We all have experiences in our lives, some good and some not so memorable. We keep on carrying up with our lives with such experiences. But some experiences totally change the outlook of our life or they start distorting the facts or the thoughts on which our life runs. Such experiences make us question our own beliefs, which we have been having for years. That makes us doubt ourself.
Have you doubted your ability to do something? How did you do it? You might have asked yourself some very poor questions like...What if I do not get it right? or What if my plans do not work? But the questions can obviously be tremendously empowering if we use them to examine the validity of some thing which we blindly accept. Many of our beliefs are supported by information we got from others.
We can take an example of this to get deeper in to this.This example is related with the usage of computer or typewriter.Why do you think the traditional arrangement of letters,numbers or symbols on 99 percent of all typing devices is universally accepted round the world?The arrangement of characters is known as QWERTY.These characters are on the top left row of the keyboard.This arrangement was devised as the most efficient configuration to increase typing speed....right?
Most people never though about,after all QWERTY existed for years....but it is the most inefficient configuration you can imagine.The truth is QWERTY was deliberately designed to slow down the human typist at a time when type writer parts moved so slowly that they would jam in the operator typed too fast.
So then why have we clung to QWERTY keyboard for so many years?In 1882,when almost everyone typed with the hunt and peck method,a woman who had developed the eight finger typing method was challenged to a typing contest by another teacher.To represent her,she hired a professional typist who had memorized the QWERTY keyboard.
With the advantage of memorization and the eight finger method,he was able to beat his competitor who used the four finger hunt and peck on a different keyboard.So from then on QWERTY became the standard for speed an no one ever question the reference any more to see how valid it was.
So,considering the above example,you might have many beliefs which you have failed to question,which if are disempowering might be even limiting your life,without you knowing!So is your experience triggering a positive change in your life?You need to ask that question to yourself!
Get all motivational tips at Deepak.M's Self Development Zone.Get all articles related to self improvement or self development at Self Development Zone.
Article Source: http://EzineArticles.com/?expert=Deepak_M
Monday 2 June 2008
What are the best books for coaching?
I asked a number of coaches and they recommended a wide range of books - from those outlining coaching models and techniques, best practice in leadership and management , and positive psychology, to books taking a spiritual approach to coaching and business.
They also recommended books drawing on theories of Neuro Linguistic Programming and personality types. There were also many texts suggested aimed at supporting clients in taking action and making change.
Which are the most popular?
Perhaps, as you would expect, the majority of books recommended were texts to support clients in taking action and making positive change. These books are also often as useful to coaches as their clients.
The next most recommended were books on business development - particularly on marketing and growing a coaching practice - particularly effective ways of attracting new clients.
In all 68 books were recommended - here are 6 from the list:
Co-Active Coaching: New Skills for Coaching People Toward Success in Work and Life, by L. Wentworth, P. Sandall, H. Kimsey-House. Publisher: Davies-Black Publishing; 2 Pap/Com edition (February 25, 2007)
This book outlines the Coaches Training Institute's model for coaching and discusses how to design a good coaching alliance. It then explores the nuances and skills of a coaching relationship, giving definitions and detailed examples of how each of these play a part in a successful coaching partnership.
These skills include listening, intuition, curiosity, forwarding and deepening the learning, and self-management. The book also explores three distinct parts of coaching - fulfillment, balance and process. The final section of the book is called the Coach's Toolkit. It is filled with tools, forms and checklists to serve both individual and corporate clients. In addition, the book comes with a CD with more information, examples of coaching conversations and printable forms.
Coaching for Performance by John Whitmore - Nicholas Brealey Publishing; 3 edition (May 25, 2002)
In this highly influential book, Sir John Whitmore describes what he believes coaching is, how it can be used, and the skills required for coaching. Whitmore also outlines his GROW model which can be used both in a personal, corporate and team context. In the book Whitmore, explores what coaching is, looks at the skills of questioning and introduces his GROW model (Goals, Reality, Options and Will).
Whitmore also discusses a range of topics - including motivation, coaching the corporation, feedback and assessment and coaching teams, emotional intelligence and spiritual intelligence and their relation to coaching.
Four Steps to Building A Profitable Coaching Business/ A Complete Marketing Resource Guide for Coaches - Deborah Brown-Volkman - iUniverse (October 30, 2003)
This book will show you how to build and market a profitable coaching practice in four easy steps. It walks you through the process of deciding who to coach and how to create a program that potential clients will pay you lots of money for. You will understand the components of creating a winning marketing strategy and learn tips and techniques to implement your plan. You will also discover how to become masterful at both marketing and selling.
Get Clients Now! by C.J. Hayden - Amacom; 2 edition (1 Oct 2006)
"Get Clients Now" empowers readers with practical, proven strategies for choosing the right marketing tactics for their situation and personality, diagnosing exactly what's missing in their marketing and fixing it, and replacing unproductive cold calling with the power of relationship marketing. Filled with hundreds of tool and techniques, as well as a powerful 28-day plan that enables readers to energise their marketing efforts and dramatically increase their client base, the second edition contains up-to-the-minute strategies for relationship-based marketing in the Internet age.
Fierce Conversations by Susan Scott - Piatkus Books (August 21, 2003)
Susan Scott maintains that a single conversation can change the trajectory of a career, marriage or life. Whether it's conversations with yourself, partner, colleagues, customers, family or friends, Fierce Conversations shows you how to have conversations that count. Scott reveals how to overcome barriers to meaningful conversations and her book is packed with exercises and questionnaires to help you have the best conversations possible.
Wishcraft - How to get what you really want by Barbara Sher - Ballantine Books; 2 edition (Dec 2003)
In the first part of this book Barabar Sher takes you through a series of exercises designed to get you to dream your wildest dreams about your life and what it could be. Sher also encourages you to distinguish between 'real' dreams and fantasies . The second part of the book gives you great approaches to achieving them and is full of challenging and effective exercises.
This short list gives just a flavour of the resources available to you as a coach - and now all you have to do is get reading!
© Sonia Thomas May 2008
Sonia Thomas is the Editor of Coaches Plus, the online resource centre for coaches, http://www.coachesplus.com
If you would like to get the full list of 68 books outlined in this article, including links to reviews, just visit http://www.coachesplus.com/articles/20080329
Article Source: http://EzineArticles.com/?expert=Sonia_Thomas
They also recommended books drawing on theories of Neuro Linguistic Programming and personality types. There were also many texts suggested aimed at supporting clients in taking action and making change.
Which are the most popular?
Perhaps, as you would expect, the majority of books recommended were texts to support clients in taking action and making positive change. These books are also often as useful to coaches as their clients.
The next most recommended were books on business development - particularly on marketing and growing a coaching practice - particularly effective ways of attracting new clients.
In all 68 books were recommended - here are 6 from the list:
Co-Active Coaching: New Skills for Coaching People Toward Success in Work and Life, by L. Wentworth, P. Sandall, H. Kimsey-House. Publisher: Davies-Black Publishing; 2 Pap/Com edition (February 25, 2007)
This book outlines the Coaches Training Institute's model for coaching and discusses how to design a good coaching alliance. It then explores the nuances and skills of a coaching relationship, giving definitions and detailed examples of how each of these play a part in a successful coaching partnership.
These skills include listening, intuition, curiosity, forwarding and deepening the learning, and self-management. The book also explores three distinct parts of coaching - fulfillment, balance and process. The final section of the book is called the Coach's Toolkit. It is filled with tools, forms and checklists to serve both individual and corporate clients. In addition, the book comes with a CD with more information, examples of coaching conversations and printable forms.
Coaching for Performance by John Whitmore - Nicholas Brealey Publishing; 3 edition (May 25, 2002)
In this highly influential book, Sir John Whitmore describes what he believes coaching is, how it can be used, and the skills required for coaching. Whitmore also outlines his GROW model which can be used both in a personal, corporate and team context. In the book Whitmore, explores what coaching is, looks at the skills of questioning and introduces his GROW model (Goals, Reality, Options and Will).
