The real reason you’re self-conscious: it’s intriguing

People talk about self-consciousness as though it’s a bad thing. I prefer to see it as an extension of self-awareness. Drawing a distinction between these two ways of thinking about yourself can be helpful. Especially if you’re prone to second-guessing yourself when interacting with others. In other words, if your self-awareness has gone too far, there is something you can do about it.

So what is the difference between being self-aware and being self-conscious? After all, we often speak of self-awareness as though it’s a valuable characteristic. Yet, on the other hand, we seem to assume that self-consciousness is exactly the opposite. Here’s how psychologists define the two states. Self-awareness involves thinking about your actions or thought patterns as you experience them. Being self-aware is a foundation for learning from experience.

Self-consciousness involves adding a critical tone to your self-awareness. This makes it a catalyst for self-doubt and low confidence. However, by reframing your relationship to ‘thinking about thinking’, you can learn to switch from self-conscious to self-aware quickly and easily.

 

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Doing this means capitalising on the fact that both self-consciousness and self-awareness involves turning your attention to words. Essentially, both processes involve ‘thinking about your thinking’. This is one of the most remarkable things your mind is capable of. So instead of perceiving it as a flaw, why not frame it as one of your talents? Now all you need to do is shift the way you apply that talent. There are two simple ways to do this. Both will help you to feel more relaxed and shift from self-conscious to self-aware in just a few moments.

Technique 1: turn your critical voice into a teaching voice

When you’re feeling self-conscious, the real problem is what you are thinking about your ‘self’. There are different ways that you can think about self. The first is to be aware of yourself as an independent agent of action. The second is to think about yourself as being viewed by others. When you’re thinking self-consciously, you’re likely to be assuming that other people are judging you. This assumption is then reflected in the way you talk to yourself internally. The simple solution is to challenge your internal voice. For example, you might tell yourself that others are focused on themselves, not you. Or you might dispute the critical voice by asking, “What evidence is there that others are thinking that?”

Technique number two: focus outwards, not inwards

If focusing on yourself is proving uncomfortable, shift the direction of your attention. This is such a simple strategy, but so few of us use it! The next time you’re feeling self-conscious, try it out. Look around and find someone or something else to focus on. Challenge yourself to find something intriguing or beautiful. Look for positives in your environment. Or if you’re in conversation with someone else, ask questions to draw them out. Think of yourself as an interviewer who is trying to bring out the best in your conversational partner.

Both of these techniques are easy to apply and highly effective. If you’re working on boosting your confidence, try them out. And if you need more help, remember that we are always here.

 

About the author: Eleanor Shakiba

Eleanor is a positive psychology trainer and coach. She works with ‘positive deviants’ to build positive mindsets, proactive communication and purposeful leadership. Since 1994, Eleanor has been teaching talented people how to think, communicate and behave in ways that build success. She holds qualifications in Social Anthropology, Positive Psychology, Counselling, Coaching, Adult Education and Neuro Linguistic Programming. She’s known for her dynamic training style and passion for experiential learning techniques. Download a copy of Eleanor’s free ebook Positive Psychology Toolkit for HR and L&D Practitioners.

What was I thinking?

When I started my business, I designed my own logo. It was a clumsy construction, created by combining clipart elements in Word. It showed a stick figure leaping in the air, reaching for the moon. It was badly proportioned and inelegant. Yet, looking back I can see it expressed something important about my vision for the business. Ironically, I don’t think that unique energy was captured in the professional logo I subsequently commissioned.

This year, I decided to go back to my core purpose in starting the business. Why? Because the stresses and strains imposed by the pandemic era had me questioning the worth of my work. This meant revisiting my origin points became important. As part of this process, I found that first logo popping into my head.

Unfortunately, I seem to have destroyed all traces of it. Still, I have a firm recollection of what it was trying to communicate. Beyond all my self-doubt and fear for the future (which I’m assuming many of us are facing at the moment), that logo captured my essence. Here are the key messages it embodied for me back then. Interestingly, these remain my core messages to this day.

