Taking A Leap Of Faith: Forced Career Transition In A Time Of Global Stress.

It is not a bio­log­i­cal response to not believe in the good. This is a cog­ni­tive process that enables a per­son to car­ry out a cer­tain func­tion. Bad things hap­pen, but … Physi­cist Bri­an Joseph­son exposed his patho­log­i­cal doubt to the sci­en­tif­ic com­mu­ni­ty in 2004 before a con­fer­ence of Nobel Lau­re­ates, nam­ing it, “I wouldn’t accept it even if it were gen­uine.” Sci­ence, like mankind, does not rely upon progress for own reasons.

You may stop being recep­tive to pos­i­tive infor­ma­tion about your­self and the world for a vari­ety of rea­sons, including:

• you were treat­ed bad­ly, so you were con­fused as you felt bad, so you decid­ed that you were com­plete­ly bad;
• rel­a­tives got into a bad sit­u­a­tion, and with own hap­pi­ness, you are afraid of betray­ing them;
• expec­ta­tions that the good will be fol­lowed by some­thing bad: a gift by duty, care and love by betray­al, and so on.

These cog­ni­tions result a pattern: 

• you begin to invent prob­lems for your­self out of nowhere, and then rake them out;
• you begin feel­ing good, respect your­self only after over­com­ing chal­lenges. As a result, you cre­ate an ali­bi – I suf­fered, so I may (be) reward (ed) myself / obtain a bonus, etc.

Such behav­ior sets off a loop: you can­not accept good things from life, and there is grow­ing doubt that you deserve good things. As a result, stress becomes a nor­mal envi­ron­ment of life, gen­er­at­ing “unwant­ed” dif­fi­cul­ties, and the cycle con­tin­ues indefinitely.

So, if the glob­al cri­sis was accom­pa­nied by your fir­ing and they didn’t even explain why the best thing you can do for your­self is to live through the loss and accept it. “Yes, I lost some­thing, and I’m real­ly upset about it,” you admit. And now I’m sad, agi­tat­ed, and con­cerned about it. But I’m mov­ing on.“ You are more inclined to fall to despair if you begin to immerse your­self entire­ly in the sur­round­ings. You begin to feel that you have lost not just your pro­fes­sion, but also your­self, as well as all of your future goals, objec­tives, and plans. In this way, it is easy to lose sight of exis­tence itself. At first, it is nec­es­sary to rec­og­nize that the sit­u­a­tion may be seri­ous, dif­fi­cult, and elic­it tears or wrath.

If you don’t flat­ter your­self, and your job tal­ents and exper­tise are accept­able for the task you’ve been per­form­ing, you’re in for an immi­nent future.

How can you pre­pare for the immi­nent future?

You have a planned future when you intend to buy a house in a year or two and go to the Bahamas. In the near future, when a war or pan­dem­ic hap­pens, every­one flees into self-iso­la­tion, dread, and hos­til­i­ty; mort­gages are denied, and bor­ders are closed. Peo­ple bear no per­son­al respon­si­bil­i­ty for any of these issues. It is what it is, and the most essen­tial aspect is how you respond to the issue.

If you are fired, assess your per­son­al respon­si­bil­i­ty, but don’t mis­take it with guilt. Per­haps it didn’t work out with the team because you weren’t able to show your­self, as you stat­ed on your CV. Per­haps there was no evi­dent cor­re­la­tion, such as the man­ag­er hat­ed you or the busi­ness had a pay­roll cut. Or per­haps you sim­ply did not enjoy your job. What a shame! And now the ques­tion is what to do next in such sce­nar­ios. There is no need to linger in the past and fall into this quag­mire; rather, it is bet­ter to mourn and move on.

Crises? Do not panic!

It is good to pre­pare your own adapt­abil­i­ty, which occurs when your reflex­es are swift and flex­i­ble, and they meet the chang­ing con­di­tions. It is point­less, for exam­ple, to par­tic­i­pate in a ten­nis com­pe­ti­tion if you have nev­er trained. And if you’ve pre­pared, you’ll be aware of the poten­tial difficulties.

It is vital to be able to man­age your own fears. There are three types of people: 

• those who are fren­zied in stress­ful sit­u­a­tions, mak­ing it impos­si­ble to manage;
• those who freeze in fear;
• and those who pull them­selves togeth­er, con­cen­trate and motivate.

The lat­ter are typ­i­cal­ly hired for high-lev­el posi­tions since they can lead the orga­ni­za­tion and have a high lev­el of stress tolerance.

How can you increase your stress tolerance?

To begin, you should avoid inter­fer­ing fields that need high-stress resis­tance; oth­er­wise, you will over­strain. You may train it on dai­ly reac­tions such as how you pump your willpow­er or how you respond if your voice is slight­ly ele­vat­ed, and the more con­trol you have over the reac­tion, the more this stress resis­tance will emerge.

Where does stress tol­er­ance originate?

There are indi­vid­u­als who had a decent upbring­ing and had only a few instances of dis­sat­is­fac­tion as a young­ster. They will then have estab­lished an inter­nal sup­port sys­tem and will be able to com­mu­ni­cate and argue with the rest of the world.

There are oth­ers who grew up in harsh sur­round­ings and built armor as a way of sur­vival because they had no oth­er choice. Then a per­son does not feel like he is in hell; this is his nor­mal state, and he knows how to deal with it. This, how­ev­er, is not an indi­ca­tion of increased stress tol­er­ance. Such peo­ple must learn to care for them­selves or they will face pan­ic attacks.

Albert Ein­stein described mat­ter as ener­gy, and it exists as a ten­den­cy at the atom­ic lev­el. What is your response when you think about what kind of being you are cul­ti­vat­ing via your thoughts and actions?