Latest news with #MartinSeligman
Forbes
01-08-2025
- Health
- Forbes
The 5 Pillars Of True Lifelong Happiness — According To A Psychologist
What is happiness, really? Positive psychology pioneer Martin Seligman asked this very question and discovered that lasting wellbeing isn't about chasing fleeting pleasures. It's about building a life that feels whole and deeply lived. So, he developed the PERMA Model — a framework that offers a grounded, research-backed path to wellbeing. Rather than urging you to just 'think positive,' it invites you to construct a life based on five core pillars: Positive Emotion, Engagement, Relationships, Meaning and Accomplishment, or 'PERMA.' Here is a breakdown of the PERMA model, and the practical ways you can begin cultivating each pillar today. 1. Positive Emotion This is not about toxic positivity at all. This is about intentionally inviting in joy and gratitude, even in the smallest of doses. Most people equate happiness with automatically being cheerful all the time. However, a 2020 study published in Emotion Review shows that actively engaging in simple practices such as gratitude journaling, savoring and acts of kindness can reliably increase positive emotions and even contribute to better physical health. The key is that these emotions can be cultivated. Positive emotions don't erase life's challenges, but they do broaden our perspective. Here's how to build on them: However, don't confuse this with denying or suppressing difficult emotions. Suppressing feelings increases stress. Balance is key. So let yourself feel the hard moments while intentionally noticing the lighter ones. 2. Engagement Do you ever lose track of time doing something you enjoy? That's characteristic of a flow state. A 2020 study shows that flow isn't just a mood, it's a state where the brain's motivation and attention systems are working in harmony. The dopaminergic and noradrenergic systems fire up, boosting motivation and lifting mood. Here, three major brain networks interact: Here's how to build your desired engagement level: You may resist starting, but once you're in it, you'll emerge feeling more energized and satisfied than you would from an hour of passive entertainment. People who regularly experience flow report not only higher life satisfaction but also greater resilience in the face of stress. Meaningfully engaging with your life is a essential to feeling like you've truly lived. 3. Relationships Human connection is the most robust predictor of long-term wellbeing. Not likes or followers, but authentic, safe, reciprocal relationships. Decades of research confirm this. The Harvard Study of Adult Development, the longest-running study of human flourishing, highlights a deep truth: 'Good relationships lead to health and happiness. The trick is that those relationships must be nurtured.' (Waldinger & Schultz, The Good Life). The study's findings are striking. Researchers found that close relationships, more than money or fame, are what keep people happy throughout their lives. These bonds protect us from life's discontents, delay mental and physical decline and even predict longevity better than social class, IQ or genetics. In fact, satisfaction with relationships at age 50 was a stronger predictor of health in later life than even one's cholesterol levels. Yet, nurturing relationships is not always easy in a distracted world. As Waldinger and Schultz noted, by 2018 , the average American was spending 11 hours a day in solitary activities like watching TV or scrolling social media, leaving just 58 days with friends across nearly three decades, compared to over 4,800 days with screens. These statistics are humbling, but offer an important turning point. Here's how you can start nurturing your relationships: Remember, strong relationships don't mean never fighting. Bonds built on curiosity, kindness and the willingness to mend ruptures last stronger than any relationship that starts off on a seemingly strong note. 4. Meaning Meaning is the compass that steadies us when life feels chaotic. It isn't just a lofty idea. According to research, it has measurable effects on our wellbeing. Recent studies found that people who prioritize meaning in their daily lives report greater happiness, more gratitude, higher life satisfaction and a stronger sense of coherence, even beyond the benefits of simply seeking out positive emotions. That's because meaning doesn't require life missions. It often shows up in the small, intentional choices we make: seeing our struggles as opportunities to live our values, showing up for a cause we care about, connecting with our community or family in ways that affirm a deeper purpose and more. The studies also revealed that prioritizing meaning directly fuels the experience of meaning, which in turn amplifies your wellbeing. Here's how to start creating more meaning: And, remember that a life filled with pleasures but devoid of meaning often feels hollow. Meaning gives context to our struggles and amplifies the richness of our joys, acting as the quiet anchor of long-term wellbeing. 5. Accomplishment As opposed to the common notion that accomplishment is about chasing prestige, it's actually about the quiet satisfaction of moving toward goals that feel authentic to you. Without it, life can feel like treading water, even when everything else seems fine. Research shows that having achievement goals is strongly linked to greater life satisfaction. But it isn't so much the goals themselves but the sense of agency they create. When you believe your actions can truly shape your future, your wellbeing improves. The same study also found that people who practice emotion reappraisal — the ability to reframe setbacks and challenges — experience an even stronger boost in life satisfaction from their goals. Accomplishment is about cultivating competence and self-trust through steady effort and reframing challenges along the way. Here's how to build a healthy sense of accomplishment: Also, real accomplishment often looks quieter than we expect. It's the daily rhythm of small, meaningful wins, and the mindset that turns setbacks into stepping stones that builds long-term confidence and life satisfaction. Lastly, remember that the five pillars are intertwined. You don't have to work on all five at once. Often, they feed into each other. A meaningful friendship (R) can increase joy (P). Achieving a small goal (A) can boost your engagement (E) and deepen your sense of purpose (M). Think of the PERMA model as your personal wellbeing toolkit. Want to know how stocked yours is? Take the science-backed Flourishing Measure to find out.
