CHAPTER 
Increase Rapport with Yourself
To live in a state of emotional agility more consistently, we need to build the mental muscles of self-awareness. We do so by increasing emotional rapport with ourself and stilling the constant chatter of the mind.
Figure 4.1 The Resilience Cycle: Increase Rapport with Yourself
PROBLEM
Tania is a brilliant CEO of a super successful accounting firm. Carlos, her VP of operations, is a bright and solid asset to the firm. But sometimes Tania and Carlos clash big time, especially when Tania wants faster results and shorter timelines on client projects. Then Carlos slows down—fast results to him mean poor quality and possible problems in client care, which he also owns. So as Carlos gets more cautious, Tania gets more impatient and massively triggered. She feels unsafe and starts to micromanage Carlos, who then rebels, feels unappreciated, and grinds to a halt. He will not make a client-facing mistake. Period.
Tania and Carlos want the same thing: high-quality work delivered to clients in a timely manner. But they both have needs that they need to tune in to: Tania’s is safety, and Carlos’s is safety and mattering. When Carlos’s needs aren’t honored, he cannot take action. When Tania’s needs aren’t honored, she feels devalued. As a result, projects are delayed, and unhappy clients call Tania, who then gets more upset. She and Carlos lose even more trust in each other, and Tania feels unsafe selling more client engagements because what if they are delivered late?
The team gets confused and thinks, “Wait a sec! We have these huge leaderboards showing our sales, quality, and client deliverable deadlines. So why are we selling less? Delivering late? Questioning quality?” Half of the team goes into panic and fight or flight, while the other half freezes. They’re all in Critter State.
This scenario is a perfect example of the big negative repercussions a business can experience when leaders’ needs aren’t honored. Although Carlos and Tania wanted the same thing, their individual needs were slightly different, and they made different negative meaning when these conflicts arose. As a result, client relationships were at risk, the team lost confidence and panicked, and the drive for sales decreased.
PROMISE
What happens inside you when someone you’re counting on drops the ball? Do you crave safety as Carlos does? Or safety and mattering as Tania does? Or something else?
For Tania to become more emotionally agile, she needed to first identify the core “right” she felt she didn’t have that was throwing fuel on the behavioral fire. Next, she needed to get in touch with the “part” of her having the emotional reaction that was leading to the behavior of micromanaging and ultimately alienating Carlos. Finally, she needed to raise her overall behavioral baseline (which at that moment was in the most negative feeling state) so that she could gradually respond from choice rather than compulsively reacting when a trigger event occurred. That way, Tania could create an environment where she experienced more control, confidence, and support—in comparison to her Present State of chaos in which her tendency was toward excessive control and constantly mistrusting Carlos.
To achieve this, we needed to determine which Organismic Rights she felt weren’t being met. Organismic Rights are our basic human rights that are established during our early life experiences. They determine where a person will have behavioral struggles as he or she moves through life. Put simply, like all of us, Tania had her own set of “growth areas” to work on. They were governing her behavior and hindering her performance—and she was totally unaware of them.
We then used the Parts Process to establish rapport with the part of her that was causing the painful behavior. Then we helped her set up a regular routine of using Mindfulness Practices to increase and maintain rapport (establishing safety, belonging, and mattering) with herself.
We did the same with Carlos.
Until Tania and Carlos were appreciated as human beings doing the best they could, they would continually be triggered by each other, and the business would suffer.
RESULT
Once Tania got in touch with the part of herself that felt abandoned (the K− of feeling abandoned) when others did not behave as she wanted (the Vs and As that let her know she was invisible, which led to the K− of feeling abandoned), she was able to add some new choices to her behavioral menu in this scenario.
Tania’s main belief about herself (identity) was “I’m all alone.” So she often put others’ needs before hers and was unwilling to accept help. With this new understanding and self-awareness, she could start setting healthy boundaries and communicate her needs very specifically to Carlos.
We added new options and feelings to her emotional menu: feeling supported and feeling safe enough to reach for support. These were the new best available K+s on her menu. And these helped her create new meaning. If you recall, the prefrontal cortex of the brain combines new sets of sensory information (Vs and As) from the reptilian brain with the feelings from the mammalian brain (K+) to create new meaning and beliefs.
