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Mentally Strong People: The 13 Things They Avoid

Mentally Strong People: The 13 Things They Avoid
Amy Morin is a licensed clinical social worker and writer (Image courtesy of Editors’ Note: Following the huge popularity of this post, article source Amy Morin has authored a Dec. 3 guest post on exercises to increase mental strength here. Cheryl Conner has also interviewed Amy Morin in a Forbes video chat that expands on this article here. For all the time executives spend concerned about physical strength and health, when it comes down to it, mental strength can mean even more. Particularly for entrepreneurs, numerous articles talk about critical characteristics of mental strength—tenacity, “grit,” optimism, and an unfailing ability as Forbes contributor David Williams says, to “fail up.” However, we can also define mental strength by identifying the things mentally strong individuals don’t do. 1. 2. 3. 4. 5. It takes much practice to hone mental strength 6. 7. 8. 9. 10. 11. 12. The following CEOs helm companies from FORBES America's Best Small Companies list, 2013.

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Capital - Playing the confidence game at work — the wrong way Near the end of every school year, junior high school teacher Amy Lou Linder Weems begins a month-long lesson in what she calls “service learning.” She tells her students in Monroe, Louisiana, to pick a social problem that interests them. Then she gives them the freedom to figure out how to fix it on their own. Weems, 38, tried it for the first time in 1999. It was her first year as a teacher and the hubris and exuberance of inexperience somehow convinced her that the project would be easy to pull off, she said.

Capital - A fatal flaw when choosing the right leader Politicians and other leaders from virtually every corner of the globe inevitably disappoint. But the much bigger concern is the mindset of voters, board members, and nominating committees when selecting our leaders — and the uncomfortable realisation that we’re not very good at it. What if we’re not that good at figuring out the most critical challenges and opportunities we want our leader to solve? I’m not even talking about the myriad of mistakes we make in selecting talent when we hire, from preferring people who look and act like us to believing that we can size someone up from an interview (the data on this last point, by the way, shows we are astoundingly bad at that). The single biggest problem — the fatal flaw in choosing presidents, school board leaders, or football coaches — is that we believe we can predict the future rather than looking for a leader who can quickly adapt to whatever the unpredictable future holds. Yet we act as if that is exactly what we are able to do.

The evolution of overconfidence : Nature Affiliations Politics and International Relations, University of Edinburgh, Edinburgh EH8 9LD, UK Dominic D. P. Johnson Division of Medical Genetics and Department of Political Science, University of California, San Diego, California 92093, USA James H. Capital - Have you been a victim of meeting malpractice? Is this the cruel fate all office dwellers must endure? The answer is, perhaps surprisingly, no! So many people are subject to what I call “meeting malpractice” that it’s a wonder the trial lawyers haven’t caught onto this one yet. The good news is that somewhere out there savvy managers refuse to play along, instead holding on to the quaint belief that meetings are opportunities for smart people to learn, debate and discuss — and for accountability to be assigned for actions and results. A meeting without an agenda is like a restaurant dinner without a menu.

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