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Well, you have to want change too, and you have to put in effort to make that happen. If you do that, then you can change anything about yourself, and you can effect positive change in other people. When they see how you change, it changes how people perceive you, how you perceive people, how people react to you, and how you react to others. For each and every situation, it always starts with you. You can create a ripple effect across the universe. You can change the status quo! I believe you can solve any problem if you put your mind to it. That's the message I want to deliver: you are capable of it. You simply have to want to do it and put the effort forth to accomplish it. Every company has its policies. However, when it comes to how employees manage their workloads, many managers have little idea how their colleagues spend their time. Similarly, perhaps the biggest unknown to the employee is how they should spend their time, both inside and outside of work. How responsive should employees be after hours? Are they required to attend happy hours or other events full of "mandatory fun"? Will managers and clients expect employees to fulfill last-minute deadlines? Should they let their spouses know to expect late-night outings when company execs drop into town? These questions are significant because they directly affect our schedules and, subsequently, the time we have for the other domains in life. A recent survey found 83 percent of working professionals check email after work. The same study notes that two-thirds of respondents take work-related devices, such as laptops or smartphones, with them on vacation. And about half the respondents said they've sent work-related emails during meals with family or friends.

Staying late at work or feeling pressured to reply to work-related messages after hours means spending less time with our family and friends or doing something for ourselves. If these demands become more than the employee bargained for, trust and loyalty can erode, along with one's health and relationships. The trouble is, we don't typically know the answers to these questions until we are already in a role. Begin by investigating the conditions that may be contributing to your fatigue and work with your treatment team to modify what you can. You may need to avoid those antidepressant medications that are likely to worsen sleepiness and fatigue, choose antidepressant medications more likely to help resolve the symptoms, and consider using an additional medication that targets fatigue. Discuss these options with your psychiatrist. Next, stick to the Basics of Mental Health covered in the first chapter of this book. Remember to have regular nutritious meals, follow a regular sleeping and waking pattern (with a goal of getting 8 hours sleep per night), take your medications as prescribed, avoid alcohol and illegal substances, maintain a daily routine and schedule, and keep up with social contacts. Then, even though it sounds difficult, get out and exercise a little every day, at a moderate level, based on your current ability. Yes, even when fatigued! You will be surprised how much exercise will improve your energy level. Depression affects your thoughts, feelings, and behaviors, which can interfere with the quality of your life. The most common symptoms include a deep feeling of sadness, loss of interest and pleasure in your usual activities; changes in appetite, weight, and sleep; loss of energy; fatigue; irritability; feelings of worthlessness, hopelessness, and guilt; difficulty thinking, concentrating, and making decisions; and thoughts of suicide. Television programs on Atlantis, Bigfoot, psychic powers, the existence of ghosts, as well as a variety of other equally weird topics appear every week on cable TV channels like The Learning Channel (TLC), Discovery Channel, History Channel, and the Travel Channel. For example, a recent TLC show reported on psychics who used remote viewing to pinpoint unknown military installations in the Soviet Union during the cold war, and who correctly predicted movements in the silver markets nine times in a row (allegedly proof of psychic powers).17 Shows on such extraordinary topics are even aired on the national networks. ABC ran a program called the "World's Scariest Ghosts," which was filled with personal accounts of ghostly encounters. My favorite quote from the show was, "I knew right away it was a ghost because there was no other way to explain it." These shows typically provide only a one-sided view. Rarely do they report on scientific data that refutes the claim, or interview one of the many competent skeptics, such as James Randi, Michael Shermer, or Joe Nickell, who might provide other plausible explanations for the phenomena. For example, the TLC show failed to report on the scientific evidence that demonstrates remote viewing doesn't work. Why?