With Tania’s clearer communication and new written agreements with all department leaders (including Carlos), Carlos could also rise to a new level of communication and flexibility. Carlos wanted to be safe, which led to his feeling of belonging with the tribe, so once the impact of his putting on the brakes became clearer, his behavior started to change. He learned that he procrastinated at times due to his own lower experience of the specific Organismic Rights of taking action and having consequences (we’ll talk more about these later in the chapter).
The end result was a deeper, more respectful relationship between Tania and Carlos, as well as far less stress for their direct reports who had been suffering the consequences of the prior behavioral dynamic.
Which relationships at work and at home would benefit from greater understanding of each other? Think about these individuals as you learn these next tools.
We’ve learned about our Critter State and how we all have hijacking or self-sabotaging behavior. We’ve also learned that emotions have energy, as measured by Dr. Hawkins. We have an Emotion Wheel to decode how we’re feeling at any given time, and if we find we’re resisting our Present State, we can use the Maneuvers of Consciousness and Outcome Frame tools to shift our experience.
Now let’s add some tools to help us shift the grooves of meaning that keep us stuck. These grooves are the consistent behavior patterns that may not serve us, yet we find ourselves repeating them incessantly, as if we were stuck in a groove on an old long-playing (LP) record. Shifting these grooves of meaning will help you further expand your identity in the Logical Levels of Change, increase your behavioral choices, and more easily and automatically shift from resistance to consent.
THE FIVE ORGANISMIC RIGHTS: CLAIMING YOUR RIGHTS AS A HUMAN BEING
Imagine a newborn baby entering the world. He or she is forced to adapt quickly. The psychoanalyst Wilhelm Reich observed a series of stages through which all human beings must pass on their way to full body maturation, referred to as Organismic Rights.1 The more fully developed they are, the more that individuals can express themselves with greater aliveness and creativity (Smart State). The less developed, the more likely they will operate in the Critter State.
The Five Organismic Rights are these:
1. The right to exist
2. The right to have needs
3. The right to take action
4. The right to have consequences for one’s actions
5. The right to love and be loved
Table 4.1 is a very rough Organismic Rights behavior decoder tool, and it is based on my experience of working over 10,000 hours with humans on changing their behavior.
TABLE 4.1 Organismic Rights Behavior Decoder
Note that you can use this on yourself or with others too. For example, if people are struggling with accountability, they may need help increasing their right to take action. If they often blame others for their shortcomings, they may need help with the right of having consequences.
Now that you see how certain behaviors may reveal some minimal Organismic Rights, please take a moment to review your own life (particularly where you most often get stuck, stressed, or self-sabotaged) and rate each of the rights above on a scale of 0 to 5, where 0 means you feel you have no right and 5 means you feel you have the full total right:
1. Your right to exist: ____
2. Your right to have needs: ____
3. Your right to take action: ____
4. Your right to have consequences for your actions: ____
5. Your right to love and be loved: ____
Consider your ratings. Where would you like to increase your rights? Where do you think your stakeholders at work stand? Your family members?
When we can’t say something is not OK, our Organismic Rights are threatened. It’s OK, and essential, to claim our Organismic Rights to exist, have needs, take action, have consequences for our actions, and love and be loved. When we are told (explicitly or implicitly) that having any of these rights is not OK, our entire humanity is being dismissed. Let’s take a sec and let that sink in. It’s big.
To honor our Organismic Rights; to be safe, belong, and matter; and to engage all three parts of our brain—for all of these to occur, we already know that we need to be honest about our emotions, and we need to consent to our Present State. The tricky part is when our Organismic Rights aren’t being honored. When we are stuck, stressed, or sabotaged, we often will default to resistance—which, as we already know, requires a ton of energy. Does resistance work, ultimately? No. It just keeps us stuck fighting our Present State rather than helping us create our Desired State.
How do we choose to honor our Organismic Rights when we’re already in Critter State and stuck in resistance? That brings us to our next tool, the Parts Process.
THE PARTS PROCESS: ESTABLISH RAPPORT WITH ALL YOUR PARTS
Most of us habitually do things we wish we didn’t. In the moment, we might even excuse ourselves by naming other things we are doing that are good. For example: “It’s OK that I’m having this donut. That was a tough client call, I did well, and I deserve it.” But at some point, usually not too long after eating the donut, we acknowledge that shoving a ball of fat and fast carbs into our mouth is really not the best thing for us.
