Anger management (which is a part of both public displays of rage and spouse abuse) is about changing a person's internal reactions to events (how they see their behavior) by changing the support environment for the behavior (making them see the behavior is wrong).
Goals are harmful unless they guide you to make specific behaviors easier to do. Don’t focus your motivation on doing Behavior X. Instead, focus on making Behavior X easier to do.
Less fear; more hope: just four little four-letter words, but when they are vividly felt as emotion, they are behavior changing, life changing, world-changing.
You don't become a new person by changing your behavior; you discover who you are in Christ and your behavior changes accordingly
The business schools reward difficult complex behavior more than simple behavior, but simple behavior is more effective.
The truth is that we can overhaul our surroundings, renovate our environment, talk a new game, join a new club, far more easily than we can change the way we respond emotionally. It is easier to change behavior than feelings about that behavior.
As you begin changing your thinking, start immediately to change your behavior. Begin to act the part of the person you would like to become. Take action on your behavior. Too many people want to feel, then take action. This never works.
Start with changing behaviors, not mindsets. It is much easier to 'act your way into new thinking' than to 'think your way into new actions.' Recurring and consistent performance results from behavior change will lead to lasting changes in the way people feel, think, and believe in the long run.
It is easier to recognize the quality of leadership in the behavior of their followers than it is in the behavior of the leader.
The normal experience of the body and its aging is a conditioned response (a habit of thinking and behavior). By changing your habits of thinking and behavior, you can change the experience of your body and its aging
If the CEO's behavior is 95 per cent healthy while the rest of the organization is only 50 per cent sound, it is more effective to focus on that crucial and leveraged 5 per cent that makes up the reminder of the CEO's behavior.
As far as the banking industry is concerned - and I am sure it must be true for various industries as well - is that the only thing that is constant is change. Your business models are changing, the customer demands are changing and the regulations are changing constantly.
Years of research in psychology has shown that rewards and punishments can be very effective in changing behavior. But, at the same time, they can create an addiction to rewards and punishments.
The central issue is never strategy, structure, culture, or systems. The core of the matter is always about changing the behavior of people.
True doctrine, understood, changes attitudes and behavior. The study of the doctrines of the gospel will improve behavior quicker than a study of behavior will improve behavior. Preoccupation with unworthy behavior can lead to unworthy behavior. That is why we stress so forcefully the study of the doctrines of the gospel.
After living with their dysfunctional behavior for so many years, people become invested in defending their dysfunctions rather than changing them.