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Is Self-Sabotage Slowing Down Your Organization?

Is Self-Sabotage Slowing Down Your Organization?

Is self-sabotage preventing key projects, essential to the organizations’ success, from being fully engaged?

Your leadership, board members, senior staff, and volunteers are people. Even if, in an ideal world, we would like to hope their personal mindsets don’t restrain the organization’s potential to fully achieve its mission, it may be happening anyway.

Could individual, limiting beliefs be holding back your organization?

 

What Causes Self-Sabotage?

Everybody lives in their own model of reality 1. Whatever they secretly think will be portrayed in the results they produce for their organization 2.

Our brain listens to our thoughts like a personal assistant with a notepad and takes down our orders. If we get up in the morning and look in the mirror saying: "I look so tired, it’s going to be a gong show today at work, another stressful day ahead, etc.", our personal assistant writes down: " 'Tired, gong-show, stressful' Got it, I will make this happen." When we do the opposite of what we know we should be doing, waste time, or self-sabotage our career, we are the one providing instructions to do so.

What if our brain was instead conditioned to be successful?

Would it still give us the order to unleash these limiting behaviours?

We are self-sabotaging because we are focusing on the wrong things: not screwing up, not being stressed, not rushing all the time, not feeling inadequate, and not feeling like a fraud. Our brain hears screwing up, stressed, rushing, inadequate, and fraud. It is like telling your general contractor that you want them to paint your kitchen not blue.

Ask yourself the right question: "What do you want instead?" Make sure you give the right order to your internal personal assistant.

 

”I never have time to finish anything!”

When individuals believe the workload will always be too much and they will never get on top of things, they create a pre-disposition for this to be the case. Unconsciously, believing so causes them to not be as efficient or even to procrastinate or waste time because they won’t be able to finish anyway. What’s the point of focusing and trying to get it done, right? If they had focused and believed it could be done, they would have been more likely to succeed.

 

"Of course we are in the red. We are a 'not-for-profit' organization. We shouldn’t be making money."

Who invented the words: "not-for-profit"? It creates a very limiting belief about the organization’s financial health. Unintentionally, staff and board members start with the idea they should be struggling with funding, sponsorship, investors, membership, etc. Having a great mental relationship with money will come across when selling the organization’s mission to potential sponsors, members, and volunteers.

 

"It’s a great objective but we will never get to recruit that many members"

A belief that recruiting members is hard will certainly slow down a recruiting campaign. With a strong belief in the organization’s work, recruiting members should be perceived as giving out invitations to an exclusive, five-star event. Getting in the mode of thought that you are doing potential members a favour by telling them about the association, and that it is their bad if they choose to miss out, will highly increase your success rate. It all starts by believing that it is possible.

 

"I am an evening person", "I hate selling" etc.

People keep programming themselves to be weak with particular behaviours. They say: "Oh for me, networking is my downfall," "I hate selling," or "I am an evening person”. They are programming their brain to be weak when around others, when having to sell, or when having to start early in the morning.

 

In Conclusion

Pay attention to what you hear within the organization, and identify the limiting beliefs standing in the way of the organization’s success. When you hear something that doesn’t serve the person or the organization, ask the speaker, "What would you like instead?"

Use their answer and ask them if they were to pretend that this were true—assume that this were to happen—what would they have been doing differently in order for it to happen?

Ask them to time shift themselves into the future where the goal has been attained. Ask them to look back and notice what happened to get them there.

They will come up with a list of things that need to be done. By believing in the end results for a moment and pretending it has already been achieved, they’ll get into the mindset they need to generate solutions. Make them dream it, see it, hear it, and feel it so their personal assistant receives the right orders.

 


 

Nathalie Plamondon-Thomas

Natalie Plamondon is the founder of the THINK Yourself® ACADEMY, an NLP Master, Speaker, Master Life Coach and No.1, Best Selling Author of 10 books on wellness and empowerment, with over 10 years of experience in human resources, 25 years in sales and over 30 years in the fitness industry. She uses neuroscience to “reprogram your brain to end self-sabotage."

Website

1. The Structure of Magic Volume I (1975) NLP founders Richard Bandler and John Grinder

2. Tad James

 


 

As Nathalie points out, creating our own success begins by making the right choices. We need confidence in ourselves and our abilities -- all of our abilities. In the not-for-profit world, the CSAE Certified Association Executive (CAE) program provides this confidence by delivering and reinforcing competencies required to succeed in the sector.

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