Whitmore also discusses a range of topics - including motivation, coaching the corporation, feedback and assessment and coaching teams, emotional intelligence and spiritual intelligence and their relation to coaching.
Four Steps to Building A Profitable Coaching Business/ A Complete Marketing Resource Guide for Coaches - Deborah Brown-Volkman - iUniverse (October 30, 2003)
This book will show you how to build and market a profitable coaching practice in four easy steps. It walks you through the process of deciding who to coach and how to create a program that potential clients will pay you lots of money for. You will understand the components of creating a winning marketing strategy and learn tips and techniques to implement your plan. You will also discover how to become masterful at both marketing and selling.
Get Clients Now! by C.J. Hayden - Amacom; 2 edition (1 Oct 2006)
"Get Clients Now" empowers readers with practical, proven strategies for choosing the right marketing tactics for their situation and personality, diagnosing exactly what's missing in their marketing and fixing it, and replacing unproductive cold calling with the power of relationship marketing. Filled with hundreds of tool and techniques, as well as a powerful 28-day plan that enables readers to energise their marketing efforts and dramatically increase their client base, the second edition contains up-to-the-minute strategies for relationship-based marketing in the Internet age.
Fierce Conversations by Susan Scott - Piatkus Books (August 21, 2003)
Susan Scott maintains that a single conversation can change the trajectory of a career, marriage or life. Whether it's conversations with yourself, partner, colleagues, customers, family or friends, Fierce Conversations shows you how to have conversations that count. Scott reveals how to overcome barriers to meaningful conversations and her book is packed with exercises and questionnaires to help you have the best conversations possible.
Wishcraft - How to get what you really want by Barbara Sher - Ballantine Books; 2 edition (Dec 2003)
In the first part of this book Barabar Sher takes you through a series of exercises designed to get you to dream your wildest dreams about your life and what it could be. Sher also encourages you to distinguish between 'real' dreams and fantasies . The second part of the book gives you great approaches to achieving them and is full of challenging and effective exercises.
This short list gives just a flavour of the resources available to you as a coach - and now all you have to do is get reading!
© Sonia Thomas May 2008
Sonia Thomas is the Editor of Coaches Plus, the online resource centre for coaches, http://www.coachesplus.com
If you would like to get the full list of 68 books outlined in this article, including links to reviews, just visit http://www.coachesplus.com/articles/20080329
Article Source: http://EzineArticles.com/?expert=Sonia_Thomas
The difference between a coach, mentor, and consultant
When determining the difference between a coach, mentor, and consultant, it is necessary to look at specific roles and functions. First, we must look at the focus or concentration - what is the specific focus of the person? Second, we should look at the type of agenda or role the person has. Third, look at how the relationship is chosen and or cultivated. Fourth, how does the person garner influence? Fifth, what is the expected return for the services of the person? Finally, we must determine the scope of the person's work.
Coaches appear in various forms, such as professional, life, relationship, and sports team coaches. All coach types share the same criteria. The focus of the coach is in specific performance - for example, an organizational coach is usually responsible for increasing or improving performance in a given area. The agenda for a coach, then, is usually fairly specific - improve batting average, increase sales, etc. A coach usually arrives in the relationship selected by someone other than the "coachee" - in other words, the relationship is not self-selected. Coaches also influence through their position, such as in the sports world. But what is the expected return for a coach? As we've already discussed, a coach is looking for performance and possibly teamwork. Finally, a coach's scope is usually task-related.
Mentors vary slightly from the coach. A mentor's focus, unlike a coach, is typically on the individual and not on a specific task or performance. A mentor also takes a more general role to the individual, that is, there is usually a less-specific agenda.
Many mentor relationships are self-selected - keep in mind that a coach is usually assigned to a person or a team, whereas mentor relationships usually spring from mutual interests, work styles, and histories. A mentor's influence usually comes from the perceived value of the relationship as opposed to position.
The person choosing the mentor also chooses to take the role of "mentee" because of the expected return. So what is the expected return of a mentor? Many times the return could be as simple as affirmation or learning. Simply having a mentor will not guarantee that a person can advance in an organization and may not even be recognized as an "official" relationship, like a coach.
The mentor's scope is more than likely a general one - for example, if a person chooses a mentor in his or her profession, the mentor will likely cover many facets of that profession, including knowledge, preparation, networking, and technical function.
A consultant may take the form of mentors and coaches, but the primary difference between a consultant and coaches and mentors is that a consultant is usually paid for the specific task at hand. The focus of a consultant is usually not a specific performance or individual but a complete process or concept, such as customer service.
The consultant works on a specific agenda, as determined by the organization and the consultant. The relationship between consultant and client is usually self-selected by the client and based on cost, word of mouth, or area of expertise. On the other hand, the consultant can influence the client because of the perceived value he or she presents, as well as based on the record of past accomplishment.
Because a consultant relationship is usually paid, the expected return typically has a link to a monetary value, such as higher efficiency or monetary savings. Also, whereas coaches and mentors tend to be general or task related in scope, a consultant's scope is defined by the consultant and the organization or client.
There are obviously subtle similarities between coaches, mentors, and consultants. But when you look at the specific criteria of the relationship, you can see that the differences should keep us from interchanging terms.
Copyright 2008 Bryant Nielson. All Rights Reserved.
Bryant Nielson - Managing Director and National Sales Trainer - assists executives, business owners, and top performing sales executives in taking the leap from the ordinary to extraordinary. Bryant is a trainer, business & leadership coach, and strategic planner for sales organizations. Bryant's 27 year business career has been based on his results-oriented style of empowering.
Subscribe to his blog - and learn the legendary secrets of top business training porgrams at: http://www.BreathtakingLeadership.com & http://www.BryantNielson.com
Article Source: http://EzineArticles.com/?expert=Bryant_Nielson
Coaches appear in various forms, such as professional, life, relationship, and sports team coaches. All coach types share the same criteria. The focus of the coach is in specific performance - for example, an organizational coach is usually responsible for increasing or improving performance in a given area. The agenda for a coach, then, is usually fairly specific - improve batting average, increase sales, etc. A coach usually arrives in the relationship selected by someone other than the "coachee" - in other words, the relationship is not self-selected. Coaches also influence through their position, such as in the sports world. But what is the expected return for a coach? As we've already discussed, a coach is looking for performance and possibly teamwork. Finally, a coach's scope is usually task-related.
Mentors vary slightly from the coach. A mentor's focus, unlike a coach, is typically on the individual and not on a specific task or performance. A mentor also takes a more general role to the individual, that is, there is usually a less-specific agenda.
Many mentor relationships are self-selected - keep in mind that a coach is usually assigned to a person or a team, whereas mentor relationships usually spring from mutual interests, work styles, and histories. A mentor's influence usually comes from the perceived value of the relationship as opposed to position.
The person choosing the mentor also chooses to take the role of "mentee" because of the expected return. So what is the expected return of a mentor? Many times the return could be as simple as affirmation or learning. Simply having a mentor will not guarantee that a person can advance in an organization and may not even be recognized as an "official" relationship, like a coach.
The mentor's scope is more than likely a general one - for example, if a person chooses a mentor in his or her profession, the mentor will likely cover many facets of that profession, including knowledge, preparation, networking, and technical function.
A consultant may take the form of mentors and coaches, but the primary difference between a consultant and coaches and mentors is that a consultant is usually paid for the specific task at hand. The focus of a consultant is usually not a specific performance or individual but a complete process or concept, such as customer service.
The consultant works on a specific agenda, as determined by the organization and the consultant. The relationship between consultant and client is usually self-selected by the client and based on cost, word of mouth, or area of expertise. On the other hand, the consultant can influence the client because of the perceived value he or she presents, as well as based on the record of past accomplishment.
Because a consultant relationship is usually paid, the expected return typically has a link to a monetary value, such as higher efficiency or monetary savings. Also, whereas coaches and mentors tend to be general or task related in scope, a consultant's scope is defined by the consultant and the organization or client.