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I believe in the capacity of all humans to stretch to new levels of excellence. Reaching for the moon was a symbol of this for me in my early days. It’s still a powerful concept, which I hope is embedded in all the work I do with my clients.

I know that when people live with purpose, confidence soars and happiness increases. That stick figure leaping towards something important was a symbol of the energy inspired by purpose and passion. As an introvert, I’ve learned the importance of reaching out. When I first started my business, I wanted to do everything myself. Even stuff I was really bad at, like book-keeping. Nowadays, though, I recognise that even the most driven person cannot do everything themselves. It is by reaching out and connecting with others that we can achieve our best.

To me, the most compelling aspect of being human is our capacity for positive deviance. Even in the most challenging times, people have the capacity to solve problems and find moments of joy. When I designed my first logo, I hadn’t even heard of positive deviance. Yet somehow that first concept captured the idea perfectly.

 

About the author: Eleanor Shakiba

Eleanor is a trainer and coach, with a passion for unleashing the power of positive deviance in talented people. She has taught more than 50,000 people how to excel professionally. An expert in the field of Positive Psychology, Eleanor is also qualified in Social Anthropology, Counselling, Coaching, Adult Education and Neuro Linguistic Programming. She specialises in helping HR and L&D practitioners to unleash the power of positive psychology in business. Her major focus in developing three key areas that support positive workplace cultures: positive mindset, proactive communication and purposeful leadership. Eleanor is the author of the Positive Psychology Toolkit for HR and L&D Practitioners. Download your free copy here.

Clever ways to use stories in training

Storytelling is in my DNA. For my 10th birthday, my father gave me an electric typewriter. I’d been nagging him for this for months. I remember the thrill of sitting at the keyboard, producing my first professionally typed story. That typewriter turned out hundreds of pages of creative content over the years. At 16, I received my first paycheck: for publication of a play I submitted to the Department of Education for their school magazine. That experience confirmed that I wanted to be a writer.

These days, my storytelling flair is expressed in every training session I present. As an introvert, I don’t leave my stories to chance. They’re usually crafted well ahead of a session. This ensures that I not only get the plot right, but that the story fits the purpose of the training situation.

You see, here’s what I’ve learned about storytelling in learning situations. Trainers should never use stories simply for their entertainment value. Instead, they should master the craft of creating teaching metaphors. These are stories which subtly embed key learning principles so that participants will remember them.

 

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There are 1001 ways to use stories in your sessions (thanks Scheherazade!). To get you started, here are a couple of suggestions.

  • Use personal anecdotes to subtly reinforce your authority in a subject. Sprinkle your war stories and learning experiences throughout a session. This has the added advantage of making you a more authentic trainer, as well as keeping your audience engaged.
  • Improvise by taking an example from the group and constructing a similar story, in which the key character overcomes a problem. This is a great way to show resistant learners that they can change their perspective on the situation.
  • Study the NLP Milton model. This is a set of language patterns for creating hypnotic impact. Using it in storytelling helps your audience to suspend disbelief and take your message onboard.

Once you’ve mastered the structure of a good story, of course, your next stage of development will be learning how to deliver your tales effectively. Watch out for my sessions on storytelling for trainers, which I deliver regularly throughout the year.

 

About the author: Eleanor Shakiba

Eleanor is a specialist in positive psychology training. Her core strength is creativity, which she expresses in the training room through storytelling and visual design. She has dedicated her career to helping experienced professionals break through glass ceilings by developing their confidence, communication skills and leadership mastery. Eleanor is qualified in a range of fields including Social Anthropology, Positive Psychology, Counselling, Coaching, Adult Education and Neuro Linguistic Programming. She is also the author of the Positive Psychology Toolkit for HR and L&D Practitioners . This is a free resource for trainers and facilitators.

