Personal mastery

When problems are really tough, we need to get drawing. We draw to see what we think, in order to evaluate those ideas.

As Morgan McCall, in his book High Flyers, points out, “Unfortunately, people often like the things that work against their growth. . . . People like to use their strengths . . . to achieve quick, dramatic results, even if . . . they aren’t developing the new skills they will need later on. People like to believe they are as good as everyone says .

“Let’s see how von Karajan’s 1975 recording of the second movement of the Seventh Symphony differs from his 1963 recording,” or “I wonder if the brass section of the Chicago Symphony is really better than the Berlin brasses?” Having set such goals, a listener becomes an active experience that provides constant feedback (e.g., “von Karajan has

• Permanent On-call: Never having true time off, because work can always reach you (or in the case of very intense jobs, because the work never actually ends). I had always

Using the SCARF model, you can have a better understanding of what needs aren’t being met and why you’re being triggered. This will help you not scratch the itch or react without thinking.

Status

Certainty

Autonomy

Relatedness

Fairness

Even the simplest physical act becomes enjoyable when it is transformed so as to produce flow. The essential steps in this process are: (a) to set an overall goal, and as many subgoals as are realistically feasible; (b) to find ways of measuring progress in terms of the goals chosen; (c) to keep concentrating on what one is doing, and to keep