| - You should have... | | | | Ask yourself; "How can I choose ease and |
| - I didn't know... | | | | confidence instead?" |
| - You could have told me... | | | | 2. Stress |
| - Why didn't you... | | | | When you feel your buttons being pushed |
| - They could have... | | | | constantly... |
| When things move along nicely, we rarely rush in and | | | | Ask yourself; "How do I keep making choices that |
| ask - "Who's responsible for this?" Only when things | | | | keep this pattern going?" |
| are not quite right do we look for someone to blame. | | | | 3. Lack of energy |
| Many people seem to think that an ok explanation | | | | When you feel flat, no energy, no drive... |
| can excuse a poor result. Have you ever thought of | | | | Ask yourself; "What feelings and emotions have I |
| how much time you use on explanations and | | | | ignored and not let myself feel?" |
| justifying bad, or poor results with "she should..", | | | | 4. Having bad results |
| "They did it..", They wouldn't listen to me anyway" | | | | When you experience a stream of bad luck, poor |
| etc.? | | | | and negative results... Ask yourself; "Do I have an |
| These kinds of answers put us immediately in a | | | | unconscious intention for things to turn out like this? |
| victim position; something outside our control is | | | | 5. Seeking solitude because others irritate or upset |
| causing pain and stress on us. We feel powerless, | | | | you |
| and with time we lose the interest in what we're | | | | When you avoid certain people, being distant, or |
| doing. Adding to the accountability lapses is behaviour | | | | aloof... |
| like the passive, almost in-visible yes/no nodding | | | | Ask yourself; "What agreements have I broken?" |
| during meetings, gossiping at the coffee machine, | | | | "What unspoken communications do I have?" |
| venting with other colleagues behind closed doors... | | | | To communicate your lapses with your team, boss, |
| Just fill in the list. | | | | spouse, kids, or whoever it is you feel is the right |
| Whether you're a team leader, CEO, or a secretary, | | | | person to address, simply describe what you are |
| YOU have the capacity to affect the culture for | | | | feeling and what your perception was of the things |
| better and for worse, by YOUR capacity for full and | | | | you did to add on to the situation. Then invite each |
| complete accountability. When you start to take | | | | person to ask the question "What did I do to |
| responsibility for the results in your life, you will be a | | | | produce this result?" |
| full time player in the middle of the champion league. | | | | It sounds so simple, but most people look for what |
| Following are 5 guaranteed shifts that immediately will | | | | the other person did or did not do in the first place. |
| move you into a feeling of empowerment, and bring | | | | Share, communicate and make new agreements on |
| clear space into any kind of struggle, conflict or | | | | how to handle this kind of situation in the future. |
| dispute you may encounter: | | | | Keep track of yourself catching your accountability |
| 1. Feelings | | | | lapses, and celebrate each time you've stepped up |
| When you find yourself feeling angry, upset, sad, | | | | and acknowledged them. You're on your way to |
| fearful... | | | | becoming a Master! |