What is self-agency? by Eleanor Shakiba


 
This video is part of a positive psychology series. Find out more about positive psychology in Eleanor’s free eBook, the Positive Psychology Toolkit.

Actively create ways to achieve your desired results with self-agency. Agency is an empowering mental state. It is driven by the belief that you can make a positive difference in the world. Also known as ‘personal agency’, self-agency gives you the power to achieve your goals and overcome obstacles. Hear Eleanor Shakiba discuss how using positive psychology techniques and attending resilience training can help you build your sense of agency.

This video on self-agency is part of a playlist of positive psychology videos by master trainer, Eleanor Shakiba. If you’re looking for resilience videos or positive thinking videos, subscribe to Eleanor’s channel for regular updates. To book Eleanor to train your team, visit her official site at Think Learn Succeed. To purchase training materials on resilience, learned optimism and employee wellbeing, visit the Think Learn Succeed shop.

 

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About the author: Eleanor Shakiba

Eleanor is a specialist in positive psychology. Her passion is teaching talented people to use social and emotional intelligence to excel in business. These skills centre around building positive mindsets, proactive communication habits and purposeful leadership behaviours. Eleanor’s qualifications include degrees and diplomas in Social Anthropology, Positive Psychology, Counselling, Coaching, Adult Education and Neuro Linguistic Programming. She is also the author of the Positive Psychology Toolkit for HR and L&D Practitioners. This is a free resource for trainers and facilitators.

Why I love coaching positive deviants

In 2018 I made a significant shift in my coaching practice. I started saying “no” to remedial coaching. Why? Remedial coaching aims to address behavioural or mindset problems. It is tough work and involves working with resistant or outright hostile clients. These are people with ‘sendee syndrome’ as facilitators say. Often, coaching is a final step in a disciplinary process for these employees. They aren’t committed to change and just want to go through the motions of turning up because ‘HR said so’.

The early part of my career was dedicated to training and coaching in conflict resolution. So working with this type of client was normal for me. However, specialising in this area meant I was often exposed to negative or hostile people, who didn’t really want to learn. Deciding to shift the focus of my business meant turning towards a more inspiring and proactive type of client. Indeed, I soon realised that my ideal client is the exact opposite of a negative deviant – it’s a so-called ‘positive deviant’ and high achieving professional. In particular, I thrive when coaching ambitious, experienced and high achieving people who think in quirky ways. These tend to be the glass ceiling breakers and the knowledge workers in our organisations.

Positive deviants are not easy to work with. They face a range of unique challenges because they think differently to others within their organisations. This can mean they face unique challenges in relation to communicating their ideas and getting others onside. As naturally curious and innovative thinkers, though, these people are always a pleasure to work with. What do I like specifically about working with positive deviants?

Positive deviants are naturally goal oriented

Drive and determination bring out the best in coaching clients. Because positive deviants tend to have ambitious and significant goals, they are fascinating to work with. Many positive deviants see themselves as mavericks. This means when they find a coach who understands their way of thinking, they naturally become highly motivated coaching clients.

They see solutions where others see problems

The most interesting thing about positive deviants is they tend to not even notice problems. Their curiosity mindsets focus their attention on the intrigue of overcoming challenges. This means they step naturally into the solution focused mode of thinking. The result is a fast paced, creative and dynamic approach to getting results. An ideal client for me, because I love working with results-oriented people.

 

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Many positive deviants crave robust feedback

As people who excel, positive deviants are often overlooked by their leaders. Less experienced leaders often focus on performance problems, rather than seeing the benefits of creating stretch goals and giving feedback to positive deviants. This means that positive deviants thrive in the coaching environment, especially when they have a coach who is willing to point out thinking patterns or behaviours which are slowing down success.

