Thursday, October 19, 2006
Job stress, pain and healing
When the tooth removal date came, the dentist remarked that he was glad the antibiotics had worked, and I told him I'd never taken them. He extracted the tooth fairly easily (yes, at that point I used Novocain!), and a continued discipline of prayer and connection to Sprit in the aftermath made the healing process happen harmoniously. No further complications.
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Tuesday, October 17, 2006
You can't help having a purpose
Once when I was struggling with this question, I spent some time just thinking about the meaning of the word. Purpose is the reason something exists. It indicates something done "on purpose," or with intention, by design. It includes the concept of intended results, meaning there was a goal to accomplish in forming the purpose. It is also the object of the goal itself, the result of the plan, the outcome of the design. It can also be how you do something, as in doing something with determination, with purpose.
So to me, there's a lot of considerations when attempting to answer the question, "What is my purpose?" I think the question assumes an Other, a Someone Else, in charge and making things work. I mean, who are we actually asking? The fact that we're asking the question at all means to me that we're really trying to figure out who put us here in the first place, and what did that being intend for us.
That infinite Spirit, flowing with infinite creative perfect gorgeous intelligent ideas, is creating us right now. We are, now, complete and finished even as we are being created. Simultaneous creation and completion of every idea, with no end or beginning. That's Spirit.
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Tuesday, October 10, 2006
Integrity essential to true power
In today's sometimes murky ethical environment, where top executives do regrettable things simply because they can, it's refreshing to hear from experts on the subject who can make a clear case for integrity.
One such expert is Joseph White, President of University of Illinois, Champaign-Urbana (my alma mater). White has a new book out, The Nature of Leadership: Reptiles, Mammals and the Challenge of Becoming a Great Leader. I just read about the book in my alumni magazine. He makes some exciting points about leadership and ethics.
White talks about leaders having to have both reptilian and mammalian qualities, i.e., order, stability and routine balanced with attention, nurturing and encouragment. But if these aspects form two side of a pyramid, the foundational qualities of ability, strength and, above all, character form the base.
Character, or high integrity, is fundamental to excellent leadership—you can't gain trust without it. White has developed four simple points to test yourself on your integrity level.
- You will never knowingly violate laws and regulations in any consequential way.
- You will be honest and not mislead others.
- You will make commitments carefully and keep them faithfully.
- You will avoid conflicts of interest, and when they are unavoidable, resolve them in favor of your duties and responsibilities, rather than by benefiting personally.
What I'm liking about these integrity indicators is that while they seem to demand a lot, they are actually liberating. By sticking to standards like these, you become free to succeed in every way possible, with no skeletons in your closet and no noose around your neck. The standards lead to freedom, and ultimately, power.
I've written before about honesty on the job. At that same job, I had a co-worker who lied all the time, even about little things. If he had even the slightest idea he might get in trouble, he'd lie to cover his tracks. He wasn't always successful, and often got in even more trouble with our volatile bosses. Finally, the bosses made him my subordinate, and told me to take care of it or they'd fire him.
I worked with him to build trust between us first. Since I had been a co-worker, I already knew a lot the shenanigans he was used to pulling, so I could joke with him about not being able to do that anymore. If I suspected he was lying to me, I'd lightly kid him into being more honest. I avoided getting mad or aggravated with him, and he became habitually honest with me. But he was still afraid of the bosses.
One day he came barreling into the office very scared about the fact that he'd just gotten a company car into a minor fender-bender while on a delivery. He came to me to help him make up a convincing story! Which of course I couldn't do. But I did help him calm down, and told him he'd get much better results by just telling the truth.
I knew that telling the truth not only makes you feel you're on firm ground rather than in quicksand, but that it's also related to embodying that higher Truth that connects us all. Lying betrays that connection; honesty solidifies it. If you think of divine Truth as our Creator, which is one way I like to think about it, it's clear that as its creation, we need to be honest with each other.
My work friend steeled himself, and went into one boss's office. He just laid out what happened, the boss figured these things happen and that our insurance would cover it, and that was it.
I laugh now when I remember how stunned he was that he didn't get in trouble. From that time forward, he more manfully admitted mistakes when he needed to, and also began to get more credit for when things went well. When I left that job a few months later, he had grown in responsibility and was in charge of many aspects of our inventory, including the company cars.
I love the simplicity of this maxim from spiritual author Mary Baker Eddy: "Honesty is spiritual power." My work friend experienced this increase in power from being honest. Joseph White shows in his book how leadership at its most powerful and effective is also dependent on being honest. It's actually natural to be honest, since we're all connected through divine Truth.Visit SpiritOnTheJob.com.