Unfortunately, we often try to change these self-sabotaging habits by fighting ourselves. We beat ourselves up, make New Year’s resolutions, think of ourselves as weak—and hope that the “good guy” wins. But as Carl Buchheit says in his article “10 Delusions of Personal Growth”: “If one part of us wins over another part of us, who is it exactly who’s won?”2
The key to remember when transforming self-sabotage is this: the behavior you dislike was once a solution. And not just any solution—it was the absolute best solution you had at the time. Behavior always, always, always has an intended positive outcome (IPO). But the method of achieving that outcome (the behavior) simply got locked in early in life and is now outdated.
Instead of fighting self-sabotage, let’s learn to transform it by befriending—establishing rapport with—the part of you who came up with the solution in the first place.
Let’s start by calling it something different. Instead of calling it “my horrible donut habit” or “self-sabotage” or something derogatory, rename it as a part of you that represents something positive, solution oriented, or at least neutral. I call the part of me that needs recuperation time “my sensitive self.” If I want donuts or junk food or I am overwhelmed and grumpy, it’s often because my sensitive self is feeling a bit crumpled or trodden on.
And the thing is, I love my sensitive self. It’s the part of me that excels at compassion. It’s the part of me that understands others best. That’s why I’m good at what I do. So I’ve given my sensitive self a voice, a new methodology to get me some respite instead of reaching for the cookie jar or lashing out. It tells me when I need to take a bath, enforce a boundary, go to bed early, or recall my energy in other ways.
The intended positive outcome is the same—protection—but by honoring that part and by not making it wrong, by giving it a voice and listening to it, I can choose different methods to get that same outcome of protection and soothing.
The Parts Model
Having a deeper rapport with yourself means having a grateful congruence between what you want to do and what you actually do. Deeper rapport with yourself means greater understanding of why you do what you do. Deeper rapport with yourself means greater compassion, connection, and kindness with yourself.
Question: Does a part of you want one thing while a different part wants the opposite? Of course. You are human. Heck, I frequently talk about doing cardio every day, but a few days per week, a part of me just isn’t up for it.
You have many parts to your subconscious mind. You created these parts from the moment you were born in order to navigate life, to deal with challenges, to survive, to be safe, to belong, to matter.
The Parts Model was established as early as 1976 by Richard Bandler and John Grinder, two of the pioneers of neurolinguistics.3 This model will help you establish deeper rapport with yourself and all of your parts. You can begin by using it to reconnect with your disenfranchised, rebellious, and self-sabotaging parts, and over time you can use it also to establish deeper collaboration among the many parts of your subconscious mind.
The premises of the Parts Model are these:
• Human beings often have conflicting opinions or ideas about something.
• Human beings often do and are what they say they don’t want to do or be.
• Human beings often don’t do and aren’t what they say they do want to do or want to be.
• Human beings don’t like to be wrong or feel stupid.
There are eight main assumptions in the Parts Model:
1. People have parts.
2. Parts are created by people in response to their experiences in life, often to deal with particular tasks, contexts, or events.
3. Parts can agree or disagree both among themselves and with the “senior consciousness” (the human being) whom they serve.
4. Parts are loyal and brilliantly creative, but they are also supremely literal.
5. Parts are never willing to let go of or relinquish their purpose.
6. Parts can never be fired, yet they can always be promoted.
7. Parts always operate from a positive intention. There are no exceptions to this. None. Not ever.
8. Parts have no sense of time.
Have you ever labeled someone as a “problem person” or “problem employee”? If so, it was probably because the person had a negative behavior—destructive, ineffective, you name it. And as you focused on the problem person, did you happen to notice that you saw more and more evidence of how problematic the person was?
When you label people as the problem, they are limited in their choice to do something about it because they are identified as the problem. However, if you relate to those people as people who have problematic behavior in a certain context, then those people can do something to change their behavior. They have a choice.
Remember, humans are good. It’s just that our behaviors at times can be challenging in that they result in our not getting what we want, causing harm to self and others, and more unpleasantness. Let’s pause for a moment and consider this. By separating the person from the behavior, we can address the behavior without condemning the person.
As Wayne Dyer said, what we focus on, we notice. Add to this the fact that our brains delete, distort, and generalize, and boom—some people look really problematic because our brains are deleting all the good things they may actually be doing, possibly distorting the impact of what they are doing, and generalizing that they are always a hassle. The Parts Model helps us to see that all challenging behaviors serve a useful purpose at some level. This purpose is almost always unconscious, and it has a positive intention. (A positive intention is the “good thing” your part hopes to get from the behavior.) Using this Parts Model, we can turn obstacles into opportunities. We can use the challenge of change to power our tribe.