There are obviously subtle similarities between coaches, mentors, and consultants. But when you look at the specific criteria of the relationship, you can see that the differences should keep us from interchanging terms.
Copyright 2008 Bryant Nielson. All Rights Reserved.
Bryant Nielson - Managing Director and National Sales Trainer - assists executives, business owners, and top performing sales executives in taking the leap from the ordinary to extraordinary. Bryant is a trainer, business & leadership coach, and strategic planner for sales organizations. Bryant's 27 year business career has been based on his results-oriented style of empowering.
Subscribe to his blog - and learn the legendary secrets of top business training porgrams at: http://www.BreathtakingLeadership.com & http://www.BryantNielson.com
Article Source: http://EzineArticles.com/?expert=Bryant_Nielson
What islife coaching?
Life Coaching is now a massively growing industry, and there are good reasons why. If you think about the amount of people that are stuck in their lives then why not have some one who is skilfully trained and experienced in helping people get from where they are now, to where they want to go! There's really not enough coaches in the world!
Now when you think about it. Every successful person, organisation, sports team and professional have had a coach of some sorts. Look at Oprah, for example. Dr. Phil was her coach. So why wouldn't we want to have someone helping you achieve your dreams, and suggesting to you proven tools, stratergies and techniques that will work to help you get results and create the life you want and allow you to shape your destiny.
Life coaching is a way to realise your true potential. How? By focusing on the future, and what you want, rather then what you don't have. Now there are many trains of thoughts when it comes to coaching but in essence they all take you down the same road, and help you create a blueprint for success. Here's a tip, start with setting goals and envision them as if you've already have achieved them. After all, you can't hit what you can't see.
Through out the coaching relationship you will explore the limiting beliefs and behaviours that you impose on yourself, and how you can turn those thoughts and behaviours around and start to create new empowering beliefs, so that you can overcome fears or anxiety and achieve what once seemed impossible to you.
Unlike councelling, life coaching is solution focused, and empowers people with the right tools and technques to create lasting change and happiness in their lives. But even if your happy and successful now...coaching can still be beneficial, as you will learn much about yourself and how to really maximise your potential.
Imagine being able have someone supportive of you, without judgement. Imagine have someone to be accountable to so that you can really go for it and achieve your dreams. Imagine having the knowledge that you really can do and achieve whatever you want. Coaching is about you...That's what life coaching is. Start living in the solution today by taking action and discover coaching at RogerRuzzier.com
Roger Ruzzier is a practising Life Coach and expert in Personal Development. Helping people achieve is not a job it's a passion. Discover your passion! Set your vision, achieve goals and take action to create the life that you want! Get free coaching at http://www.RogerRuzzier.com
Article Source: http://EzineArticles.com/?expert=Roger_Ruzzier
Now when you think about it. Every successful person, organisation, sports team and professional have had a coach of some sorts. Look at Oprah, for example. Dr. Phil was her coach. So why wouldn't we want to have someone helping you achieve your dreams, and suggesting to you proven tools, stratergies and techniques that will work to help you get results and create the life you want and allow you to shape your destiny.
Life coaching is a way to realise your true potential. How? By focusing on the future, and what you want, rather then what you don't have. Now there are many trains of thoughts when it comes to coaching but in essence they all take you down the same road, and help you create a blueprint for success. Here's a tip, start with setting goals and envision them as if you've already have achieved them. After all, you can't hit what you can't see.
Through out the coaching relationship you will explore the limiting beliefs and behaviours that you impose on yourself, and how you can turn those thoughts and behaviours around and start to create new empowering beliefs, so that you can overcome fears or anxiety and achieve what once seemed impossible to you.
Unlike councelling, life coaching is solution focused, and empowers people with the right tools and technques to create lasting change and happiness in their lives. But even if your happy and successful now...coaching can still be beneficial, as you will learn much about yourself and how to really maximise your potential.
Imagine being able have someone supportive of you, without judgement. Imagine have someone to be accountable to so that you can really go for it and achieve your dreams. Imagine having the knowledge that you really can do and achieve whatever you want. Coaching is about you...That's what life coaching is. Start living in the solution today by taking action and discover coaching at RogerRuzzier.com
Roger Ruzzier is a practising Life Coach and expert in Personal Development. Helping people achieve is not a job it's a passion. Discover your passion! Set your vision, achieve goals and take action to create the life that you want! Get free coaching at http://www.RogerRuzzier.com
Article Source: http://EzineArticles.com/?expert=Roger_Ruzzier
Leadership Mentoring With A Business Coach
There is a success principle that most people in the business world operate by. It is not enough to merely get along throughout the daily work pile that accumulates on their desk. They want to get ahead, receive recognition for their work and receive raises based on their performance.
But it is easy to get into a rut and have your performance level start to lag. The tedious work load can cause you to lose your spark and drive. That is where the business coach steps in to help you improve your performance, yet it is not the same thing as leadership mentoring.
Leadership mentoring is a process that occurs when one person with more experience takes another person "under their wing," to help them understand the workplace or their personal life in a better way. A business coach is not the same thing as a mentor and you need to be aware of the difference.
One works by providing guidance (the coach) and the other works by instructing. The two are often confused with one another but in reality are different.
Many companies will bring in a coach consultant to help their employees when the business is beginning to flag. It is a way to help bring back the company into operating once again at a higher level of efficiency.
You have probably heard of motivational camps where employees are brought in and play team games with one another. This creates and fosters a competitive atmosphere but lets employees bond with each other.
Business coaches can not perform miracles and should not be promising great achievements. Those who do may be operating under fraudulent means.
This is to say that a coach should not make grand promises to up sales by fifty percent or have employees thinking that the coaching process will automatically result in advancements and promotions. This is simply not the case. Coaching people should be more about showing them that they can rely on themselves to make the necessary changes to help the business operate better.
A business coach must have experience in motivating people to try to achieve their goals and dreams. He or she needs to be educated in the business field. Talking to people one-on-one is great but to effectively motivate large groups of people there needs to be a spark and an initiative to lead others on to greatness. Bringing a coach into your life can mean the difference between the mundane workplace and one filled with opportunities.
Mike Selvon owns a number of niche portal. Please visit our coaching portal for more great information on the business coach, and leave a comment at our life coaching training blog.
Article Source: http://EzineArticles.com/?expert=Mike_Selvon
But it is easy to get into a rut and have your performance level start to lag. The tedious work load can cause you to lose your spark and drive. That is where the business coach steps in to help you improve your performance, yet it is not the same thing as leadership mentoring.
Leadership mentoring is a process that occurs when one person with more experience takes another person "under their wing," to help them understand the workplace or their personal life in a better way. A business coach is not the same thing as a mentor and you need to be aware of the difference.
One works by providing guidance (the coach) and the other works by instructing. The two are often confused with one another but in reality are different.
Many companies will bring in a coach consultant to help their employees when the business is beginning to flag. It is a way to help bring back the company into operating once again at a higher level of efficiency.
You have probably heard of motivational camps where employees are brought in and play team games with one another. This creates and fosters a competitive atmosphere but lets employees bond with each other.
Business coaches can not perform miracles and should not be promising great achievements. Those who do may be operating under fraudulent means.
This is to say that a coach should not make grand promises to up sales by fifty percent or have employees thinking that the coaching process will automatically result in advancements and promotions. This is simply not the case. Coaching people should be more about showing them that they can rely on themselves to make the necessary changes to help the business operate better.
A business coach must have experience in motivating people to try to achieve their goals and dreams. He or she needs to be educated in the business field. Talking to people one-on-one is great but to effectively motivate large groups of people there needs to be a spark and an initiative to lead others on to greatness. Bringing a coach into your life can mean the difference between the mundane workplace and one filled with opportunities.
Mike Selvon owns a number of niche portal. Please visit our coaching portal for more great information on the business coach, and leave a comment at our life coaching training blog.
Article Source: http://EzineArticles.com/?expert=Mike_Selvon
Test Your Self Esteem
If you were fully aware of how you talk to yourself and talk to the world about who you are, you'd be shocked. We're all guilty of this to some small degree, but for many their self-talk is debilitating.