CNA
12-07-2025
- General
- CNA
How I learnt to be 'helpless' at work – and how I'm unlearning it now
A few months ago, a new colleague came into a meeting prepared with fresh, thoughtful ideas for improving user acquisition. Then, as the ideas were presented, others in the team – myself included – responded only by shooting them down with lines like, "Oh, I don't think management will like that". At lunch afterwards, the colleague confided that it felt "gross" to watch us filter everything only through the lens of the higher-ups' approval. I instantly realised that they were right. We'd been conditioned by rejection to only pitch what might slip through, not what we believed would work. Many write this off as low morale. That is why burnout rates are higher than ever, they'll say. But there's a difference between "low morale" and learned helplessness, which is a more insidious phenomenon where we internalise our limits so much that we forget we ever had any agency at all. WHAT 'HELPLESSNESS' LOOKS LIKE The term "learned helplessness" was first coined by American psychologists Martin Seligman and Steven F Maier in the 1960s to describe the lack of motivation or sense of powerlessness we experience when we believe we have no control over our environment or situation due to repeated exposure to uncontrollable events. This isn't just about how we feel. It fundamentally rewires how we perceive and understand our roles in the workplace. Recent survey data shows that unhappiness with a superior or colleague, lack of career advancement, and lack of autonomy are among the top reasons why Gen Z workers in Singapore are quitting their jobs. These are not just surface-level complaints – they reflect a deeper problem of feeling boxed in, undervalued or silenced. I had a colleague who was creative and sharp, always buzzing with thoughtful ideas and genuine care for the work to be done. I deeply admired my colleague's enthusiasm but over time, after getting pitches and proposals shot down time and again, that energy faded. The colleague spoke up less and eventually said: "I had to force myself to get up and go to work every day." The problem isn't apathy – it's often the opposite. We care, but some of us have been taught that caring gets either punished or ignored. So we recalibrate, retreating into silence or safe mediocrity. We stop pitching or volunteering for projects that once excited us. We nod through meetings instead of speaking and agree to everything instead of debating and questioning. More often as time goes by, we start hearing and using phrases like these: "There's no point", "They won't let us" or "We've tried that already". If trying is always a losing game, why bother playing at all? HOW DO WE BECOME 'HELPLESS'? Learned helplessness doesn't appear out of nowhere. It is cultivated, usually by a combination of systemic patterns that wear us down over time. One of the biggest culprits: micromanagement. When our leaders consistently override our decisions or scrutinise our every move, we stop taking initiative. I've been in workplaces where, after having my suggestions dismissed enough times, I stopped offering them altogether. I started waiting on my bosses for directions on everything. They got tired of it after a while and scolded me: "I hired you for this. You should be the one giving me the answers." Yet, despite their words, their actions continued to signal to me that my initiative was not wanted. Next: absence of ownership. When we have no real say in our work or how it is executed, emotional investment fades. Tasks become chores instead of contributions. I've seen managers hired to make executive decisions wind up silenced and sidelined by direct superiors with no background in the area they were overseeing. And when those superiors' strategies failed – as the managers predicted – it was the managers who were put on the chopping block. This leads to another problem: punitive leadership. I once spent a few nights staying late after work – uncompensated – to organise an event for the company, even though it was technically outside my job scope. Later, I was told the event didn't succeed because I "didn't want to work hard". If every mistake leads to blame instead of learning, we quickly grow risk-averse. Why bother going out on a limb when no one is willing to provide us with a safety net below? UNLEARNING LEARNED HELPLESSNESS Learned helplessness cannot be solved with a mental health day or a team lunch. It is a systemic issue that requires structural repair. That responsibility must start at the top. However, employees aren't powerless either. 