Your Wishing Wand

Standing at Jordan's door, Stephanie couldn't stop smiling. That started Jordan smiling, too — he couldn't help it. "Come in, sit," he said to Stephanie. "Spill."

"I wished, and it happened," she began. "I must have magic powers."

"I don't know about that, but tell me what happened." Jordan hated being teased, even a little.

"OK. Day before yesterday, driving home, I'm imagining that Marigold could somehow be kept alive. I'm wishing for the chance to tell Emmons how to fight for it. I work out exactly what I would say. Then yesterday — it's freakish — I get that chance. And today I find out it worked."

"Amazing," said Jordan, "you saved Marigold. Congratulations!"

"Emmons saved Marigold," Stephanie said. "I just wished him the will."

You do have
a wishing wand,
though you might not
be using it often.
Seen it lately?Stephanie did more than wishing him the will. She showed him the way. She was ready for the opportunity because she had used her wishing wand. You have a wishing wand, too, though you might not be using it often. Maybe a little user's guide will help.

Wish for the possible

Your wishes are more likely to come true if you wish for the possible. A wish to fly like a bird is less likely to come true than a wish for an airline ticket to Tahiti.

Wish for the wonderful

Within the range of the possible, there's plenty of room for the wonderful. Take ten seconds — right now — to wish for something wonderful. See how easy it is?

Wish for good

Wishes for harm to come to anyone are poisonous. The feelings you create while contemplating these wishes are your feelings. They hurt only you.

Wish for yourself, for others, and for all

Wishes in fairy tales are often self-centered. Try wishing for others, and for all of us. Whenever a wish comes true, you feel the same thrill, no matter who benefits.

Not wishing doesn't help

Some of us fear the pain of disappointment when a wish doesn't come true, so we don't wish at all. What a loss! Dealing with disappointment is a critical skill. Wishing gives you opportunities to practice your skill.

If you know what you really, really want, you're a lot more likely to get it

Deciding what to wish for is what does the magic. Deciding helps you focus on some things, and let others go. This makes you more likely to make the little moves that make your dreams come true, and less likely to make the little moves that keep your wishes wishes.

Do you have a wishing wand? Have you ever had one? If you don't have one, make one. Keep it handy. Use it often. Wish for something for yourself, for someone else, and for us all.  Top    Next Issue

Love the work but not the job? Bad boss, long commute, troubling ethical questions, hateful colleague? This ebook looks at what we can do to get more out of life at work. It helps you get moving again! Read Go For It! Sometimes It's Easier If You Run, filled with tips and techniques for putting zing into your work life. Order Now!

For more on achieving and inspiring goals, see "Corrales Mentales," Point Lookout for July 4, 2001; "Commitment Makes It Easier," Point Lookout for October 16, 2002; "Beyond WIIFM," Point Lookout for August 13, 2003; "Give It Your All," Point Lookout for May 19, 2004; "Knowing Where You're Going," Point Lookout for April 20, 2005; "Workplace Myths: Motivating People," Point Lookout for July 19, 2006; "Astonishing Successes," Point Lookout for January 31, 2007; and "Achieving Goals: Inspiring Passion and Action," Point Lookout for February 14, 2007.

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Forthcoming issues of Point Lookout

Coming January 22: Storming: Obstacle or Pathway?

The Storming stage of Tuckman's model of small group development is widely misunderstood. Fighting the storms, denying they exist, or bypassing them doesn't work. Letting them blow themselves out in a somewhat-controlled manner is the path to Norming and Performing. Available here and by RSS on January 22.

And on January 29: A Framework for Safe Storming

The Storming stage of Tuckman's development sequence for small groups is when the group explores its frustrations and degrees of disagreement about both structure and task. Only by understanding these misalignments is reaching alignment possible. Here is a framework for this exploration. Available here and by RSS on January 29.

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