Take a minute to answer these questions:
Are you talking yourself out of living your fullest life with the self-concept you've created?
Who do you tell yourself you are with your self-talk?
Which of the following scenarios is closest to your self-talk? Maybe you are saying to yourself, "This is the year I'm going straight to the top," "This is the year I become a superstar," or "I've got everything going for me and this is my year." Or you could be telling yourself, "Things don't look like they're going to be much better this year; in fact it might be a little worse than last year," "Maybe it's time for some belt tightening; I don't want to take any chances," or even "You never know what could happen, better to be safe than sorry."
Is there any doubt in your mind which of these examples shows the confidence that will build self-esteem, and which are the ones that demonstrate low self-esteem?
Here are a couple more personal development questions in follow-up:
Which type of self-talk creates a better atmosphere for personal success and living an abundant life?
What do you think is the difference in income and professional development between people with these two types of self-talk?
What goals do you think each of these people possesses?
Who is having more fun and excitement?
Who do you want to be?
Your level of self-esteem sets the personal success bar for everything about you. Every decision you make is filtered through your self-concept. Your self-concept is the out-picturing of your self-esteem.
Take a look at just eight reflections of your level of self-esteem:
1.Your career choice
2.Your friends
3.Your primary relationship with another
4.Your level of income
5.Your home
6.Your car
7.Your free time and hobby choices
8.Your vacations
Changing what you believe about yourself will change your life in an instant.
Build self-esteem and you will build your self-concept. But, your self-concept requires attention and care to be maintained. It's not as simple as saying you feel good about yourself and that's the end of it.
Do you know that your self-talk comes at the rate of a magazine page of text every single minute of the day? That's a lot of talking to yourself! If you fill your mind with positive input, it's a pretty good bet that most of your self-talk will also be positive and foster personal and professional growth.
Use this personal growth quiz to become aware of your self-talk. By changing what you say to yourself and transforming what you believe about your personal success, you will automatically build self-esteem.
Lynn Pierce, the Success Architect, has taught people how to combine business and personal development to reach the pinnacle of success and live the life of their dreams for over 25 years. In addition, she is also the founder of one of the most exciting annual events for women entrepreneurs, "Women's Business Empowerment Summit". Now she shares her keys to success and life mastery with you. You can get the first five lessons of "Change One Thing, Change Your Life: A Personal Transformation System" at http://www.yourbreakthroughtosuccess.com
Article Source: http://EzineArticles.com/?expert=Lynn_Pierce
Take a minute to answer these questions:
Are you talking yourself out of living your fullest life with the self-concept you've created?
Who do you tell yourself you are with your self-talk?
Which of the following scenarios is closest to your self-talk? Maybe you are saying to yourself, "This is the year I'm going straight to the top," "This is the year I become a superstar," or "I've got everything going for me and this is my year." Or you could be telling yourself, "Things don't look like they're going to be much better this year; in fact it might be a little worse than last year," "Maybe it's time for some belt tightening; I don't want to take any chances," or even "You never know what could happen, better to be safe than sorry."
Is there any doubt in your mind which of these examples shows the confidence that will build self-esteem, and which are the ones that demonstrate low self-esteem?
Here are a couple more personal development questions in follow-up:
Which type of self-talk creates a better atmosphere for personal success and living an abundant life?
What do you think is the difference in income and professional development between people with these two types of self-talk?
What goals do you think each of these people possesses?
Who is having more fun and excitement?
Who do you want to be?
Your level of self-esteem sets the personal success bar for everything about you. Every decision you make is filtered through your self-concept. Your self-concept is the out-picturing of your self-esteem.
Take a look at just eight reflections of your level of self-esteem:
1.Your career choice
2.Your friends
3.Your primary relationship with another
4.Your level of income
5.Your home
6.Your car
7.Your free time and hobby choices
8.Your vacations
Changing what you believe about yourself will change your life in an instant.
Build self-esteem and you will build your self-concept. But, your self-concept requires attention and care to be maintained. It's not as simple as saying you feel good about yourself and that's the end of it.
Do you know that your self-talk comes at the rate of a magazine page of text every single minute of the day? That's a lot of talking to yourself! If you fill your mind with positive input, it's a pretty good bet that most of your self-talk will also be positive and foster personal and professional growth.
Use this personal growth quiz to become aware of your self-talk. By changing what you say to yourself and transforming what you believe about your personal success, you will automatically build self-esteem.
Lynn Pierce, the Success Architect, has taught people how to combine business and personal development to reach the pinnacle of success and live the life of their dreams for over 25 years. In addition, she is also the founder of one of the most exciting annual events for women entrepreneurs, "Women's Business Empowerment Summit". Now she shares her keys to success and life mastery with you. You can get the first five lessons of "Change One Thing, Change Your Life: A Personal Transformation System" at http://www.yourbreakthroughtosuccess.com
Article Source: http://EzineArticles.com/?expert=Lynn_Pierce
Blaming others is a sign of low self-esteem
All blame is a waste of time. No matter how much fault you find with another, and regardless of how much you blame him, it will not change you. - Wayne Dyer
Blaming others is a sign of low self-esteem because in doing so we are not taking responsibility. If you do not take responsibility you will always be a victim of your circumstances.
I used to blame everybody and everything in the past until I realized that in doing so my circumstances were not changing and my self esteem did not improved. When I became aware of this behavior I took the decision not to blame anymore.
Whenever I find myself blaming people or circumstances I stop and I say to myself: Is time to take responsibility and I take action. This new behaviour has helped me to build my self esteem because I do not feel the victim anymore.
Here are some tips to stop blaming others and circumstances:
If you made a mistake, admit it.
If there is something in your life you are not happy about, do something to change it.
When you find yourself blaming stop and say to yourself: is time to take responsibility.
Be open to other's people opinion and if you did something wrong apologize. Remember that you are not always right.
In his book Six Pillars of Self-Esteem, Nathaniel Branden suggest the following:
Self-Responsibility:
I am responsible for the achievement of my desires
I am responsible for my choices and actions
I am responsible for the level of consciousness I bring to my work
I am responsible for my behavior with other people - coworkers, associates, customers, spouse, children, friends
I am responsible for how I prioritize my time
I am responsible for the quality of my communications
I am responsible for my personal happiness
I am responsible for accepting or choosing the values by which I live
I am responsible for raising my self-esteem
If you want to have a healthy self esteem you must practice self-responsibility. This means that you are accountable for your choices and action in your life and especially in relationship with your own self.
Carla's professional background includes 15 years working as a Software Developer and Technical Writer with import-export and manufacture companies. Her passion about self-esteem issues had leaded her to write about her personal experiences.
Since she was very young she spent a lot of time researching and interviewing close friends and family on this subject. She has been examining alternative ways of dealing with life on many different levels.
She studied Metaphysic, Buddhism, and participated in several workshops to work inside herself. She's been using several techniques since the last 10 years like Hoponopono, Emotional Freedom, Rebirthing, Shadow Work and Meditation.
She published her first book when she was 23, "Let's love ourselves as we are".
Her passion: "Give her personal experience to others", her expression: "My life is my teaching".http://www.selfesteemawareness.com
Article Source: http://EzineArticles.com/?expert=Carla_Valencia
Blaming others is a sign of low self-esteem because in doing so we are not taking responsibility. If you do not take responsibility you will always be a victim of your circumstances.
I used to blame everybody and everything in the past until I realized that in doing so my circumstances were not changing and my self esteem did not improved. When I became aware of this behavior I took the decision not to blame anymore.
Whenever I find myself blaming people or circumstances I stop and I say to myself: Is time to take responsibility and I take action. This new behaviour has helped me to build my self esteem because I do not feel the victim anymore.
Here are some tips to stop blaming others and circumstances:
If you made a mistake, admit it.
If there is something in your life you are not happy about, do something to change it.
When you find yourself blaming stop and say to yourself: is time to take responsibility.
Be open to other's people opinion and if you did something wrong apologize. Remember that you are not always right.