1. Start with boundaries Both leaders and staff members should be well-versed in boundaries. That clarity is the first line of protection for both parties. Are we respecting the terms laid out in our employment contracts, such as working hours, role definitions, and rest periods? Or are we glorifying burnout and unpaid overtime as "loyalty" or "commitment"? Leaders should know when they are demanding too much of their teams, and workers should recognise when they are being handed responsibilities that don't belong to them. 2. Offer pathways, not just blocks Both bosses and workers need to create a culture where pushback isn't punished. We say we want input and feedback, but how do we respond to them? Are we simply saying "no" to save ourselves the effort of trying? Do we strive to make our criticism constructive, rather than restrictive or destructive? This isn't about softening the truth – it's about communicating it in a way that encourages discussion and collaboration instead of shutting it down altogether. Don't just say: "This doesn't make sense." Explain why. Instead of "This is ugly" or "That's dumb", say: "Here's what needs to be adjusted before it could work." 3. Praise good effort I once worked with a senior colleague who started every quarterly meeting with a segment recognising and celebrating good work from team members. Even projects that didn't hit their numbers were spotlighted if the thinking and execution behind them were strong. The result was undeniable: Team members consistently felt appreciated and were motivated to work harder and think bigger. And no, I'm not saying bosses should baby their staff members. A simple "good work on that" can go a long way in showing employees that their efforts matter. Appreciation doesn't only have to flow downwards. Teammates can celebrate each other's small wins and give and share credit generously. Can we ever build a real culture of gratitude if we only clap for each other when we're told to do so? MAKE EFFORT VALUABLE AGAIN In this day and age, where artificial intelligence and other developments are putting more jobs at risk, we must rethink our roles in the workplace. Are we here to mindlessly check off items on a to-do list? Or are we thinking and feeling beings with more to offer than our Excel skills? As for myself, I'm making it a point to self-audit more frequently: Have I been feeling disengaged, tired or uncharacteristically disinterested in speaking up at work? How are my ideas, energy and initiative received? Do I feel like I can make a difference? If not, are there ways I can do better, whether as a leader, a team member or an individual? Learned helplessness may be dragging us down, but we can still unlearn it.
IOL News
26-05-2025
- Lifestyle
- IOL News
Rural bliss or urban hustle: the secret to flourishing in your golden years
Older adults in rural communities reported stronger relationships with family, neighbours, and local groups. T Image: Kampus Production/pexels When we think about ageing well, many of us picture peace, good health, and being surrounded by loved ones. But where we live, whether in the quiet of rural landscapes or the fast pace of urban cities, can shape how we experience our later years. A recent study out of Mongolia has uncovered the key factors that help older adults not just survive, but flourish in these different environments. And while the research is Mongolian, the findings ring deeply true for South Africa, where the contrasts between rural and urban life are just as pronounced. Video Player is loading. Play Video Play Unmute Current Time 0:00 / Duration -:- Loaded : 0% Stream Type LIVE Seek to live, currently behind live LIVE Remaining Time - 0:00 This is a modal window. Beginning of dialog window. Escape will cancel and close the window. Text Color White Black Red Green Blue Yellow Magenta Cyan Transparency Opaque Semi-Transparent Background Color Black White Red Green Blue Yellow Magenta Cyan Transparency Opaque Semi-Transparent Transparent Window Color Black White Red Green Blue Yellow Magenta Cyan Transparency Transparent Semi-Transparent Opaque Font Size 50% 75% 100% 125% 150% 175% 200% 300% 400% Text Edge Style None Raised Depressed Uniform Dropshadow Font Family Proportional Sans-Serif Monospace Sans-Serif Proportional Serif Monospace Serif Casual Script Small Caps Reset restore all settings to the default values Done Close Modal Dialog End of dialog window. Advertisement Next Stay Close ✕ What does flourishing mean? Before diving into the findings, it's important to understand what researchers mean by flourishing. It goes beyond simply being free from illness. Flourishing refers to a deeper state of well-being that includes having purpose, feeling connected to others, and enjoying good mental and physical health. In the words of psychologist Martin Seligman, a leading voice in positive psychology, flourishing includes 'positive emotion, engagement, relationships, meaning, and accomplishment'. In short, it's about living a life that feels good and meaningful. In the study Sociodemographic predictors of flourishing among older adults in rural and urban Mongolia, researchers found that various factors, including education, income, community support, and even diet, played a role in how well people aged. They surveyed 304 older adults, making sure to reflect both rural and urban demographics fairly. Though this study was done in Mongolia, South Africans can relate to the