TWO: The Fulcrum and the Lever
Principle #2: The Fulcrum and the Lever
While we can't change reality, we CAN use our brain to change how we process the world. (p.63)
‘The Fulcrum and the Lever' is based on Archimedes' Formula: if we have a long enough lever and a good place to stand (the fulcrum point), we can move the world.
The author compares the lever to our possibility, and the fulcrum to our mindset. Change the fulcrum of your mindset and lengthen the lever of possibility, and you change what is possible.
Neuroscientists have discovered what they call the "Expectancy Theory;" our expectations create brain patterns that can be just as real as those created by events in the real world. An example was given of a group of hotel maids told that their work burned calories like a cardio workout. After several weeks, researchers found that the maids had lost weight and lowered their cholesterol more so than a control group of maids not told anything. (p.70)
Positive thinking can improve your utilization of time. Considering a meeting or time with friends as a "waste" will lead to your not getting anything out of it. Instead, look at it as an opportunity. Likewise, putting a positive spin on deadlines and drudgery can make it far more palatable. (p.72)
Simply believing we can bring about positive change in our lives increases motivation and job performance. Studies show that it becomes a self-fulfilling prophesy. One example was given of a group of Asian women taking a math test. The first time they were told to focus on their being women (and supposedly worse at math), which resulted in lower scores. The second time they were told to focus on being Asian (and supposedly better at math), and the scores improved dramatically. (p.74)
It has also been scientifically proven that it's important to believe you can improve your abilities. Individuals with a "growth mindset" consistently outperform those with a "fixed mindset" (that is, they believe that their abilities cannot be improved upon). (p.76)
Mental conceptions of your work can impact your performance. People have a "work orientation" in which they see their work as a job, a career, or a calling. The closer you can get to seeing your work as a calling, the more successful you'll be. Start by asking yourself what potential pleasure or meaning can be assigned to tasks you do. (p.78)
The Pygmalion Effect – states that the expectations we have about other peoples' potential can make those expectations a reality. This has been scientifically tested to be the case. Leaders within a company need to ask themselves: (p.83)
Do I believe that the intelligence and skills of my employees are not fixed, but can be improved with effort?
Do I believe that my employees want to make that effort, just as they want to find meaning and fulfillment in their jobs?
How am I conveying these beliefs in my daily words and actions?