For example, a while back we had a CEO come to us for coaching. He frequently screamed at his team when he was highly stressed. This resulted, not surprisingly, in a revolving door of executives at his organization. I was curious about what the positive intention was, what good his system wanted to get from the screaming behavior. First, I led him through an Outcome Frame (see Chapter 3) to ensure that changing this behavior would be safe and acceptable (particularly question 5, “What of value might you risk or lose?”). Would he survive without this screaming behavior? Or had he “coded” screaming under stress to equal survival?
Using the Parts Process tool that follows, I quickly learned that the positive intention was indeed survival. At two years old, he learned that screaming was how he got his most basic needs met. It was an appropriate behavior for a two-year-old in a chaotic, often unpredictable home where his needs would be ignored were he quiet. But at age 53, the behavior of screaming wasn’t appropriate. It was causing too much damage to both himself and the organization, and it would be best if replaced with a new behavior that still ensured that our client’s most basic needs would be met and he would indeed survive.
By distinguishing between behavior and intention, we can understand, appreciate, and adjust behaviors without judgment. This is key. And by discovering that every part of us has a positive intention—regardless of the current behavior—we build a solid foundation for self-trust.
This process enables us to acquire new behavior choices that are more congruent with the true intention of the part that is generating the behavior. The unwanted behavior was once deeply wanted—it is simply an old solution that has outstayed its welcome.
Tool: Parts Process
The Parts Process tool has four steps as given below.
Step 1. Define the Present State
What exactly is the behavior that’s not working? Get very clear in your mind what the trigger is (what happens before the problem behavior), what you specifically do as a result (the problem behavior), and what happens during and afterward. How is each useful? How is it not?
For example, let’s say you are staying up late zoning out in front of the TV on weeknights when you have to get up early. Notice exactly what happens before you start watching TV. Are you tired to begin with and TV feels soothing and rebellious? Does going to bed early require effort and maybe feels like succumbing to a different—less cool—version of yourself? Hmm. Maybe the “staying up late behavior” does not actually support your best you.
Step 2. Find the Part Responsible
Take a few deep breaths and let your body lie back or sit back. Close your eyes. Set the intention for all of your parts to gather in an auditorium or other venue in your mind’s eye. Your parts can be like little personalities on their own, with names and opinions. You created this part to help you achieve a specific positive outcome (even a seemingly vindictive part always has an IPO—possibly to feel good or be safe).
Then let the part of you that is responsible for the behavior come into your awareness. Ask the part directly, “What do you wish for me to have or accomplish by doing this behavior?”
Step 3. Establish the Part’s Core Motive (Its Intended Positive Outcome)
Keep asking the part “what” and “why” questions until you’re clear. Often the answers track back to safety and self-love. Release any judgment. Remember, this behavior was the best solution a younger you had. Let the part know you’ll never fire it. You created that part to achieve something important, and it’s been doing a great job. Once you are clear on the IPO, you can negotiate with the part about using a different methodology.
In our late-night TV example, the IPO might be self-expression (perhaps a teenage version of yourself that learned to watch TV late to cope with fatigue from the demands of school and parents and still have a sense of self and behavior choice).
Step 4. Ask the Part If It Would Be Willing to Update Its Method
You can offer some suggestions, bring in wise or creative parts, or just leave it to the part. Be really clear about how the method isn’t working (from step 1). Keep working with the part and honoring the IPO until you reach agreement. In our example, the part might receive a promotion. It’s now in charge of getting you to bed and adding a creative spice to your life (a different method to achieve the IPO of self-expression).
• • •
It is easier to respond to the intention of a behavior rather than the problem. It also helps us to groove our brains in useful ways.
Try it! You’ll be surprised to find out how hard those parts of yours that “sabotage” you are actually working, however misguidedly, on your behalf. I use a very detailed version of the above tool when coaching clients who want to increase rapport with themselves around a certain behavior. It takes a good 45 minutes or longer, so give yourself a chunk of time to go through the steps.
In addition to increasing rapport with all our parts, another way to increase choice of our emotional state is to enhance our ability to self-regulate, which is our ability to choose not to send that flaming e-mail when we’re angry, for example. Self-regulation is the ability to note that things aren’t entirely cool right now, so we can take a time-out and reassess what we want, blow off steam, or do something else. One of the best ways to increase self-regulation is to practice mindfulness, which leads us to the final tool.
