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How To Remove a Limiting Belief in About 20 Minutes

How To Remove a Limiting Belief in About 20 Minutes

Limiting beliefs stop you from achieving your full potention. As such, you should understand how you can remove these negative beliefs so you can propel yourself to higher levels of success.

However, before we can learn how to remove limiting beliefs, we must first be able to comprehend what beliefs are. So, how can we define belief?

According to Wikipedia, Belief is the psychological state in which an individual holds a conjecture or premise to be true. Dispositional and occurrent belief concerns the contextual activation of the belief into thoughts (reactive of propositions) or ideas (based on the belief’s premise).

Don’t you think we would all prefer a simpler definition? No worries, we have one here:

Beliefs are notions and assumptions formed in our minds regarding ourselves and our surroundings that we perceive as absolute truth. They are usually based from emotions and are often psychological and irrational. In fact, our personal experiences and our interactions with the world formed our beliefs.

Psychiatrists say that these beliefs make up our mental model. Some simply call them unconscious beliefs. More often, they don’t help us; rather, they hold us back from reaching our dreams and our desire to freely live. They also stop us from fully maximizing our potential.

Now that we have a basic understanding of the word belief, we can move on to discuss how to remove limiting beliefs. Regarding this, we have to understand that many of our limiting beliefs were acquired during childhood; however, that’s not always the truth.

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The general pattern involved can be simply described like this: your mind comes up with false generalizations based on several particular events. Then, your brain assigns questionable definitions of those events, and those conclusions are now stopping you.

As a consequence, your mind blocks you from taking actions, inspite of the fact that those actions are logical and smart choices.

Remove a Limiting Belief in About 20 Minutes

Limiting beliefs can seriously hold us back in life. But most of the time such beliefs are invisible to us. They control some of our thoughts and behaviors behind the scenes, enough to curtail our results in some area of life.

For example, if you have the false belief that mistakes and failure are bad, then you’ll avoid many growth and learning experiences because you have to be willing to fail in order to build new skills.

As another example, if you have the belief that rejection is a bad thing, you’ll avoid approaching new people, and you’ll miss out on many wonderful social connections.

Where do these beliefs come from?

Many limiting beliefs get installed during childhood, but that isn’t always the case. The pattern is that your mind drew false generalization based on one or more specific events. It assigned questionable meanings to those events, and those interpretations are disempowering you. As a result your mind blocks you from taking certain actions, even though the actions may be reasonable and intelligent choices.

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In order to remove a limiting belief, it isn’t enough to identify and acknowledge it. You may be aware of some of your limiting beliefs, but awareness of them isn’t necessarily enough to keep them from operating in your life. You may be aware that rejection isn’t such a terrible thing, but your subconscious is still conditioned to avoid it. Awareness is an important part of the solution, but it isn’t the whole solution.

Removing Limiting Beliefs

In July when I was in Bermuda for the Transformational Leadership Council retreat, I found myself sitting next to Morty Lefkoe at dinner one night, and I asked him about his work.

Morty claimed to have developed a method for permanently uninstalling limiting beliefs. And the best part was that his method only took about 20 minutes to apply, and you only had to do it once. Not once per day or once per week. Just once.

I was intrigued, so Morty and I talked for more than an hour. I was particularly interested in what he had to say because I frequently encounter people who struggle with limiting beliefs, especially when it comes to money and finding a fulfilling career. But I couldn’t recommend Morty’s method just on his word alone.

Fortunately, Morty offered to personally show me how the method worked, so later during the retreat, we sat down together in the hotel lobby, and he ran me through the process.

First, he asked me some questions to help me identify a particular limiting belief I had. I began by telling him that I was experiencing some blocks related to hiring people. We soon identified several different intertwined beliefs that were holding me back from hiring a staff. It was obvious that I needed to hire help, but I was still holding back.

