Use the LRN LAF LUV LIV Lens for better decision-making

You know LRN LAF LUV LIV for LYF is packed with powerful concepts to better your life. But did you know that it is also a "lens" through which you can analyze situations and make better choices? Making better decisions in life is critical to living a better life, so it makes sense you should use the same concepts in everything you do.

What is the LRN LAF LUV LIV™ Lens?

The LRN LAF LUV LIV™ Lens is the technique of viewing and analyzing situations, issues, choices, and other decision-making opportunities through the four layers in the Philosophy for LYF: your core values, strategy, mission, and vision.

Technique

Anytime you have a situation to assess or a decision to make among various options, consider each layer and ask yourself the following questions:

Core values: Does the situation or option align with goodness and the supporting core values of open-mindedness, gratefulness, respectfulness, and courageousness?
Strategy: Does the situation or option support LRN, LAF, LUV, and LIV actions (the deeds of goodness) toward yourself and toward others?
Mission: Does the situation or option support growing true wealth and giving true worth?
Vision: Does the situation or option support the elevation of your life?

The framework and questions provide guidance on whether or not an option is likely to lead to better outcomes. The better situations and options are those for which you are able to answer "yes" to the questions and you can articulate the reasons. If an answer is "no", then explore the reasons and consider options that are better aligned with your core values, strategy, mission, and vision.

The LRN LAF LUV LIV Lens can also be used by organizations. Each question can be viewed through the lens on the organization itself and its employees, customers, and suppliers. The last question should be answered as to whether or not the situation or option supports the elevation of the organization as well as the lives of the individuals it touches.

You will find that if you answer "no" on the core values or strategy questions, you do not need to consider mission and vision questions, as each layer builds on each other. For example, if an option does not support the core value of goodness, your mission and vision will not be achieved by selecting that option.

Here is an example of applying the LRN LAF LUV LIV Lens to assess a situation.

Was he improving himself in this job (LRN inward)? No, he replied. When he took the job, he thought his skills would grow. But now that he had been there, he realized that he was not exposed to the areas he wanted to learn in. Instead, he was applying his existing skills and knowledge.

Was he enjoying himself in this job (LAF inward)? Not really. He liked some of his co-workers, but there were some office dynamics and politics that took fun away from the work. The work was rather mundane for him and, at times, administratively overbearing.

Was he valuing himself in this job (LUV inward), and did the organization value him? He felt under-employed and under-appreciated. Management did not take his suggestions into account. This made him feel less than a contributor.

Was he realizing his potential in this job (LIV inward)? Not at all. He was capable of much more, but his role limited how he could contribute. And because he did not feel he was valued by management and even some of his colleagues, he was not motivated to do more than the minimum. He thought the quality of his work was adequate, but he was not putting anywhere near the time and effort to do his best.

With "no" answers to all four deeds of goodness inward, he realized at this point the current situation was not one to remain in. I asked a few more probing questions to determine if there were still opportunities to grow true wealth at this organization and if he was giving true worth through his job.

Was the organization providing other opportunities to LRN LAF LUV LIV inward that he may not have noticed? Were there examples of the organization empowering, uplifting, supporting, and inspiring its employees? He did not feel empowered or supported in his role. He felt like he was on his own (which he preferred over a management that constantly looks over his shoulder), but that the organization did not provide the guidance when he needed it. Maybe there was some training the organization offered, but he had not looked into them. The office politics limited the organization's ability to be fully uplifting and fun. He liked the organization's mission and some of its goals that were on paper, but the management's actions and the organization's culture did not translate the mission and goals to become inspirational in wanting to stay at the company and do his best.

I then asked Carl, in his current job, was he empowering others (whether they be his colleagues, customers ,or suppliers), uplifting others, nurturing or supporting others, or inspiring others? That is, was he LRN LAF LUV LIV outward? He paused for a moment as he looked back over the months on the job. He could point to a few examples, he said, where he shared some knowledge with a few colleagues. He thought he may have uplifted and inspired a few peers with his enthusiasm when he joined, but that was no longer the case.

I then asked if he believed he could find more opportunities to LRN LAF LUV LIV both inward and outward, whether in his current job or elsewhere in the organization? Could he take the initiative and make the best of the situation? He was not sure.

Carl liked the line of questioning. It opened his eyes to what he had been feeling in his gut. It gave him a framework to analyze his situation and to articulate the reasons he felt the way he did.

Postscript: He ended up changing jobs into one much more aligned to LRN LAF LUV LIV, and he was much happier.

Apply the LRN LAF LUV LIV Lens whenever you have a situation to assess or choices to make in life. Your life will be better for it.