9378 Chapters
Medium 9781609942922

Being Successful How Do You Define Success?

Metcalf, Franz Berrett-Koehler Publishers ePub

How Do You Define Success?


He constantly abandons useless mindsets and cultivates useful mindsets. He is resolute and concentrated in his effort. He never abandons his efforts toward achieving useful mindsets.

—Anguttara Nikaya 5.53

THE BUDDHA IS the spiritual father to some of today’s “success writers” whose best sellers teach us how to manifest our dreams and achieve our goals. These authors are tapping into what the Buddha knew 2,500 years ago: that the mind has immense power, if only its owner would use it well. The Buddha urges us to keep laserlike focus (okay, they didn’t have lasers in the Buddha’s day; he called it “one-pointed mind”) on our vision or objective—to be unwavering in our concentration. A man with a mission does not dissipate and waste energy on useless distractions. Nor does he cling to negative mind-sets. Sometimes those mind-sets have allure (we all know the twisted pleasures of holding a grudge or feeling put-upon), but never are they useful.

The Buddha teaches us that focusing attention on the desired goal and letting go of internal hindrances are all that is required for success. Set your mind toward your goals. Evaluate what are useful mind-sets for you. Stick to them. Do not be distracted by useless mind-sets. Never abandon your effort!

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Medium 9781576751381

5 SQ—Spiritual Intelligence

Zohar, Danah Berrett-Koehler Publishers ePub

Mats Lederhausen first contacted me a few years ago when I was about to visit Sweden. He told me that he had read my books, and that he had a problem he wanted to discuss. He asked if we could meet. At the time, Mats was the chief executive of McDonald’s for Sweden.

We met in a café on the outskirts of Stockholm. Mats was in his mid-thirties, dark, handsome, and in obvious good health. He seemed nervous at first, slightly embarrassed by his reason for wanting to see me. “I suppose you could say,” he began, “that I have a ‘spiritual problem.’ I am still young, I have a beautiful family and plenty of money, and I’m at the top of my profession here in Sweden. But I’m not happy. I feel there has to be something more that I could be doing with my life. I’m not certain that I’m on the right path doing the job that I do.” Mats said that he felt deeply concerned about the state of the world, particularly the environmental crisis facing the globe and the breakdown of community. “Big companies like McDonald’s,” he added, “aren’t doing enough to face these things.” He came from a Jewish family and had been taught as a boy that a man must take some responsibility for society. “Yet what am I doing?” he asked. “I’m making money. I spend ten to twelve hours of my day working for McDonald’s, and I’m not serving any of the things I deeply care about. I want to make a difference. Want, if you like, to use my life to serve. But I don’t know how. I just know that I want to be part of the solution. Not the problem.” Mats feared he was letting himself down and being a poor role model for his children.

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Medium 9781626567276

Chapter Five: Scan to expand

Jana, Tiffany; Freeman, Matthew Berrett-Koehler Publishers ePub

Scan to expand means keeping your eyes open and looking for opportunities to broaden your cultural horizons. This is where building authentic relationships across differences comes into play. Chapter 3 was about in-groups and out-groups. Those often exist intact without any effort. Scanning to expand is about making a deliberate effort to notice individual differences and really pushing the limits of building bridges across them. This is not the time to be colorblind, gender neutral, or to experience the world as a melting pot with everything ending up a gooey, formless, grey blob.

When you enter an event, do you immediately look around for the people you already know and make a beeline for them? Most of us do. There is comfort in the familiar. What we are suggesting is that you deliberately and actively seek out opportunities that will expose you to new people, new ideas, and new places.

Remember contact theory? We designed “scan to expand” in response to the research that tells us we can reduce interpersonal bias by spending protracted amounts of time with people about whom we have known or unknown bias. If you chose to take the Implicit Association Test and identified one or more potential biases, then you should consider scanning your environment for opportunities to work or play in group settings with people who represent the categories you identified as a demographic where you could reduce your bias.

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Medium 9781605093772

CHAPTER TWO The Good, the Bad, and the Ugly

Edwards, Michael Berrett-Koehler Publishers ePub

When Business Thinking Advances Social Change — and When It Doesn’t

All market activity has some social impact, just as all nonprofits and foundations — like the Ladies Auxiliary I mentioned in chapter 1 — engage with the market in one way or another, though their links may well be very light. The real question is what kind of impact business can make on social change, and whether it preserves the status quo or brings about social transformation.

Businesses create jobs, ideally good ones with good benefits. Businesses produce and distribute goods and services, ideally ones that are socially and environmentally useful. And they stimulate technological innovation, ideally in areas that benefit the public good. The ways in which businesses approach these tasks have enormous implications for society at large, but in the past, the social and environmental impacts of core business decisions were seen as byproducts — not conscious goals — of companies, which aimed to make a decent profit and build shareholder value. During the 1990s, this assumption began to be questioned by the pioneers of corporate social responsibility, and their thinking laid the groundwork for the appearance of philanthrocapitalism ten years later.

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Medium 9781567263954


Cox, Queen E. Berrett-Koehler Publishers ePub

The government may pay only those expenses essential to the transaction of official business. Individuals must be in a travel status as defined in the Per Diem section of Part IV, Before You Travel, to be entitled to allowances and expenses. While performing official travel, a federal employee is allowed to incur certain travel and travel-related expenses.

A contractor-issued government travel charge card is the government’s preferred method of paying travel expenses. To assist cardholders on how to use the travel charge card responsibly, this part provides information on cardholder responsibilities, the do’s and don’ts of using the travel charge card, and actions the agency may take against the cardholder for misuse or abuse of the travel charge card.

The role of an agency/organization program coordinator (A/OPC) is important. The A/OPC manages the agency’s travel charge card program and authorized cardholders. A/OPC responsibilities, helpful hints for reducing delinquency, and best practices for managing both the agency’s travel charge card program and cardholders are also provided in this part.

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