MINDFULNESS MEDITATION: DECREASE REPETITIVE THOUGHTS AND INCREASE BEHAVIORAL CHOICE
What stresses you out? We all have situations in which it is harder to maintain equilibrium than it is in others. Mine is having to do too many administrative tasks that should be done by someone else. What’s yours?
In these situations, we know we “shouldn’t” get freaked out and anxious, we know staying present will enable us to find better solutions, we know we “should” be getting a good night’s rest to tackle the situation with a fresh mind the next day, but we can’t always get there without help. We’ve been hijacked. Our patterns are in charge. We’re human.
One of the greatest indicators of my clients’ success in stepping up their leadership is whether they have an existing mindfulness practice or are willing to start one.
Mindfulness meditation has long been touted as an effective way to improve our health and well-being, but studies have been notoriously subjective and difficult to validate. New studies from top institutions such as Harvard, Johns Hopkins, and Yale are reporting tangible and measurable benefits, such as improved concentration, improved focus and attention, less stress and anxiety, greater productivity, stronger leadership, more peaceful and fulfilling lives, more happiness, more energy, and better sleep.4 (For more on the latest research, visit www.PowerYourTribe.com.)
The Mind Is a Lousy Master . . . and an Excellent Servant
How exactly does mindfulness meditation help us? One of the biggest causes of stress is ruminating, or repeating a certain stressful thought. The brain sets off down an old thinking pattern and stays there—causing continued Critter State and painful feelings. According to the research of the late great Dr. Wayne Dyer, a human being has approximately 60,000 thoughts per day—and 90 percent of these are repetitive!5
Mindfulness practices teach our brain to pop out of that old pattern and recognize it for what it is: a default and well-worn groove that we have a choice to step out of. We have repetitive thoughts because most of us haven’t trained our minds to be still. When we train our minds, we get more choice about our responses, our behaviors, and the meaning we make, and we also are able to edit our “grooves of meaning” more effectively (which you’ll learn how to do in Chapter 5).
Mindfulness meditation regrooves the brain and builds a new neurological network. Do it enough, and as the studies show, you can train your brain like a muscle to stay calm and present in the face of adversity or the good old daily stresses of life. Then no matter what happens outside of you, you’ll more easily get to choose the meaning you make about it inside. More empowering meaning equals more choice, which equals more happiness, which equals a better experience (K+) for yourself and others.
And in Power Your Tribe terms, it helps us increase rapport with ourselves, experience greater levels of Organismic Rights, expand our identity in the Logical Levels of Change, and therefore experience greater behavioral choice in stressful situations.
Tool: Mindfulness Meditation
There are many meditation teachers, books, and audio recordings to show you the way. Here are some of my favorite techniques for beginners.
Mindful Breathing
If you’ve never meditated before, a simple way to start is to breathe in to the count of seven, hold for a count of seven, and exhale for a count of seven. Then repeat. When you’re counting, use the “one one thousand, two one thousand, three one thousand . . .” method. If your mind starts to wander, gently bring it back to focus on your breath. Set a timer for five minutes before you start. I recommend sitting upright with palms facing up.
If you want to close your eyes, or light a candle, or place a flower in front of you to focus on, do it. When you’re starting out, you’re just exploring and finding out what works for you. If you’re having a stressful day at the office, practice the above breathing technique. You can even do it during a meeting!
That’s why meditation is referred to as a “practice,” as in “I’m practicing meditation” or “I have a meditation practice.” You’re teaching your brain to interrupt repetitive patterns and to calm and center itself. It takes practice to get to automation, but it’s worth it.
To further still your mind and regulate your emotional state, here are two more detailed mindfulness meditation practices. All of these practices are helpful for insomnia too. Simply do them in bed as you are lying awake.
Pre-practice prep: Turn off all phones and other noisemakers. Make sure that your family, colleagues, and others cannot disturb you. Sit up straight, whether in a chair or cross-legged. You may want to set a timer for 5 minutes. If you practice mindfulness meditation daily for only 5 minutes, you will see and feel a difference in 30 days or less. I find 30 minutes each morning is ideal.