rural-urban divide. In many parts of the country, older people in rural areas face limited access to healthcare, income opportunities, and transportation. Yet, they often report higher levels of emotional well-being, strong community ties, and spiritual engagement. On the other hand, older adults in urban centres might have better access to doctors, shops, and social grants, but may also deal with isolation, crime, and fast-paced environments that can impact mental health. According to Statistics South Africa's 2022 General Household Survey, about 9% of South Africans are aged 60 and older, with many continuing to live in rural areas after retirement. But are they truly flourishing? This is where the study becomes relevant. Flourishing refers to a deeper state of well-being that includes having purpose, feeling connected to others, and enjoying good mental and physical health. Image: Gustavo Fring /pexels
Forbes
08-05-2025
- Business
- Forbes
Strengthening Leader Character Without Self-Righteousness And Moral Superiority
The passing of Pope Francis, the ensuing Conclave, and the selection of Pope Leo XIV have brought leader character to the forefront, prompting questions about how leader character differs from religious leadership, and importantly, what it means to strengthen character without succumbing to self-righteousness and moral superiority. There are two considerations. The first is that the same set of character dimensions matters whether in business or religious leadership. At the Ivey Business School, we describe effective leadership as character, competence, and commitment. While there are differences between business and religious leadership in terms of where a person chooses to commit their leadership or the competencies associated with that commitment, the same dimensions and strength of character apply. As revealed by the extensive research of Martin Seligman and Christopher Peterson in their 2004 book 'Character Strengths and Virtues,' the character required to lead is universal, across contexts, sectors, cultures, and even religions. Furthermore, developing leader character is not simply about morals and ethics, but it underpins judgment, decision-making, well-being, and sustained excellence. Although the same dimensions of character underpin business and religious leadership, these dimensions of character do not presuppose a specific set of values, beliefs, policies, or perspectives. Therefore, the second consideration is that developing strength of character is counter to being self-righteous or morally superior. As Lorelei Rollings, Director General of Culture and Innovation at the Royal Canadian Mounted Police, stated in her podcast on character development, "When you deeply care about an issue, it's character that stops you from becoming self-righteous and dogmatic." For example, a person with strong justice, accountability, courage, drive, and integrity will need strength in dimensions such as temperance, humility, and humanity to exercise the necessary judgment, avoiding self-righteousness and dogmatism. Because strength in a character dimension can operate in an excess vice state when not supported by other dimensions, there is a danger of unbalanced character manifesting in the dangerous space of being self-righteous. However, as Rollings points out, the way to counter that danger is through intelligent and intentional character development. In the pursuit of elevating character alongside competence in higher education and organizations, it is essential to understand the interconnected dimensions of character. In a Forbes article, "Addressing the Crisis of Leadership Character," I describe how sound judgment and decision-making are grounded in virtue ethics and character development. The basic tenet of virtue ethics is that who we are matters, not simply what we do, how we do it, or why. As Forbes Contributor Jonathan Westover writes, "Unlike the 'ends justifies the means' mentality of utilitarianism or the duty-based approach of deontology, virtue ethics is about who we are." Although we may have different values and perspectives, the first test of judgment is to address whether there are any shortcomings in the character dimensions. This understanding of character's role in judgment and decision-making is enlightening and informs our approach to leadership. Every leader has the opportunity to assess their strength of character relative to the 11 dimensions and to understand whether what could be a virtue manifests as a deficient (underdeveloped) or an excess (unsupported) vice, which could compromise judgment and well-being. With Pope Francis, much has been written about his strengths in humility and humanity, both of which are often lacking in most leaders. As Forbes contributor Jeetendr Sehdev wrote in describing Pope Francis, 'What struck me from the beginning was how instinctively he understood the visual language of humility. He refused the papal palace and chose to live in the Domus Sanctae Marthae. He waved off the ornate shoes and kept