Morty took me through a fairly straightforward cognitive process that allowed my mind to eliminate false beliefs that I’d been carrying around for years. After the retreat we did a couple more sessions by phone in order to eliminate some additional beliefs that were holding me back from hiring people.

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My biggest limiting belief was, “If I hire other people, they won’t care about the work as much as I do.” I believed that it would be discouraging and draining to manage people who were mainly there for the paycheck. So naturally I didn’t hire anyone. Who’d want to work with people who don’t care?

After using Morty’s process, I felt a bit different, but I wasn’t quite sure if the old beliefs were really gone. I felt like something in my mind had shifted, but I wasn’t clear about the extent of that shift. It felt like the block had been removed, but would I act on it?

Fast forward some weeks later. Erin and I hired four people to help us with the workshop: a video guy, a sound guy, and two helpers who staffed the product table and served as mike runners. We could have kept it small, but we decided to make it bigger and recruit help.

The interesting thing wasn’t that we hired people. It was that we hired people who really cared about the work we were doing. People did more than was expected of them.

For example, Vicki went out of her way to help people process some of their emotional releasing during the breaks. We didn’t ask her to do that. She just saw that she could help, and she did it. She also gave me many suggestions for improving the workshop, some of which I incorporated on the fly during Days 2 and 3.

This was a big shift for me, and it opened a lot of new doors. I told Morty about this and thanked him for helping me get past this block. And I really do feel that the block is permanently gone. Hiring help was a lot easier than I expected.

The nice thing about Morty’s method is that it works for a wide variety of different beliefs, and he has a long history of success with it. He’s used it with more than 38,000 people.

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I’m very grateful that I met Morty. 

:)

    Try the Lefkoe Method for Free

    The best part is that you can try Morty’s process for free.

    Morty found a way to put his method online, It’s fairly easy and takes about 20 minutes to eliminate one limiting belief. You can complete the whole process while sitting at your computer.

    When you eliminate a belief using the Lefkoe Method, the change is permanent. This isn’t something you have to do repeatedly. You only do it once.

    By taking advantage of Morty’s freebie offer, you can eliminate one of the three most common limiting beliefs:

    • I’m not good enough.
    • Mistakes and failure are bad.
    • I’m not important.

    I’ve watched several of Morty’s interactive videos, each one targeting a different limiting belief, and the process is the same thing he guided me through in person and over the phone.

    Try Morty Lefkoe’s belief elimination process for yourself — for free. I highly recommend it.

    Remove a Limiting Belief in About 20 Minutes I Steve Pavlina

     

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    The Productivity Paradox: What Is It And How Can We Move Beyond It?

    The Productivity Paradox: What Is It And How Can We Move Beyond It?

    It’s a depressing adage we’ve all heard time and time again: An increase in technology does not necessarily translate to an increase in productivity.

    Put another way by Robert Solow, a Nobel laureate in economics,

    “You can see the computer age everywhere but in the productivity statistics.”

    In other words, just because our computers are getting faster, that doesn’t mean that that we will have an equivalent leap in productivity. In fact, the opposite may be true!

    New York Times writer Matt Richel wrote in an article for the paper back in 2008 that stated, “Statistical and anecdotal evidence mounts that the same technology tools that have led to improvements in productivity can be counterproductive if overused.”

    There’s a strange paradox when it comes to productivity. Rather than an exponential curve, our productivity will eventually reach a plateau, even with advances in technology.

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    So what does that mean for our personal levels of productivity? And what does this mean for our economy as a whole? Here’s what you should know about the productivity paradox, its causes, and what possible solutions we may have to combat it.

    What is the productivity paradox?

    There is a discrepancy between the investment in IT growth and the national level of productivity and productive output. The term “productivity paradox” became popularized after being used in the title of a 1993 paper by MIT’s Erik Brynjolfsson, a Professor of Management at the MIT Sloan School of Management, and the Director of the MIT Center for Digital Business.