In his book Six Pillars of Self-Esteem, Nathaniel Branden suggest the following:
Self-Responsibility:
I am responsible for the achievement of my desires
I am responsible for my choices and actions
I am responsible for the level of consciousness I bring to my work
I am responsible for my behavior with other people - coworkers, associates, customers, spouse, children, friends
I am responsible for how I prioritize my time
I am responsible for the quality of my communications
I am responsible for my personal happiness
I am responsible for accepting or choosing the values by which I live
I am responsible for raising my self-esteem
If you want to have a healthy self esteem you must practice self-responsibility. This means that you are accountable for your choices and action in your life and especially in relationship with your own self.
Carla's professional background includes 15 years working as a Software Developer and Technical Writer with import-export and manufacture companies. Her passion about self-esteem issues had leaded her to write about her personal experiences.
Since she was very young she spent a lot of time researching and interviewing close friends and family on this subject. She has been examining alternative ways of dealing with life on many different levels.
She studied Metaphysic, Buddhism, and participated in several workshops to work inside herself. She's been using several techniques since the last 10 years like Hoponopono, Emotional Freedom, Rebirthing, Shadow Work and Meditation.
She published her first book when she was 23, "Let's love ourselves as we are".
Her passion: "Give her personal experience to others", her expression: "My life is my teaching".http://www.selfesteemawareness.com
Article Source: http://EzineArticles.com/?expert=Carla_Valencia
The Introvert Personality
A Definition of Introvert
Introversion is the tendency to focus one's attention towards the inner, mental world rather than external, physical "reality".
Introversion is a natural characteristic occurring in about 25% of the population according to psychotherapist Dr Marti Olsen Laney in her excellent book The Introvert Advantage. Introversion is not something we have or not, rather we all occupy a specific point on an introvert extrovert continuum.
Know thyself: are you an introvert?
We are each born with unique characteristics. In order to play our particular traits to their best advantage it is necessary to become acquainted with precisely what we are, our drives, inhibitions etc. Self-knowledge comes primarily from introspection, a surprisingly difficult process that requires discipline to overcome our mind's inherent reticence.
If you prefer sitting quietly to socializing, if you prefer fewer, deeper relationships to numerous casual, shallow friendships, chances are you are an introvert.
Self-observation and introspection may be supplemented with the use of various "personality tests", a number of which are freely available online. Tests based on Jung's personality types, eg the Myers-Briggs, will reveal where you lie on introvert extrovert continuum.
Accept no single test as definitive. Instead, take several and compare their findings with what you already know about yourself. Tests may highlight certain aspects of yourself that you were not consciously aware of but in seeing them made explicit you might acknowledge them.
Through the process of introspection, testing and comparing the outcomes with self-knowledge and experience we arrive at a pretty good idea of our particular character and its strengths and weaknesses. Whatever our peculiarities we are now empowered to begin making the best of them.
Acceptance
We are each unique individuals, born precisely as we are to fulfill a very special purpose. That's right, YOU ARE SPECIAL. Be you tall or short, fat or thin, light or dark skinned, introvert or extrovert... you are special and worthy of self-approval and love.
Western society tends to value extroverts more highly than introverts, perhaps that's because extroverts are in the majority. However introversion is NOT a problem or disease, nor is it something to be ashamed of or 'cured'. In many ways introverts have advantages over extroverts. By directing their energies inwards they are closer to their Spiritual essence. Introverts can more easily open themselves to inspiration and creativity. They are less distracted by worthless, deleterious "noise".
To introverts the inner, mental world is of supreme importance. Relating to externality takes great effort, even - at times - pain. Because of society's prejudice towards extroversion we may begin to feel weak, inferior. Stop being overwhelmed by other's views of what's 'right' or 'best'. Only you can know what it's like to be you. Only you know what you truly want in life. Never try to be what you are not.
Just as we should accept ourselves as we are, so we should accept others for what they are. No man is an island. Human progress has been made possible by specialization and cooperation. Just consider how many contribute to the comfort enjoyed in our daily lives, the farmers that produce our food, the builders that build our houses, the teachers that empower us with knowledge etc etc. And so we must accept the need to co-exist harmoniously with others.
From social interaction the introvert may even find experience and stimulation. But only ever so far as we are comfortable. In the knowledge of ourselves we should never try to be extrovert, just as dogs never try to be cats.
What of the introvert married to an extrovert partner? Even in partnership we retain individuality. It is OK for each spouse to pursue his or her particular path. But, occasionally, compromise is necessary. Perhaps the introvert partner may agree to attend a limited number of social functions on condition that s/he may time limit their involvement, the degree of involvement, and whether involvement happens at all.
A Place of Your Own
With self-knowledge and self-acceptance the introvert can begin constructing a lifestyle and pathway that is right for them. They should identify their most productive channels (writing, painting, business, finance, whatever...) and pursue these and direct their efforts to achieving maximum impact within them.
Ideally the introvert will be able to make a living through self-employment. The growth of the Internet is creating numerous new home-based business opportunities, liberating many from the rat race of working for others.
Librarianship, accountancy and academia are oft considered classic introvert occupations. A quiet and predictable work environment is good, as is one that aligns effort with conscience, eg working with a non-profit organization operating in a field that is strongly believed in.
As mentioned, there are varying degrees of introversion. For some introverts a quiet and entirely unstimulating existence is bliss. These folk are lucky. They can simply organize their lives, work and hobbies to minimize external stimulation. This certainly does not make their lives bland or unproductive. What they lack in external engagement is compensated by their rich and active inner world. This group can be extremely creative.
Other introverts face the paradox of craving a degree of external stimulation, but finding it physically and mentally draining. For such folk the answer is in finding a balance that optimizes personal satisfaction, eg engaging in external activity but limiting the number or type of events they participate in. "All things in moderation", is a good motto. Learning to allocate enough energy for venturing outwards balanced by sufficient recovery time for self-repair is the key. It takes practice and will surely bring some knocks along the way, but with maturity that harmony may be found.
Johnny Finnis is editor of selfhelpsanctum.com, helping you help yourself. Have your say on our blog A Spiritual Voice.
Article Source: http://EzineArticles.com/?expert=J_Finnis
Introversion is the tendency to focus one's attention towards the inner, mental world rather than external, physical "reality".
Introversion is a natural characteristic occurring in about 25% of the population according to psychotherapist Dr Marti Olsen Laney in her excellent book The Introvert Advantage. Introversion is not something we have or not, rather we all occupy a specific point on an introvert extrovert continuum.
Know thyself: are you an introvert?
We are each born with unique characteristics. In order to play our particular traits to their best advantage it is necessary to become acquainted with precisely what we are, our drives, inhibitions etc. Self-knowledge comes primarily from introspection, a surprisingly difficult process that requires discipline to overcome our mind's inherent reticence.
If you prefer sitting quietly to socializing, if you prefer fewer, deeper relationships to numerous casual, shallow friendships, chances are you are an introvert.
Self-observation and introspection may be supplemented with the use of various "personality tests", a number of which are freely available online. Tests based on Jung's personality types, eg the Myers-Briggs, will reveal where you lie on introvert extrovert continuum.
Accept no single test as definitive. Instead, take several and compare their findings with what you already know about yourself. Tests may highlight certain aspects of yourself that you were not consciously aware of but in seeing them made explicit you might acknowledge them.
Through the process of introspection, testing and comparing the outcomes with self-knowledge and experience we arrive at a pretty good idea of our particular character and its strengths and weaknesses. Whatever our peculiarities we are now empowered to begin making the best of them.
Acceptance
We are each unique individuals, born precisely as we are to fulfill a very special purpose. That's right, YOU ARE SPECIAL. Be you tall or short, fat or thin, light or dark skinned, introvert or extrovert... you are special and worthy of self-approval and love.
Western society tends to value extroverts more highly than introverts, perhaps that's because extroverts are in the majority. However introversion is NOT a problem or disease, nor is it something to be ashamed of or 'cured'. In many ways introverts have advantages over extroverts. By directing their energies inwards they are closer to their Spiritual essence. Introverts can more easily open themselves to inspiration and creativity. They are less distracted by worthless, deleterious "noise".