the black ones he'd brought from Argentina. He didn't just humanize the Church. He localized it. Suddenly the Catholic brand wasn't emanating from the Apostolic Palace in Vatican City—it was radiating from the margins.' A key insight is that although the development of humility and humanity are essential, each person will have a different development path. Strength of character requires incredible judgment, or what Aristotle described as 'practical wisdom.' The test of character is whether we have strengths across all 11 character dimensions. Because character can be assessed and developed, understanding the character strength of leaders is foundational. The many accounts of Pope Francis' life, including his own 2025 autobiography, reveal that who he became and how his character developed were fundamentally shaped by his life events and dedication to cultivating virtues. By all accounts, Pope Francis became a man with strong humility and humanity through his repeated actions that cultivated their embodiment. Yet, cultivating virtue is not simply a spiritual practice reserved for religious leaders, nor should it be the happenstance of having a good upbringing or mentors. I often ask the following questions regarding character development: Who are you becoming while you are busy doing? Who do you want to become? Virtues and character development can be understood through different lenses, including theology, philosophy, psychology, education, business, and exercise science. When my colleagues and I began researching character development after the 2008 Global Financial Crisis, we were fortunate to build on the research of Peterson and Seligman. Their research helped bridge the gap between theology, philosophy, and psychology by identifying character behaviors that satisfy 10 criteria, establishing those behaviors as virtuous. The next bridge was porting their work into organizations and finally drawing on exercise science to better understand character as habit development. Whereas philosophical traditions associated with character and its development make distinctions between intellectual and moral virtues, for example, character application in organizations tends not to make those distinctions. While the terms ethical and moral need not modify the use of the term character, the understanding and application of character require the virtue ethics foundations that inform it. As Craig Titus writes in his 2017 Journal of Positive Psychology article, 'In a complex view of virtues, like that of Aquinas (1265-1273/1981), virtue does not simply refer to good acts: virtuous acts of care and concern, justice, patience, and perseverance (act-based dimensions of virtue). Virtue also modifies one's cognitive and affective capacities and habits, giving virtuous tendencies to act again.' Titus describes psychologist Seligman's morally neutral approach to virtue as a weakness. Although virtue ethics and character development can be pursued without the morality label, doing so requires guarding against mechanistic or instrumental applications that lose touch with the essence of character development in virtue ethics. At the same time, traditional methods of character development, which have relied on exemplars, guidance on what constitutes a 'good' person, and practices to reflect on one's actions, are proving insufficient. It is the integration of various interdisciplinary lenses of character development, where art and science can merge. In Cracking the Code: Leader Character Development for Competitive Advantage, Corey Crossan, Bill Furlong, and I describe how to do it. Elevating character alongside competence in higher education and organizations requires a paradigm shift to recognize that wherever competence resides, character belongs. It also requires a paradigm shift from treating character development as something to be taught or caught from exemplars to acknowledging that, because it is a complex habit, it can benefit from the extensive research and practical application arising from exercise science. Reflecting on Gaps and Possibilities The 11 interconnected character dimensions and their associated behaviors, along with an explanation of how they can manifest in deficiency and excess, regardless of good intentions, have provided a much-needed roadmap for character development. In addition, drawing on exercise science to embrace what it takes to develop character as sustainable habit change is a paradigm shift. Because it is easy to underestimate what it takes to understand, develop, and embed character in organizations, Corey Crossan and I offer 10 pulse-check questions that comprise the Character Quotient, a method for individuals and organizations to assess their current stage on the character development journey. The passing of Pope Francis and the election of Pope Leo offer an opportunity to reflect on character, how to develop it, and, more importantly, what we can do as individuals and organizations to leverage that insight and elevate character alongside competence.
