You've heard your limits are self-imposed?, but you'd be amazed how far we can extend those self-limitations.
Todays post is from our SafeSourcing Archives.
Opportunities to learn are everywhere but can be used either to improve or damage your capabilities. For example, any married couple knows it’s not easy to have two flawed individuals share life together. However, even in less than ideal situations, there are opportunities to learn that you will never get anywhere else other than a situation where someone’s soul is borne to you in ways neither individual can hide from. There will be opportunities to learn how others think and operate, and to discover your own biases and shortcomings. However, there will also be opportunities to hide your insecurities, deny your flaws, blame shift, and stubbornly hold fast to your own LIMITATIONS. This is typically what people do when meeting viewpoints different from their own: We get defensive, myopic, and squander an opportunity to better ourselves.
Whether we like it or not, character traits like humility, and work ethic, will profoundly influence how well we perform our professional activities. No one promoted this fact more heavily than the author of. The 7 habits of highly effective people.
Stephen Covey proposed that maturity is a continuum from least to most mature by the steps of Dependence (reliance on others), to Independence (reliance on self), to Interdependence (Independently chosen reliance on others, to accomplish cooperatively what we cannot independently). This is counterintuitive because we typically think of Independence as being the most mature, in the form of the lone wolf leader, or the maverick who does things his/her way. But the truth is it’s far more difficult and beneficial to assume someone else might know something you don’t. By definition, this means you have to let other people make decisions out of their unique perspective and expertise that you WOULD NOT, or else you’ll always be LIMITED by your own understanding, and no organization will ever be all it can be without utilizing the collective expertise of the group.
Are your limits strictly determined by how hard you work? How fearless you are? How smart you are? What if you’re limiting yourself by making assumptions about how much value other individuals or organizations can contribute to your business? Do we have the strength of character to admit there are individuals or organizations that can perform certain tasks better than we can? Leaning on other’s expertise isn’t an insult to your capabilities; it’s a means of interdependent improvement.
There are variables in our lives we genuinely can’t control, and we shouldn’t want to, especially when it comes to learning through how we work and relate with other people. If we truly want to extend beyond our current limits, we have to allow external factors to force us to explore outside of our current paradigms, and deliberately chose to EXPAND, not LIMIT, our understanding through it.
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We look forward to your comments.