News Feed
Imagine a news feed across the bottom of a TV screen. There’s a bit of news, some white space, then more news, and so on. Your thoughts are like the news. There’s always more! Now consider the white space between the thoughts. In Japanese, the word ma is loosely translated to mean “pause”—the pause between notes, the pause between breaths, the pause between sentences, the pause between thoughts.
Close your eyes. Place your inner focus on the constant stream of thoughts scrolling across the TV of your mind. See the scrolling thoughts floating in space or actually moving across a screen, whatever image works for you.
Don’t pay attention to the thoughts in detail. Let them scroll by. Do not cling to them or reject them. Now focus on the space between the thoughts, the ma, the pause. As you focus on the white space between the thoughts, you’ll find it getting wider, longer, bigger. In time you’ll see mostly emptiness, with few if any thoughts.
Focusing on the ma, the pause, the emptiness is a nice practice during the day too. Stop and notice open space as conversations pause, as music pauses. We are surrounded by pauses. That’s where some of the best stuff is. We often fill our minds and schedules out of fear of emptiness. Yet emptiness is where true peace, connectedness, and love are found.
Brain Dump
Back in the mainframe computing days, a “core dump” was when the memory and all buffers of the computer were “dumped,” or emptied. The result was pages and pages of gibberish as the buffers were flushed. Doing a “core dump” of your mind can be helpful when you have a constant swirl of thoughts or if you’re really agitated.
Here’s how to do it:
1. Go to a quiet place where you will not be disturbed. Turn off any phones, noisemakers, and other distractions. Have a piece of paper and pen ready.
2. Light a candle (if available) and ask for the highest good for yourself and all beings.
3. Set a timer for 20 minutes.
4. Now start writing about any issue you are obsessing about, want to clear from your mind, want to understand or be free from, or have a question about. Just write, unedited and unpunctuated. When the sheet is full, turn it over, and when that side’s full, keep writing upside down, sideways, and so on. You will not be reading this later, so there’s no point in using more than one sheet of paper. The only purpose is to keep writing until the timer sounds.
When the time is up, either burn the piece of paper or tear it up and flush it down the toilet. Wash your hands and change your physiology (for example, jump up and down for a moment or roll your shoulders).
You’ll find even more mindfulness practices on www.PowerYourTribe.com under the section for this chapter.
Ideally, you’ll do a mindfulness meditation practice in the morning to start your day and also in the evening when ending it (or ending work). Notice the tremendous and enduring stillness it creates inside of you. This stillness is where the answers to many of our questions come from. And with this increased ability to get still, it’s a lot easier to make new, more empowering meaning about what happens to us. Choosing the meaning we assign to our experiences is essential to create new beliefs and become emotionally agile, and it’s what you’ll learn next in Chapter 5.
1. Every behavior has a positive intention behind it. When it is honored for its intended positive outcome (IPO) and the solution it provided in the past, and it is not judged as wrong, the behavior can be adjusted.
2. Most people try to change self-sabotaging habits by fighting themselves. But if we try to change ourselves by arm wrestling ourselves, who wins? No one. Recognize that the behavior you dislike was actually once a useful solution.
3. The Parts Process tool is a great way to deepen rapport with yourself and to experience greater congruence between what you want to do and the behavior that gets you there—especially when the behavior seems destructive, rebellious, and self-sabotaging.
4. It is useful to distinguish the behavior from the person demonstrating the behavior. By separating the person from the behavior, we can address the behavior without condemning the person—empowering the person with more choice.
5. According to Wilhelm Reich, we have five Organismic Rights as humans: the right to exist, have needs, take action, have consequences for our actions, and love and be loved. When any of these rights are denied or violated, our humanity is being dismissed.
6. Mindfulness practices have been proven to increase brain function and to help us stay calm no matter what happens externally. They’re a key tool for getting into your Smart State and staying there.
• Key to remember when transforming self-sabotage: The behavior you dislike was once a solution.
• Behavior always, always, always has an intended positive outcome (IPO).
• By separating the person from the behavior, we can address the behavior without condemning the person.
• More empowering meaning = more choice = more happiness = a better experience for yourself and others.
• Choosing the meaning we assign to our experiences is essential to creating new beliefs and being emotionally agile.
See this chapter’s section on www.PowerYourTribe.com for the following:
• Chapter Quick Summary video
• More mindfulness practices
• Latest mindfulness research
• Gratitude Practice video
• Five-Minute Mindfulness video
• Mindfulness in Leadership video