrate when they receive their diploma or degree and say to themselves, “Thank goodness that’s over. I’m done with studying.” But that kind of thinking doesn’t take you any higher than average.

~ John C. Maxwell, Your Road Map for Success

Leaders Have Followers.  

By definition, a leader requires followers. Followers are attracted to their leaders for any number of reasons, and they can have a greater or lesser degree of influence over their leaders, but without at least one follower, direct or indirect, a person is not a leader.

~ Ian Jackman, The Leader’s Mentor

The intervention process is a formal “documented process” which is used to assist an employee in resolving performance or behavioral problems. The process is designed to identify problems, develop solutions, and establish a follow-up process which reinforces appropriate performance/behavior, or provides for corrective action should the employee fail to respond.

Phase-1 Intervention

When you are preparing to meet with an employee, you must decide which approach is most appropriate. Your choice of initial words and actions should be predicated not only on your desired outcome(s), but also on the type of employee you are working with.

In counseling, flexibility is absolutely necessary.  If one approach is not working, don’t hesitate to try another to gain the desired results.  The following techniques are provided to assist you in structuring your next performance counseling interview:

ASSERTIVE:

Initially review the previous conversation(s) that you have had with the employee, and/or events that have happened. State how you feel about the employee’s actions (I’m upset, I’m angry), and discuss how they have impacted on your unit’s (section, department, or team) productivity. Finally, ask the employee “Now, what are you going to do to correct these problems!”

NON-ASSERTIVE:

This approach is non-threatening and leaves the door open for the employee to talk about what they think the real problem is. A word of caution is in order, it may be necessary to get the employee back on track if they wander too far away from the real problem. Begin the interview with a broad based question such as “How have things been going for you in the past (week, month, quarter etc.).” Don’t mention the specific problem you want to talk about until the employee brings it up. The employee knows this is not a social visit and will begin to focus in on the specific issue(s) you want to talk to them about. When they get to the real issue, then you can begin using the counseling skills that we are going to talk about.

EMPATHETIC:

This interview begins by saying “I believe we have a problem, and I want to talk to you about it before it gets out of hand.” “Quite honestly, I think that it’s bothering you too.” “Let’s talk about it, and find some solutions.”  “Ok?”

REVERSAL:

This approach puts the employee in your shoes and asks them “What would you do?” It begins by saying,“John, if you had an employee who (state the problem) what would you do?” Listen to their response, if it’s on track with your thinking then ask the employee, “How can we solve this problem before we have to take the drastic action you suggested?”

This is an excerpt from The Three C’s of Leadership (Coaching, Counseling, and Confrontation), a Mastering Leadership Skills seminar.