To introverts the inner, mental world is of supreme importance. Relating to externality takes great effort, even - at times - pain. Because of society's prejudice towards extroversion we may begin to feel weak, inferior. Stop being overwhelmed by other's views of what's 'right' or 'best'. Only you can know what it's like to be you. Only you know what you truly want in life. Never try to be what you are not.
Just as we should accept ourselves as we are, so we should accept others for what they are. No man is an island. Human progress has been made possible by specialization and cooperation. Just consider how many contribute to the comfort enjoyed in our daily lives, the farmers that produce our food, the builders that build our houses, the teachers that empower us with knowledge etc etc. And so we must accept the need to co-exist harmoniously with others.
From social interaction the introvert may even find experience and stimulation. But only ever so far as we are comfortable. In the knowledge of ourselves we should never try to be extrovert, just as dogs never try to be cats.
What of the introvert married to an extrovert partner? Even in partnership we retain individuality. It is OK for each spouse to pursue his or her particular path. But, occasionally, compromise is necessary. Perhaps the introvert partner may agree to attend a limited number of social functions on condition that s/he may time limit their involvement, the degree of involvement, and whether involvement happens at all.
A Place of Your Own
With self-knowledge and self-acceptance the introvert can begin constructing a lifestyle and pathway that is right for them. They should identify their most productive channels (writing, painting, business, finance, whatever...) and pursue these and direct their efforts to achieving maximum impact within them.
Ideally the introvert will be able to make a living through self-employment. The growth of the Internet is creating numerous new home-based business opportunities, liberating many from the rat race of working for others.
Librarianship, accountancy and academia are oft considered classic introvert occupations. A quiet and predictable work environment is good, as is one that aligns effort with conscience, eg working with a non-profit organization operating in a field that is strongly believed in.
As mentioned, there are varying degrees of introversion. For some introverts a quiet and entirely unstimulating existence is bliss. These folk are lucky. They can simply organize their lives, work and hobbies to minimize external stimulation. This certainly does not make their lives bland or unproductive. What they lack in external engagement is compensated by their rich and active inner world. This group can be extremely creative.
Other introverts face the paradox of craving a degree of external stimulation, but finding it physically and mentally draining. For such folk the answer is in finding a balance that optimizes personal satisfaction, eg engaging in external activity but limiting the number or type of events they participate in. "All things in moderation", is a good motto. Learning to allocate enough energy for venturing outwards balanced by sufficient recovery time for self-repair is the key. It takes practice and will surely bring some knocks along the way, but with maturity that harmony may be found.
Johnny Finnis is editor of selfhelpsanctum.com, helping you help yourself. Have your say on our blog A Spiritual Voice.
Article Source: http://EzineArticles.com/?expert=J_Finnis
Darin To Be Me
How many times has someone (an employer, sister, father, spouse) said to you, "Could you be a little more cheerful with the customers" or "I wish you were a little neater around the house?" Many times in the course of our lives, all sorts of people will ask us to be something we are not. Some will be polite about it and some will not.
When I was younger, I spent a lot of time and effort (before and after I got over the rebellious teen years, that is) trying to be everything everyone wanted me to be. Well, I was never going to be tall, blond and beautiful and luckily no one every required that of me, but there were plenty of other requirements that I just wasn't meeting naturally.
It actually started quite early. For my father, I was never smart enough or did anything quite well enough. For my mother, I was never neat enough. I wanted to be someone who screwed her socks on and my mother wanted someone who kept the ribbing of hers socks straight at all times. I wanted to draw and paint and make things with my hands, and my father wanted me to be a doctor.
I was shy as a child and I still am to a degree. So, why I chose retail, I will never know. Maybe it was for the lessons it would teach me. At any rate, I was never outgoing, or forceful enough for most of my employers, even though I always did the best that I was able.
At a time when I was going through a period of having migraine headaches every day, I worked for a family-owned clothing and accessories business as a salesperson. They were particularly dissatisfied with my level of cheerfulness. Just about every night, I would complain to my husband about what the owners had said to me that day. What did they expect? I was doing the best I could. One night, my husband said three little words that changed my life. He said, "Just be yourself." What an amazing idea!
It took a couple of weeks for the full importance of what he had said to me to sink in. As it turned out, the self I was at that point had to admit that she really shouldn't be working at all right then. That she had to get well first and stop having migraines every day before thinking about taking on another job. It was a scary prospect. We had just moved to Arizona and bought our first house. We had a mortgage and needed the two incomes. I had to work or we might lose the house.
We managed, however, to keep the house and while I was not working, I had the time to figure out why I was getting the migraine headaches and what I had to do to stop having them. Since then, there have been many other occasions when I have had cause to remember my husband's sage advice. I consider myself to be much the better person for it.
I am not all-knowing. I am not perfect. I am not always right. I am friendly and a good friend. I say stupid things from time to time. I lie now and then when I am just too weak to say no. I can love unconditionally. I am not graceful and I still have a tendency to screw on my socks. I will never be everything everyone wants me to be and that is okay. It's much less stressful and infinitely healthier to just be me.
Do yourself a favor and be honest with yourself about who you are. Don't wait until you are 42 years old to get started. It can be a little frightening at times because of some of the choices it causes you to make, but it is well worth it. Don't lie to yourself about whom and what you are. Get to know yourself and be genuine with yourself. You will be surprised at how liberating and confidence-building it can be. When you are genuine with yourself, you can learn to love yourself. And when you love yourself, anything is possible.
http://www.syzygyjewelry.com
Article Source: http://EzineArticles.com/?expert=Dianne_Lehmann
When I was younger, I spent a lot of time and effort (before and after I got over the rebellious teen years, that is) trying to be everything everyone wanted me to be. Well, I was never going to be tall, blond and beautiful and luckily no one every required that of me, but there were plenty of other requirements that I just wasn't meeting naturally.
It actually started quite early. For my father, I was never smart enough or did anything quite well enough. For my mother, I was never neat enough. I wanted to be someone who screwed her socks on and my mother wanted someone who kept the ribbing of hers socks straight at all times. I wanted to draw and paint and make things with my hands, and my father wanted me to be a doctor.
I was shy as a child and I still am to a degree. So, why I chose retail, I will never know. Maybe it was for the lessons it would teach me. At any rate, I was never outgoing, or forceful enough for most of my employers, even though I always did the best that I was able.
At a time when I was going through a period of having migraine headaches every day, I worked for a family-owned clothing and accessories business as a salesperson. They were particularly dissatisfied with my level of cheerfulness. Just about every night, I would complain to my husband about what the owners had said to me that day. What did they expect? I was doing the best I could. One night, my husband said three little words that changed my life. He said, "Just be yourself." What an amazing idea!
It took a couple of weeks for the full importance of what he had said to me to sink in. As it turned out, the self I was at that point had to admit that she really shouldn't be working at all right then. That she had to get well first and stop having migraines every day before thinking about taking on another job. It was a scary prospect. We had just moved to Arizona and bought our first house. We had a mortgage and needed the two incomes. I had to work or we might lose the house.
We managed, however, to keep the house and while I was not working, I had the time to figure out why I was getting the migraine headaches and what I had to do to stop having them. Since then, there have been many other occasions when I have had cause to remember my husband's sage advice. I consider myself to be much the better person for it.
I am not all-knowing. I am not perfect. I am not always right. I am friendly and a good friend. I say stupid things from time to time. I lie now and then when I am just too weak to say no. I can love unconditionally. I am not graceful and I still have a tendency to screw on my socks. I will never be everything everyone wants me to be and that is okay. It's much less stressful and infinitely healthier to just be me.
