How employees communicate and interact with colleagues, supervisors, and subordinates has a lot to do with their beliefs, including their limiting beliefs. Unfortunately, limiting beliefs most typically challenge effective engagement and high performance.
Despite how they appear to others, many people have a stream of limiting beliefs playing in their heads. Some of them are completely contradictory in how they behave. For example, one might lack confidence but act self-assured or even conceited.
Examples of limiting beliefs include
- It has to be perfect,
- I can’t make presentations,
- Men always have to be right,
- Women are too emotional,
- My teammates are lazy,
- My boss wants to get rid of me, or
- You can’t trust subordinates.
Employers expect staff to be effective communicators and problem solvers. Yet, in the paraphrased words of Albert Einstein: ‘Problems cannot be solved with the same mind that created them.’
How to Overcome Limiting Beliefs
The ability to question personal perspectives, decisions, and actions is key to shifting one’s mindset. With this capacity, staff can overcome resistance to feedback and change as well as appreciate the ideas and work processes of team members and others within the workplace.
Release Limiting Beliefs To Improve Performance Workshop Two-Part Format:
This workshop helps participants cultivate a more open growth mindset. They have an opportunity to explore the thoughts and beliefs that limit their ability to shift the thinking and mindsets that constrain their workplace performance, work-life balance, and well-being.
Part One:
Participants first identify common real workplace issues. They then informally share their thoughts and beliefs associated with these issues.
We’ll use several of these thoughts and beliefs to illustrate a simple effective practice to open and shift perspectives. Learning the method facilitates an ongoing agile process for changing one thought at a time, and ultimately sustainably shifting their mindset.
In addition, participants learn a modified version of the tool that is designed to be used on the fly. This short version promotes in-the-moment personal reflection and learning. Participants can use it to support agile thinking, mind shifts, and communication.
Part Two:
The second part of the workshop comprises an informal one-hour review and Q&A, typically occurring approximately one week following Part One. This time offers participants supported practice and reinforcement of the learning they acquired in Part One.
Group Size:
This workshop is best for in-person groups of four to a dozen people and a maximum of twenty participants online.
One-On-One Sessions:
Participants can also arrange follow-up practice on what they learned in the workshop. Work on limiting beliefs with these workshop techniques is also offered within one-on-one workplace coaching sessions.
If you think that your employees can benefit from thought work and releasing limiting beliefs, and you’re interested in learning more:
To see my other workshops that support staff development workshops.