Focusing on positive deviants allows organisations to accelerate change

After all, it is the positive deviants who do things differently. They naturally step into the zone of excellence. This means their efforts tend to have significant impact on both team and organisational outcomes. The rewards of working with people who create ripple effects of positivity are numerous. This is why I would rather have fewer clients, but positively deviant clients, in my coaching business these days.

To find out more about bringing out the best in positive deviants, download Eleanor Shakiba’s free e-book. The Positive Psychology Toolkit for HR and L&D Practitioners is a great resource for any trainer or facilitator who is eager to find out more about positive psychology.

 

About the author: Eleanor Shakiba

Eleanor is a trainer and coach, with a passion for unleashing the power of positive deviance in talented people. She has taught more than 50,000 people how to excel professionally. An expert in the field of Positive Psychology, Eleanor is also qualified in Social Anthropology, Counselling, Coaching, Adult Education and Neuro Linguistic Programming. She specialises in helping HR and L&D practitioners to unleash the power of positive psychology in business. Her major focus in developing three key areas that support positive workplace cultures: positive mindset, proactive communication and purposeful leadership. Eleanor is the author of the Positive Psychology Toolkit for HR and L&D Practitioners. Download your free copy here.

Too much self-agency can hold leaders back

I’ve often argued that self-agency is the most important attribute a leader can possess. This opinion is grounded in positive psychology research. It has shown that self-agency can be a more significant driver of success than self-esteem.

For this reason, many of the leadership modules I include in my Learn with Eleanor Shakiba online programs contain content on building self-agency. Recently, in one of my courses, someone asked me a fascinating question. “Can you have too much self-agency?” The answer to this question is a resounding ‘yes’.

After all, self-agency is your belief that your actions can reap positive results. A great leader has high self-agency and fosters self-agency in others. However, anyone who’s worked for a ‘control freak’ leader knows that some people fail to do this. The result is a leadership style which can come across as autocratic, distant, or unwilling to collaborate. For this reason, positive psychology trainers should send balanced messages around the role of drive and confidence in leadership contexts.

 

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So how can we boost leaders’ self-agency to appropriate levels? Essentially, this involves developing capability in three key areas.

  • Positive mindset
  • Powerful communication
  • Purposeful action

Combining these three elements in leadership training ensures that leaders learn to balance self-directed action with collaborative dialogue. This turns them into dynamic change-agents, who are capable of taking teams with them on the journey to success.

If you’d like to find out more about using positive psychology principles in your leadership programs, download Eleanor Shakiba’s free e-book, Positive Psychology Toolkit for HR and L&D Practitioners.

 

About the author: Eleanor Shakiba

Eleanor specialises in positive psychology and NLP. She works with HR and L&D teams create vibrant organisational cultures, by delivering training that makes a difference. Eleanor’s qualifications include degrees and diplomas in Social Anthropology, Positive Psychology, Counselling, Coaching, Adult Education and Neuro Linguistic Programming. Her passion is fostering the success of ‘positive deviants’ in the workplace. Download a copy of Eleanor’s free ebook Positive Psychology Toolkit for HR and L&D Practitioners.

What superkids taught us about resilience by Eleanor Shakiba

We often talk about resilience as if it is a solo activity. In fact, there is compelling evidence that supportive relationships are more important than self-agency in fostering resilience. In this video on resilience at work, Eleanor Shakiba discusses what we can learn from studies of childhood resilience. Then she suggests ways to boost resilience by developing positive workplace culture. View What ‘Super Kids’ Taught Us About Resilience now.
 


 

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About the author: Eleanor Shakiba

Eleanor is a specialist in positive psychology. Her passion is teaching talented people to use social and emotional intelligence to excel in business. These skills centre around building positive mindsets, proactive communication habits and purposeful leadership behaviours. Eleanor’s qualifications include degrees and diplomas in Social Anthropology, Positive Psychology, Counselling, Coaching, Adult Education and Neuro Linguistic Programming. She is also the author of the Positive Psychology Toolkit for HR and L&D Practitioners. This is a free resource for trainers and facilitators.

