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Discuss NiCk Da Posts..!! within the Articles !! forums, part of the Mirror View - Ebooks Links & Miscellenous Reading Material category; Here are some thoughts on communication vis-a-vis motivation of employees ( an article written by Dinah Daniels ) . ":":":":":":":":":":":":":":":":":":":":":":":":":" ...

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Communication:The Key to Unlocking Employees’ Motivational Drive !!
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Communication:The Key to Unlocking Employees’ Motivational Drive !! - April 21st, 2006

Here are some thoughts on communication vis-a-vis motivation of employees ( an article written by Dinah Daniels ) .


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The most important thing any CEO or manager can do is to figure out how to motivate the people who impact the bottom line. Workers who have a sense of fulfillment and who derive satisfaction from their work simply work better.

Most managers assume that what motivates them motivates others; that’s one of the biggest mistakes managers make in hiring.

The key to unlocking the motivational needs of employees is recognizing that all businesses must have many different kinds of people in order to work - decision makers, risk-takers, leaders and followers. Communicating effectively with each of these groups requires a keen awareness by managers and executives alike. Effective communication – reaching people on the level where they hear most clearly – is the springboard to motivation.

Communication creates a level playing field, a work environment where every personality type thrives equally because they receive clear communication and because they respect each other’s different communication needs.

If this sounds too touchy-feely, consider this: 20 years ago, human resources was primarily gut instinct. If two job applicants appeared equally qualified, you might hire on the basis of a firm handshake or a person’s sense of humor.

Today things have changed. The stakes are higher for employers. The law is very strict about protecting employees, unemployment rates are extremely low and training costs in almost every company are higher than ever. Managers cannot be cavalier about hiring. They must use all the tools at their disposal to match the right applicants to positions and to figure out how to effectively communicate with and motivate workers once they are on board.
Communication breakdowns between the creative department and the sales staff, or between the technical department and the front office, are legendary. It is because the people who work in those departments have very different personality types and communication needs.
The sales stars often are risk takers – demanding, persuasive, competitive, confident and aware of the details but not detail oriented. The detail-oriented realist with patience and a capacity for daily operations often is the person running the financial side of things. And the service-oriented worker who thrives on carrying out clear, well-defined instructions is the ideal office assistant. None of them could perform the others’ jobs, none would want to. But together they make the most effective team.

The CEO who recognizes the value in every personality type, every communication style and every motivational drive that employees bring to a company is the one who will truly impact the bottom line through the collective “people power” of the organization.



By Dinah Daniels


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How Effective is Your Employee Retention?
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How Effective is Your Employee Retention? - April 21st, 2006

Retention of competent workers has not been too much of a problem over the past few years. During the go-go years of the late 1990s, holding onto good people was a real challenge. There were all sorts of jobs available; people could pick and choose where they wanted to work. Recruiting and retention were serious problems for employers when every other employer in town seemed to want to hire the same people.

When the economy slowed, so did employee turnover. For many employers, the problem all but disappeared. With the improvement in the economy, many companies - who would love to have your fine people on their payroll - will be recruiting again.

How vulnerable are you?
Beware of the tendency to gloss over this question. Pause for a few minutes and give this question some serious consideration. If you have a partner in the management of the business, engage in a focused conversation about the stability of your workforce. Look realistically at each and every employee - full-time, part-time, and even occasional.

Next, talk with your people. Conduct these private interviews as if they were hiring interviews. Ask questions about what they look for in a job, what they like best about their job, and what they'd change if they could. Listen to their words and be alert to their body language and their emotions. From these interviews, you'll gain a good sense of the stability of your workforce and what opportunities you might have to improve employee relations.

Based on what you learn, you will be able to make some plans about what sort of hiring you might have to do. Consider your growth potential. When people in your community have a little more money to spend - from a combination of a stronger economy and their own personal employment situations, would that higher consumer confidence show up in your cash flow? Be sure you're well-staffed so your customers really feel cared for.

Why People Leave
You can improve your employee retention if you have a higher sensitivity about why people leave their jobs. Here are five principal reasons that we've learned from our ongoing research.

1)It doesn't feel good around here. This is a company culture issue in most cases. Workers are also concerned with the company's reputation; physical conditions of comfort, convenience, and safety, and the clarity of mission. Do all your employees agree about their shared purpose and values as members of your team?

2)They wouldn't miss me if I were gone. Even though leaders do value employees, they don't tell them often enough. If people don't feel important, they're not motivated to stay. No one wants to be a commodity, easily replaced by someone off the street. If they are regarded as expendable, they'll leave for a position where they're appreciated.

3)I don't get the support I need to get my job done. Contrary to opinions heard all-too-often from management, people really do want to do a good job. When they're frustrated by too many rules, red tape, or incompetent supervisors or co-workers, people look for other opportunities. Check your systems: is everything working smoothly? Ask your people for their suggestions on how you can make it easier for them to work together to serve your customers. This discussion can be done well as a group brainstorming exercise.

4)There's no opportunity for advancement. No, we're not talking about promotions, although many deserving people would like to move up. The issue here is learning. People want to learn, to sharpen their skills and pick-up new ones. They want to improve their capacity to perform a wide variety of jobs. Call it career security. The desire is for training and development. If workers can't find the growth opportunities with one company, they'll seek another employer where they can learn. Think about all you can teach your people about your industry. Help them grow.