Do yourself a favor and be honest with yourself about who you are. Don't wait until you are 42 years old to get started. It can be a little frightening at times because of some of the choices it causes you to make, but it is well worth it. Don't lie to yourself about whom and what you are. Get to know yourself and be genuine with yourself. You will be surprised at how liberating and confidence-building it can be. When you are genuine with yourself, you can learn to love yourself. And when you love yourself, anything is possible.
http://www.syzygyjewelry.com
Article Source: http://EzineArticles.com/?expert=Dianne_Lehmann
Why do recruiters use psychometric tests?
Employers use a variety of methods to select the right people, and the greater the variety of situations in which a selector can see you perform, and the greater the number of skills that are being tested, the more accurate and objective the assessment should be. Tests are simply one way of testing the competencies relevant to a specific job, and should ideally be designed with that type of work in mind.
From an employer's point of view, tests are also a reasonably cost-efficient way of assessing a large number of applicants; this probably explains why many organisations use them to pre-select candidates for (comparatively expensive) interviews.
From an employer's point of view, tests are also a reasonably cost-efficient way of assessing a large number of applicants; this probably explains why many organisations use them to pre-select candidates for (comparatively expensive) interviews.
Good Advice is Hard to Find
It is interesting to see how little real advice there is, either in books or on the web, about how to approach the personality questionnaires used in selection. For example, most of the job sites on the internet have several pages of advice for job-seekers on how to prepare their resume or how to answer ‘tough’ interview questions.
However, when it comes to preparing yourself for a personality test, the advice is usually limited to ‘just be yourself’. This is very inconsistent. After all, if you’re going to spend considerable time and effort preparing your resume and preparing for the interview, then why not prepare yourself for the personality questionnaire?
To understand where this ‘just be yourself’ advice comes from you need to look at where these job sites get their content from. The advice that these sites do give is often little more than a reworking of material that can be found on their competitor’s web sites or in any one of dozens of books on these topics. Much of it is written by professional copywriters who may not have much interest in the recruitment and selection industry. This should not be surprising; job sites make their money by putting numbers of candidates forward, not by successfully getting individual candidates jobs.
They are not experts in the workings of the selection process, but they do feel as though they should have some advice on their web sites to bring in traffic and to add some credibility. Another reason for the ‘just be yourself’ advice is because the test suppliers have been very successful in getting across the message that these tests are so sophisticated that you cannot influence your result without being ‘caught’.
This is a case of ‘sales talk’ becoming accepted wisdom because it is being repeated again and again by every company that produces tests. This is after all a very competitive industry and every company selling these tests must push the message that their test is 100% reliable if they are going to stay in business.
However, when it comes to preparing yourself for a personality test, the advice is usually limited to ‘just be yourself’. This is very inconsistent. After all, if you’re going to spend considerable time and effort preparing your resume and preparing for the interview, then why not prepare yourself for the personality questionnaire?
To understand where this ‘just be yourself’ advice comes from you need to look at where these job sites get their content from. The advice that these sites do give is often little more than a reworking of material that can be found on their competitor’s web sites or in any one of dozens of books on these topics. Much of it is written by professional copywriters who may not have much interest in the recruitment and selection industry. This should not be surprising; job sites make their money by putting numbers of candidates forward, not by successfully getting individual candidates jobs.
They are not experts in the workings of the selection process, but they do feel as though they should have some advice on their web sites to bring in traffic and to add some credibility. Another reason for the ‘just be yourself’ advice is because the test suppliers have been very successful in getting across the message that these tests are so sophisticated that you cannot influence your result without being ‘caught’.
This is a case of ‘sales talk’ becoming accepted wisdom because it is being repeated again and again by every company that produces tests. This is after all a very competitive industry and every company selling these tests must push the message that their test is 100% reliable if they are going to stay in business.
Faking It: Can Job Applicants Outsmart Personality Tests?
By Kathleen Groll Connolly
"Faking" is probably the biggest apprehension employers have about using personality tests during the hiring process. These concerns are well founded. Job applicants are confronted by more tests all the time. They are motivated to "pass the test" and come closer to a job offer. This should be no surprise, especially in tight economic times.
To get the most from your investment in tests, you need to become skilled in test administration and interpretation. Lynn McFarland, Ph.D., an assistant professor at George Mason University's industrial/organizational psychology program, studies the "faking" phenomenon. She works primarily with self-reported measures, such as personality tests and biodata.
"Not just my research but the literature in general indicates that applicant groups score higher on 'social desirability' on tests than groups we can be fairly certain are responding honestly," she says. "Job incumbents or college students, for instance, have no consequence tied to the test. Therefore, it seems that at least some applicants do try to "fake" the test and are successful at doing so."
How Big a Problem?
Employers have forever advertised some clear preferences in personality traits of candidates: Total honesty is a no-brainer, closely followed by the ability to control one's own anger. Beyond this, conscientiousness, ability to work in teams and persistence are three top examples of universally desirable traits.
Extraversion is also more attractive than introversion for many jobs, particularly when direct client contact is involved. If the "right" answers are an open secret, is testing a valid tool in selection? To answer that, it's important to look at some of the subtleties that experienced testers come to know.
Case 1: Some faking is devious and intentional. Let's say an applicant for a retail position intends to shoplift. He or she does not want (lack of) integrity to come out during the hiring process. The applicant might try to "beat the test" by providing what he or she believes to be the "correct" answers.
Case 2: Now consider the example of an applicant who seeks to please the employer with the "correct" answers so they can get past the test phase and get to second or third interviews. They may feel that testing doesn't show their real strengths, that it may exclude them from consideration for the wrong reasons.
Case 3: Finally, consider applicants whose self-awareness is very optimistic. He or she believes they have many socially desirable characteristics. Whether they really do or not is a question for the skilled interviewer to ascertain. Careful review of educational and work history might affirm the possibility that the optimism is well founded-or not. For testing to be useful as an adjunct to interviewing and other hiring tools, each of the above situations need to be detectable by the employer.
How Tests Detect Faking
Most test publishers would not dispute that test profiles can be elevated or falsified. So they strive to overcome the problem.
" 'What's the point? Anybody can fake them!' We hear people ask that question," says test designer Robert Hogan, Ph.D., president of Hogan Assessment Systems. He claims this can be overcome with the "faking profile" that his company's tests generate. "We're doing a whole personality profile," he says of his company's tests. "They may be able to fake a whole scale (a single aspect of the measurement), but they won't fake a whole profile."
George Mason University's Dr. McFarland affirms that faking often is reported through special test scales: "I think the most common strategy to detect faking is to use what's called a social desirability scale, also called a lie scale. These scales ask the test-taker to indicate the extent to which a number of statements are true of them. The trick is that these statements refer to behaviors that are very common, but undesirable."
For instance, an example of such an item is "I have never been untruthful, even to save someone's feelings." "A test-taker who denies many of these undesirable behaviors that are extremely common will receive a high socially desirable score," says McFarland. "The employer may use this to identify fakers." She has some doubts about the effectiveness of this strategy, however. For instance, some people may have unusually high scores on "social desirability" scales, but may simply be trying to please, may have poor reading skills, or may have overly optimistic beliefs about themselves.
Questionnaire wording is one of the primary tools in the battle to thwart would-be deceivers. People who give extreme answers to questions are often - but not always -overcompensating to hide their true intent than those who do not answer with the extreme choices.
Steps for Employers
What separates the experienced, effective user of tests from the ineffective? The dividing line is often defined by the test-givers ability to read the subtleties. It is also determined by following some preventive disciplines.
First, employers must cover the basics. They must choose a test that incorporates a "lie scale." They must choose a test with proven reliability and validity. They must become knowledgeable about the test or tests, usually through the publisher's certification programs. If this is not possible for a company staff member, then an outside consultant who is certified and experienced should be considered. Some other key measures include:
Consider the requirements of the job. Jobs have "personality requirements." For instance, the ability to work long hours without social interaction is far more "natural" to an introvert than an extrovert Likewise, the elevated confidence of an effective salesperson is often exactly what's called for in that job. The personality requirements of the job description can be examined through job analysis. This can help you assess the real importance of elevated scores in terms of your requirements.