Forbes
06-04-2025
- Health
- Forbes
How To Develop An Abundance Mindset That Fuels Career Growth
An abundance mindset fuels career growth. When you face a career setback, your initial reaction reveals a great deal about your mindset. Do you fall into a scarcity mentality, believing opportunities are limited and success is meant for others? Or do you embrace an abundance mindset, seeing the experience as a stepping stone instead of a roadblock? The difference between a scarcity mindset and an abundance mindset can mean the difference between unlocking new career paths or staying stuck in frustration and self-doubt. By cultivating an abundance mindset, you open the door to countless opportunities for career growth. Let's explore what defines an abundance mindset and ways to develop it that guarantee long-term professional success and fulfillment. An abundance mindset revolves around the belief that ample resources, opportunities, and success are available for everyone. Rather than viewing the professional world as a zero-sum game where one person's advancement means another's loss, those with an abundance mindset recognize endless possibilities for career growth and achievement. This concept gained prominence through Stephen Covey's influential book, The 7 Habits of Highly Effective People, where he described an abundance mindset as a profound inner sense of personal worth and security, enabling people to genuinely celebrate others' successes without feeling threatened. On the other hand, a scarcity mindset is centered on limitations and lack. When operating from a scarcity perspective, you might: While a scarcity mindset confines you, an abundance mindset empowers and opens doors to new possibilities. Adopting an abundance mindset delivers multiple career upsides: When you believe resources and opportunities are plentiful, you're more willing to take calculated risks and explore unconventional solutions. Cultivating an abundance mindset can also foster creative outcomes and enhance empathy. An abundance mindset encourages collaboration instead of competition. It makes you more willing to share knowledge, credit, and opportunities, gradually building a reputation as someone who uplifts others. According to research by Princeton University, scarcity mindsets can actually impair cognitive function. Participants in the study experienced a 13-point drop in IQ when they were preoccupied with scarcity concerns. This decline in cognitive ability makes it more challenging to plan, solve problems, and make sound decisions—skills essential for resilience and career growth. Perhaps most importantly, an abundance mindset correlates with career success and job satisfaction. For example, a study by Dr. Martin Seligman at the University of Pennsylvania found that optimistic sales professionals outsell their pessimistic counterparts by 56%. In another survey, optimists were 40% more likely to get promoted over the next year, six times more likely to be highly engaged at work and five times less likely to burn out than pessimists. Here are evidence-based strategies to cultivate an abundance mindset that fuels career growth: Begin each workday by identifying three things you appreciate about your current role, team, or organization. This simple practice rewires your brain to notice opportunities rather than limitations. Research published in the Journal of Personality and Social Psychology found that participants who engaged in weekly gratitude journaling for ten weeks reported higher optimism and life satisfaction levels than those who focused on irritations or neutral events. Try this: Keep a dedicated "career gratitude" journal where you document professional wins, helpful co-workers, and valuable learning experiences. Review it when facing challenges to maintain perspective. Identify and challenge scarcity-based thoughts when they arise. When you catch yourself thinking, "There aren't enough opportunities in my field" or "I'll never get promoted," pause and ask yourself, "Is this objectively true? What evidence contradicts this belief?" Try this: Create alternative, abundance-based interpretations of challenging situations. Instead of "I failed at this project," try thinking "I've discovered an approach that doesn't work, bringing me one step closer to finding what does." The people around you profoundly influence your mindset. Studies consistently show that mindsets are "contagious"—you naturally adopt the thought patterns of those you spend the most time with. Try this: Identify colleagues with abundant thinking and schedule regular coffee chats or lunch meetings. Join professional groups where members actively support each other's growth rather than competing. One of the best ways to develop an abundance mindset is to share your knowledge, time, and connections freely with friends and co-workers. Adam Grant's research at Wharton shows that "givers" who share without expectation of immediate return ultimately achieve greater success than "takers" who hoard resources and opportunities. Try this: Dedicate 30 minutes each week to helping someone at work without expecting anything in return. Offer to review their presentation, make an introduction, or share relevant resources. Scarcity thinking often stems from narrowly defining success (e.g., "I must get this specific promotion by this specific date"). Broadening your view of what constitutes professional achievement creates more pathways to fulfillment. Try this: Create a "success spectrum" by listing 10 different ways you could consider yourself successful in your career beyond the obvious metrics of title and salary. Include impact metrics, learning goals, relationship quality, and work-life integration. When a co-worker receives recognition or achieves something noteworthy, make a conscious effort to feel genuine happiness for them. This practice, known as "sympathetic joy" in positive psychology, strengthens your abundance mindset by reinforcing that success is not limited. Try this: Send a congratulatory message to a colleague who recently achieved something significant. Ask them about their journey and what they learned along the way. Every time you choose collaboration over competition, you reinforce the neural pathways linked to an abundance mindset. Over time, this way of thinking becomes your go-to approach for handling professional challenges and opportunities. You're not just altering your thought process by nurturing an abundance mentality. You're reshaping your career path toward greater possibilities and long-term fulfillment.