The sensational sells, so viewers are typically not made aware that extraordinary claims have been tested by legitimate science and found to be false. Nor did the show interview a skeptic who might have pointed out that the psychic's ability to predict the silver markets could easily be explained by probability theory. If skeptics are interviewed, their comments are often limited to a few choice sentences, which are quickly dismissed with comments such as, "Could the skeptics be wrong? There appears to be something the skeptics can't explain." The fact is, the phenomena reported in these shows can usually be explained by scientific knowledge--but that information is not reported. Why is this important? Failing to report the scientific evidence can have a significant impact on the beliefs we hold. Research has demonstrated that shows about paranormal phenomena, such as UFOs, are more likely to foster belief in the paranormal if they don't carry disclaimers than if they do. To see the power of the media on our beliefs, just consider one of the greatest accomplishments of the twentieth century--man walking on the moon. With all the evidence to support a successful landing, a poll in July 1999 revealed that 11 percent of Americans thought the lunar landing was a hoax. Incredible--but more striking was the fact that the percent doubled after Fox televised "Conspiracy Theory: Did We Land on the Moon?" Simply reporting a number of fantastic and unsubstantiated claims changed the views of millions. Perhaps the easiest way to get a handle on fixed beliefs is simply to understand that they define the roles you play in life. In other words, once you know what your fixed beliefs are, you know something about the script that is running your life. As you know from watching the evening news on TV, the anchor-person typically has an electronic "bug" in his ear, a tiny radio through which he or she takes instructions from the offscreen director. If a particular question needs to be asked, if the show goes off-track, or if a commercial is coming up, the director can bark orders and nobody but the anchorperson hears. Thanks to that little earpiece, the anchorperson stays "on script." In a similar fashion, you are subject to a life script, a set of instructions that tell you how to run your life. What is a script? In a game of word association, what would your responses be to that word? When you act on expectations with fear instead of faith, hesitation is a common result. When a business executive hesitates, or a leader vacillates, it is a sign of uncertainty and a lack of confidence in the decision that needs to be made. I've trained myself to fearlessly push through everything.

Even if I were to make a wrong decision, it is better than hesitating or making no decision at all! For example, in the military, when you hesitate and don't make decisions promptly, devastating effects may follow. Think of it like this: the hero that we hear about today and admire---firemen, policemen, and citizens on the street that help others---share one thing in common: they do not hesitate! Heroes come from all walks of life. Examples of heroes can be found in every age and culture. They move quickly, efficiently, furiously, and passionately to help someone in need or help an idea grow. It's a liberating feeling to live without fear and hesitation. Take, for example, the displays of heroism when tornadoes struck Oklahoma on May 20, 2013. There are countless unsung heroes in that event alone that did selfless, valorous actions that day. But what made these heroes successful? The fact is that they did not hesitate for one minute. They moved quickly and passionately to save lives or to complete the missions that they had. The teachers who mobilized the children to take tornado precautions, the first responders searching through the rubble, and everyone else who was in the danger zone took fast and fearless action. They had to! Our military does it every day. Our police, firemen, and EMT members do it on a daily basis. Whether or not they are aware of it, one of the fundamental steps in these professions is to abandon fear and to confidently thrust oneself into whatever the circumstances require. To do this involves effort. Even if you make a "bad decision," effort will carry you through. You will get on track to make the right decision in the future.

Don't waste time; try something and dive in. Introspection is essential for identifying and clarifying expectations, but action is necessary to make them a reality. Faith, courage, and fierce determination are allies in your quest to accomplish your goals. Hesitancy, doubt, and cowardice will hinder your efforts. Setting expectations requires thought and reflection, but achieving them will take boldness. Take a page from life's heroes and heroines; be ready to act. "The readiness is all." There are also many unknowns from the employer's perspective. When tasks and projects take longer than originally planned and expectations aren't met, managers are left guessing why. Is the employee not capable? Is he not motivated? Is she looking for another job? How are they spending their time? In response to underperformance, managers often ask employees to do more and work longer hours. But this common knee-jerk reaction asks employees to give more than they expected, stressing the working relationship and prompting them to push back in subtle ways. What does this pushback look like? While often done unknowingly, we find ourselves doing low-priority work, slacking off at our desks, chitchatting too much with colleagues, and generally reducing productive output. Other times, we (perhaps unconsciously) sabotage our companies by doing pseudowork, tasks that look like work but aren't in line with the company's top priorities. (Think: spending time on pet projects, corporate politicking, sending more emails, or holding more meetings than necessary.) This sort of pushback seems to increase when people work more hours. In fact, studies have found that workers who spend more than fifty-five hours per week on the job have reduced productivity; this problem is further compounded by their making more mistakes and inflicting more useless work on their colleagues, resulting in more time spent to get even less done. What's the solution to this madness?