Monitor the process. Though it may be convenient to have applicants take on-line tests at home, this can invite outright cheating. For instance, the applicant could have someone else take the test. (They could also be recording the test questions for distribution to other applicants.) All tests should probably be taken with adequate monitoring.
Use two tests. Let's say you are hiring for a job where anger-proneness would immediately disqualify a candidate. Two tests may be advisable. The chances of someone successfully deceiving two tests are considerably slimmer than one. Hogan Assessments, for instance, offers companion tests-one that deals with the applicant's visible, positive personality characteristics -and a second test to look at the darker sides of workplace behavior, such as tendencies to lose one's temper, to become disruptive, or to be disrespectful of authority or coworkers.
Tell participants they will be discussing their answers at a later date. Dr. McFarland says this strategy shows some promise. It holds an applicant responsible for consistent answers at a later date. "Applicants can be told their answers will be discussed in an interview if they are selected to go on," says McFarland.
For those who pass the testing screen, conduct interviews that are at least partially based on the test results. Some test publishers provide interview recommendations with the test reports, which can save you time. If someone has intentionally provided false or inflated answers, you may spot discomfort or hesitation during the interview.
Most applicants are not informed consumers of tests. If tests become more and more widely used, it is possible that some applicants will become experienced at beating the tests. For the time being, though, faking reports and other current strategies offer some assurance to employers.
They must be aware that not all results that look like faking are actually untrue. Armed with these skills, you are ready to gain the advantages of pre-employment personality testing. Dr. McFarland summarizes, "I would use personality tests to select applicants. They have been shown to be valid selection measures. However, I would not base selection decisions solely on such tests."
Kathleen Groll Connolly writes on a variety of human resources topics and is a partner in Performance Programs, Inc., a firm specializing in human resources surveys and measurement. She can be reached at http://www.performanceprograms.com/ or call 1-800-565-4223. Copyright Performance Programs, Inc. 2003-2004.
"Faking" is probably the biggest apprehension employers have about using personality tests during the hiring process. These concerns are well founded. Job applicants are confronted by more tests all the time. They are motivated to "pass the test" and come closer to a job offer. This should be no surprise, especially in tight economic times.
To get the most from your investment in tests, you need to become skilled in test administration and interpretation. Lynn McFarland, Ph.D., an assistant professor at George Mason University's industrial/organizational psychology program, studies the "faking" phenomenon. She works primarily with self-reported measures, such as personality tests and biodata.
"Not just my research but the literature in general indicates that applicant groups score higher on 'social desirability' on tests than groups we can be fairly certain are responding honestly," she says. "Job incumbents or college students, for instance, have no consequence tied to the test. Therefore, it seems that at least some applicants do try to "fake" the test and are successful at doing so."
How Big a Problem?
Employers have forever advertised some clear preferences in personality traits of candidates: Total honesty is a no-brainer, closely followed by the ability to control one's own anger. Beyond this, conscientiousness, ability to work in teams and persistence are three top examples of universally desirable traits.
Extraversion is also more attractive than introversion for many jobs, particularly when direct client contact is involved. If the "right" answers are an open secret, is testing a valid tool in selection? To answer that, it's important to look at some of the subtleties that experienced testers come to know.
Case 1: Some faking is devious and intentional. Let's say an applicant for a retail position intends to shoplift. He or she does not want (lack of) integrity to come out during the hiring process. The applicant might try to "beat the test" by providing what he or she believes to be the "correct" answers.
Case 2: Now consider the example of an applicant who seeks to please the employer with the "correct" answers so they can get past the test phase and get to second or third interviews. They may feel that testing doesn't show their real strengths, that it may exclude them from consideration for the wrong reasons.
Case 3: Finally, consider applicants whose self-awareness is very optimistic. He or she believes they have many socially desirable characteristics. Whether they really do or not is a question for the skilled interviewer to ascertain. Careful review of educational and work history might affirm the possibility that the optimism is well founded-or not. For testing to be useful as an adjunct to interviewing and other hiring tools, each of the above situations need to be detectable by the employer.
How Tests Detect Faking
Most test publishers would not dispute that test profiles can be elevated or falsified. So they strive to overcome the problem.
" 'What's the point? Anybody can fake them!' We hear people ask that question," says test designer Robert Hogan, Ph.D., president of Hogan Assessment Systems. He claims this can be overcome with the "faking profile" that his company's tests generate. "We're doing a whole personality profile," he says of his company's tests. "They may be able to fake a whole scale (a single aspect of the measurement), but they won't fake a whole profile."
George Mason University's Dr. McFarland affirms that faking often is reported through special test scales: "I think the most common strategy to detect faking is to use what's called a social desirability scale, also called a lie scale. These scales ask the test-taker to indicate the extent to which a number of statements are true of them. The trick is that these statements refer to behaviors that are very common, but undesirable."
For instance, an example of such an item is "I have never been untruthful, even to save someone's feelings." "A test-taker who denies many of these undesirable behaviors that are extremely common will receive a high socially desirable score," says McFarland. "The employer may use this to identify fakers." She has some doubts about the effectiveness of this strategy, however. For instance, some people may have unusually high scores on "social desirability" scales, but may simply be trying to please, may have poor reading skills, or may have overly optimistic beliefs about themselves.
Questionnaire wording is one of the primary tools in the battle to thwart would-be deceivers. People who give extreme answers to questions are often - but not always -overcompensating to hide their true intent than those who do not answer with the extreme choices.
Steps for Employers
What separates the experienced, effective user of tests from the ineffective? The dividing line is often defined by the test-givers ability to read the subtleties. It is also determined by following some preventive disciplines.
First, employers must cover the basics. They must choose a test that incorporates a "lie scale." They must choose a test with proven reliability and validity. They must become knowledgeable about the test or tests, usually through the publisher's certification programs. If this is not possible for a company staff member, then an outside consultant who is certified and experienced should be considered. Some other key measures include:
Consider the requirements of the job. Jobs have "personality requirements." For instance, the ability to work long hours without social interaction is far more "natural" to an introvert than an extrovert Likewise, the elevated confidence of an effective salesperson is often exactly what's called for in that job. The personality requirements of the job description can be examined through job analysis. This can help you assess the real importance of elevated scores in terms of your requirements.
Monitor the process. Though it may be convenient to have applicants take on-line tests at home, this can invite outright cheating. For instance, the applicant could have someone else take the test. (They could also be recording the test questions for distribution to other applicants.) All tests should probably be taken with adequate monitoring.
Use two tests. Let's say you are hiring for a job where anger-proneness would immediately disqualify a candidate. Two tests may be advisable. The chances of someone successfully deceiving two tests are considerably slimmer than one. Hogan Assessments, for instance, offers companion tests-one that deals with the applicant's visible, positive personality characteristics -and a second test to look at the darker sides of workplace behavior, such as tendencies to lose one's temper, to become disruptive, or to be disrespectful of authority or coworkers.
Tell participants they will be discussing their answers at a later date. Dr. McFarland says this strategy shows some promise. It holds an applicant responsible for consistent answers at a later date. "Applicants can be told their answers will be discussed in an interview if they are selected to go on," says McFarland.
For those who pass the testing screen, conduct interviews that are at least partially based on the test results. Some test publishers provide interview recommendations with the test reports, which can save you time. If someone has intentionally provided false or inflated answers, you may spot discomfort or hesitation during the interview.
Most applicants are not informed consumers of tests. If tests become more and more widely used, it is possible that some applicants will become experienced at beating the tests. For the time being, though, faking reports and other current strategies offer some assurance to employers.
They must be aware that not all results that look like faking are actually untrue. Armed with these skills, you are ready to gain the advantages of pre-employment personality testing. Dr. McFarland summarizes, "I would use personality tests to select applicants. They have been shown to be valid selection measures. However, I would not base selection decisions solely on such tests."
Kathleen Groll Connolly writes on a variety of human resources topics and is a partner in Performance Programs, Inc., a firm specializing in human resources surveys and measurement. She can be reached at http://www.performanceprograms.com/ or call 1-800-565-4223. Copyright Performance Programs, Inc. 2003-2004.
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