Quotes About Personal

What Seligman and his colleagues proposed was that when people are looking for causes for failure, they display a variety of predispositions to accept one type of cause or another, quite apart from what the actual cause of the failure might be. There are three key dimensions to these predispositions, based on whether we view causes as being global or specific, chronic or transient, personal or universal.

How people look is yet another thing that they are now responsible for deciding for themselves.

If the experience of disappointment is relentless, if virtually every choice you make fails to live up to expectations and aspirations, and if you consistently take personal responsibility for the disappointments, then the trivial looms larger and larger, and the conclusion that you can't do anything right becomes devastating.

all novels are really letters aimed at one person.

Everything seemed to stand out with a special dearness, and although I never could have said that out loud I didn't think it mattered - maybe that sense of dearness was something I wanted just for myself.

you should not seek transcendence as a means of escapism. Remember van Eeden's demon-dreams. You must first be willing to deal with whatever problems you may find on your personal level.

what is most personal ,is most general.

You can't be successful with other people if you haven't paid the price of success with yourself.

The personal power that comes from principle-centered living is the power of a self-aware, knowledgeable, proactive individual, unrestricted by the attitudes, behaviors, and actions of others or by many of the circumstances

trying to prioritize activities before you even know how they relate to your sense of personal mission and how they fit into the balance of your life is not effective.

Nadie puede convencer a otro de que cambie. Cada uno de nosotros custodia una puerta del cambio que solo puede abrirse desde adentro. No podemos abrir la puerta de otro, ni con argumentos ni con apelaciones emocionales.

Management, remember, is clearly different from leadership. Leadership is primarily a high-powered, right brain activity. It's more of an art; it's based on a philosophy. You have to ask the ultimate questions of life when you're dealing with personal leadership issues.

Roles and goals give structure and organized direction to your personal mission. If you don't yet have a personal mission statement, it's a good place to begin.

The two additional unique human endowments that enable us to expand our proactivity and to exercise personal leadership in our lives are imagination and conscience.

The inside-out approach says that private victories

In your planner, there should be a place for your personal mission statement so that you can constantly refer to it. There also needs to be a place for your roles and for both short- and long-term goals.

And leadership is even more lacking in our personal lives. We're into managing with efficiency, setting and achieving goals before we have even clarified our values.

Covey found a similar pattern in personal effectiveness: first build upon a strong core of principles that are not open for continuous change; at the same time, be relentless in the quest for improvement and continuous self-renewal.

A good affirmation has five basic ingredients: it's personal, it's positive, it's present tense, it's visual, and it's emotional. So I might write something like this: "It is deeply satisfying (emotional) that I (personal) respond (present tense) with wisdom, love, firmness, and self-control (positive) when my children misbehave.

Correct maps will infinitely impact our personal and interpersonal effectiveness far more than any amount of effort expended on changing our attitudes and behaviors.

Yo soy la fuerza creativa de mi vida».

But you just can't do it; you simply have to travel the road. You can't be successful with other people if you haven't paid the price of success with yourself.

They are the "Private Victories," the essence of character growth. Private victories precede public victories.

frequently use this perception demonstration in working with people and organizations because it yields so many deep insights into both personal and interpersonal effectiveness. It shows, first of all, how powerfully conditioning affects our perceptions, and our paradigms. If ten seconds can have that kind of impact on the way we see things, what about the