12 tools for smart trainers: Socratic questions

Socrates was an ancient Greek philosopher. His believed that shared dialogue between a philosopher and a learner prompted critical thinking and fostered the development of wisdom. Trainers and trainers who use Socratic techniques ask probing questions. Why? To uncover the assumptions and beliefs which create mental models. In effective Socratic learning scenarios, learners ask questions as well – both of the facilitator and each other.

You can’t create a Socratic dialogue without knowing how to use Socratic questioning techniques. Here’s a quick look at how they work and how to apply them in training and facilitation contexts. Remember they are a great tool for positive psychology trainers, as well as organisational development consultants and coaches.

The aim of using Socratic questions is to promote open dialogue and prompt learning. As a trainer, your questions should prompt learners to think deeply and question their assumptions. By asking Socratic questions, you can lead course participants to the answer instead of giving it to them. However, you need to do this artfully. Always aim to create ‘productive discomfort’ and avoid triggering shame or fear reactions. This, of course, is a key principle that any positive psychology trainer keeps in mind at all times!

Indeed, many positive psychology practitioners consider the Socratic method the cornerstone of cognitive behavioural therapy (CBT). According to Clark and Egan, both practices involve asking open-ended questions that promote reflection. Michael Neenan has also explored the connection between Socratic questions and CBT. He believes that these methods work best when there isn’t a predetermined goal. In corporate training contexts, the facilitator continues to ask probing questions to help learners unlock the answers.

 

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Of course, to help people unlock answers, you need to know what questions to ask. Socratic questions are typically open-ended and (as much as possible) devoid of assumptions. The learner needs to actively participate in the discussion. The facilitator needs to respond to what is happening in-the-moment. So don’t try scripting your Socratic sessions! You need to be flexible to promote self-discovery. When asking Socratic questions, remember that silence is a positive sign. Learners need to process and think before responding – the consequence of a great question is silence.

As your group interacts with you, continue to come up with new questions. Resist the temptation to tell, give advice or issue instructions. Be ready to rephrase questions that receive a vague or ambiguous response. This encourages group participants to elaborate. When asking for clarification, you may ask, “What do you mean when you say ‘X’?” Your questions should also challenge assumptions. This helps learners to consider other points of view and encourages them to step into growth mindset mode.

When necessary, ask for the evidence or the reasoning behind a point-of-view. Do this gently, so that learners know you are helping them and not challenging aggressively. Throughout the Socratic dialogue, summarise the key points that emerge. Reinforce insights and encourage shifts in perspective. After all, that’s the point of using dialogue in learning and organisational development contexts.

If you want pointers on how to start using Socratic questions enrol in a trainers’ master class with Eleanor Shakiba today.

 

About the author: Eleanor Shakiba

Eleanor is a specialist in positive psychology training. Her core strength is creativity, which she expresses in the training room through storytelling and visual design. She has dedicated her career to helping experienced professionals break through glass ceilings by developing their confidence, communication skills and leadership mastery. Eleanor is qualified in a range of fields including Social Anthropology, Positive Psychology, Counselling, Coaching, Adult Education and Neuro Linguistic Programming. She is also the author of the Positive Psychology Toolkit for HR and L&D Practitioners. This is a free resource for trainers and facilitators.

Self-agency is more important than self-esteem

Have you ever been told you need to work on your self-esteem? If so, you might want to rethink that advice. It turns out that there is an even more important area to focus on: your sense of ‘personal agency’. Agency is an empowering mental state. It is driven by the belief that you can make a positive difference in the world. Also known as ‘personal agency’, self-agency gives you the power to achieve your goals and overcome obstacles. If you want your people to take initiative, solve problems and get results, fostering their self-agency will fast-track success.