    In his paper, Brynjolfsson argued that while there doesn’t seem to be a direct, measurable correlation between improvements in IT and improvements in output, this might be more of a reflection on how productive output is measured and tracked.[1]

    He wrote in his conclusion:

    “Intangibles such as better responsiveness to customers and increased coordination with suppliers do not always increase the amount or even intrinsic quality of output, but they do help make sure it arrives at the right time, at the right place, with the right attributes for each customer.

    Just as managers look beyond “productivity” for some of the benefits of IT, so must researchers be prepared to look beyond conventional productivity measurement techniques.”

    How do we measure productivity anyway?

    And this brings up a good point. How exactly is productivity measured?

    In the case of the US Bureau of Labor Statistics, productivity gain is measured as the percentage change in gross domestic product per hour of labor.

    But other publications such as US Today, argue that this is not the best way to track productivity, and instead use something called Total Factor Productivity (TFP). According to US Today, TFP “examines revenue per employee after subtracting productivity improvements that result from increases in capital assets, under the assumption that an investment in modern plants, equipment and technology automatically improves productivity.”[2]

    In other words, this method weighs productivity changes by how much improvement there is since the last time productivity stats were gathered.

    But if we can’t even agree on the best way to track productivity, then how can we know for certain if we’ve entered the productivity paradox?

    Possible causes of the productivity paradox

    Brynjolfsson argued that there are four probable causes for the paradox:

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    • Mis-measurement – The gains are real but our current measures miss them.
    • Redistribution – There are private gains, but they come at the expense of other firms and individuals, leaving little net gain.
    • Time lags – The gains take a long time to show up.
    • Mismanagement – There are no gains because of the unusual difficulties in managing IT or information itself.

    There seems to be some evidence to support the mis-measurement theory as shown above. Another promising candidate is the time lag, which is supported by the work of Paul David, an economist at Oxford University.

    According to an article in The Economist, his research has shown that productivity growth did not accelerate until 40 years after the introduction of electric power in the early 1880s.[3] This was partly because it took until 1920 for at least half of American industrial machinery to be powered by electricity.”

    Therefore, he argues, we won’t see major leaps in productivity until both the US and major global powers have all reached at least a 50% penetration rate for computer use. The US only hit that mark a decade ago, and many other countries are far behind that level of growth.

    The paradox and the recession

    The productivity paradox has another effect on the recession economy. According to Neil Irwin,[4]

    “Sky-high productivity has meant that business output has barely declined, making it less necessary to hire back laid-off workers…businesses are producing only 3 percent fewer goods and services than they were at the end of 2007, yet Americans are working nearly 10 percent fewer hours because of a mix of layoffs and cutbacks in the workweek.”

    This means that more and more companies are trying to do less with more, and that means squeezing two or three people’s worth of work from a single employee in some cases.

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    According to Irwin, “workers, frightened for their job security, squeezed more productivity out of every hour [in 2010].”

    Looking forward

    A recent article on Slate puts it all into perspective with one succinct observation:

    “Perhaps the Internet is just not as revolutionary as we think it is. Sure, people might derive endless pleasure from it—its tendency to improve people’s quality of life is undeniable. And sure, it might have revolutionized how we find, buy, and sell goods and services. But that still does not necessarily mean it is as transformative of an economy as, say, railroads were.”

    Still, Brynjolfsson argues that mismeasurement of productivity can really skew the results of people studying the paradox, perhaps more than any other factor.

    “Because you and I stopped buying CDs, the music industry has shrunk, according to revenues and GDP. But we’re not listening to less music. There’s more music consumed than before.

    On paper, the way GDP is calculated, the music industry is disappearing, but in reality it’s not disappearing. It is disappearing in revenue. It is not disappearing in terms of what you should care about, which is music.”

    Perhaps the paradox isn’t a death sentence for our productivity after all. Only time (and perhaps improved measuring techniques) will tell.

    Featured photo credit: Pexels via pexels.com

    Reference

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