In the early days of behaviourist psychology, psychologists believed that the actions of humans were primarily driven by external stimuli. The work of Professor Albert Bandura helped change this belief. Bandura argued that humans are the agents of their own development. He demonstrated that self-agency is not an inherited trait that only some people are born with. Anyone can gain more control over their actions and thoughts, thereby increasing their sense of personal agency.

Bandura’s original research suggested there are four primary ways to build greater self-agency.

Immersing yourself in mastery experiences

A mastery experience involves achieving a specific goal through applying or growing your own abilities. When you do this, you feel a deep sense of satisfaction. This links to increased belief in your own ability to get positive results from your actions.

Seeing role models succeed

When you see someone like yourself succeed in achieving a goal like yours, you’re inspired to achieve your own success. This is why exposing yourself to positive role models is an important part of developing your self-efficacy and your self-agency. Positive psychology trainers often advocate mentoring and coaching in business, because this helps employees connect with positive role models.

Receiving positive feedback

Bandura called this being exposed to ‘social persuasion’. His argument was that when others believe in your ability to succeed, you will experience stronger levels of self-belief. Base on this argument, positive psychology trainers encourage leaders to boost positivity ratios in their teams. When you let someone know that you are confident in their abilities, they become more confident in their abilities.

 

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Regulating your physiology

The fourth method for developing a greater sense of agency involves taking a closer look at the various states of physiology. Bandura explained that your physical state directly influences your emotional state. For example, when you are in a low mood, you are more likely to negatively judge your abilities. It’s not just positive psychology trainers who say this: exercise improves your mental resilience, not just your physical fitness.

According to Martin Seligman (who draws on Albert Bandura’s research on self-agency and self-efficacy) agency is underpinned by three core thinking patterns. These are of particular interest to leaders and human resource practitioners who want to foster ‘positive deviance’ in their organisations. Significantly, these thinking patterns can be taught, as experienced positive psychology trainers (especially those with an interest in resilience training) will tell you. So, what are they?

The first agency-boosting thinking pattern is self-efficacy. This is your belief in your ability to reap positive results from your actions. If your self-efficacy is high, you will feel powerful enough to act even in challenging times.

The second thinking pattern is optimism. Positive psychology trainers define this as being a generalised belief that things will turn out okay. Thinking optimistically helps you maintain goal- oriented behaviour, because it leads to a belief that your results will ultimately be positive.

Thinking pattern number three is imagination. Also known as creativity, this way of thinking enables you to visualise the future, create new ideas and find solutions to problems. When combined with optimism. It is a powerful force for positive change at individual, team and organisational levels.

Other recent research – particularly into the psychology of hopefulness – has added another two dimensions to the self-agency model. It turns out that individuals with high levels of self-agency combine ‘will power’ with ‘way power’. In other words, they don’t just wish their lives were different. They actively create ways to achieve their desired results. The truth is that everyone has the power to shape their futures. By using positive psychology techniques and attending resilience training, you can build your sense of agency. This, in turn drives, self-confidence. Contact Eleanor Shakiba to begin exploring strategies for promoting a greater sense of self-agency.

 

About the author: Eleanor Shakiba

Eleanor is a trainer and coach, with a passion for unleashing the power of positive deviance in talented people. She has taught more than 50,000 people how to excel professionally. An expert in the field of Positive Psychology, Eleanor is also qualified in Social Anthropology, Counselling, Coaching, Adult Education and Neuro Linguistic Programming. She specialises in helping HR and L&D practitioners to unleash the power of positive psychology in business. Her major focus in developing three key areas that support positive workplace cultures: positive mindset, proactive communication and purposeful leadership. Eleanor is the author of the Positive Psychology Toolkit for HR and L&D Practitioners. Download your free copy here.

Plug n Play

Trainers! Did you know Eleanor sells a Plug N Play Resilience training kit? It contains everything you need to deliver resilience workshops based on robust Positive Psychology research. No tacky clipart or poorly designed activities. Simply everything you need to deliver engaging training without hours of design work. Download it instantly here.

 

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