5)Compensation is the last reason people most leave. That's a brash statement, but it's true. Workers want fair compensation, but the first four aspects must be strong. If they're not, but money's high, you'll hear people say "you can't pay me enough to stay here." Even with these values in place, there are a lot of employees who feel they can better themselves just by chasing more income.

Your employees are your most valuable-and most volatile-resource. Give them the care they deserve!


By Roger E. Herman


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Ten Ways to Find Your Inspiration *:*
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Ten Ways to Find Your Inspiration *:* - April 21st, 2006

Ten Ways to Find Your Inspiration
By Jan Gordon
The word inspire comes from the Latin word for inspirare,
which means to breath upon or into. When we're being inspired,
we expand beyond what we previously were, or know our selves
to be. Our lives have new breath. Our soul and our actions
are one.

1. Know what inspires you. Go back to your memories and
recall when you felt most inspired. What was the common
thread amongst the different times when you've been inspired?
Was it a quality about another person or your self? Was there
a theme to the times when you've been inspired, or have been
inspiring? Was it an action that a person took - or that you
took? Think about what's inspired you in the past. Look to
see what's missing now.

2. Learn to live with ambivalence while striving for perfection.
Inspiration lives between the two spaces of ambivalence and
perfection. Inspiration speaks to the best within our selves -
ambivalence is the messiness of our lives, the life process.
Perfection is the ideal, while ambivalence is its application.
Inspiration is what moves us forward in life - through the
ambivalence and towards the ideal.

3. Take a break from your life. Go to a movie or hike a
mountain to its highest vista. Surround yourself with the
sound of the rhythm of water, while the warmth of the sun
energizes your body. Move your body so you feel its life.
Keep your focus on nothing other than your experience. Live
in the present.

4. Inspiration isn't only what's done TO you. Being inspired
requires an openness of heart and spirit. Create an environ-
ment that supports an open heart, so that inspiration blossoms
in your life. Just as a flower needs soil and water, so too
does inspiration need openness of heart and spirit. Inspiration
can't exist without this.

5. Sometimes we fall before we stand. Don't beat yourself up
when you fall from grace. Life is a process and isn't static.
When you fall, don't beat yourself up for falling. Acknowledge
the fall and it's impact on your life. At some point, you'll
take action and stand up. Trust the process.

6. Divert your attention. Forget about the joys that inspiration
brings, and live from another domain. An inspired life isn't
only about inspiration. It's also about exhilaration, about
passion and living life fully. Do something completely different
than you normally would. Strike up a conversation with someone
you typically wouldn't, and approach the conversation with
naivete, openness and depth. There's a good chance that
inspiration will come to you when you're least looking for it.

7. Surround yourself with what inspires you. If a certain
type of person inspires you, follow and nurture the attraction.
Trust what inspires you, and let it guide your actions. If
a Wagner opera inspires you, surround yourself with it's
music so you feel completely at one with the music, and with
what inspires you. Lose yourself in what you love and be
inspired.

8. Get outside of yourself. Though you think you know what
inspires you based on past experiences - this doesn't mean
that you can't be inspired by something new that previously
didn't effect you. Live in the present and pay attention to
what tugs at your heart. This will give you a hint to newer
sources of inspiration.

9. Grace + openness + life + soul = inspiration. Create a
formula consisting of the ingredients that define inspiration
for you. We all have different perceptions and experiences
of inspiration. Define what it is for you.

10. Inspiration is a quality and a state of being. To be
inspiring to others is to be self-generative and inspiring
to our selves. How can you be more self-generative? One
must live in a state of being that allows for inspiration
to take root. How can you cause and create your own source
of inspiration? Where are you self-generative in your life,
and how can you be more self-generative?


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Nikhil Gadodia
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A Variety of Personalities in the Workplace !!!
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A Variety of Personalities in the Workplace !!! - April 21st, 2006

A Variety of Personalities in the Workplace
By Jerry Langdon



* Locomotives: They steam-roll over people. They are angry and hostile and take out their frustrations on others. Solution: Don't take it! Tell them how their behavior affects your work, how it makes you feel, and that you need to be communicated to differently. Be assertive.

* Perfectionists: If something isn't perfect, perfectionists become negative. Their standards aren't realistic, and even excellent work that is praised by others is unacceptable to the perfectionist. Solution: Don't take their statements seriously. They are expressing their own inadequacies, not yours. Try to work with them so that they can set realistic expectations for themselves and others.

* Resisters: Any change can cause negativity. Resisters usually don't openly express their opposition to change. They do it more subtly — saying they think change is good, but then don't implement change. Extremists may even sabotage if they find a particular change exceptionally threatening. Solution: Try to gradually involve these people in the change. If they are part of the process or come up with some implementing ideas themselves, their resistance may decrease.

* Not-My-Jobbers: These people express their negativity by refusing to do any task, no matter how simple, if they decide it is not part of their job responsibilities. It is often their way of getting back at colleagues, managers or the organization because of their unhappiness with how they are being treated. Solution: Find training and development opportunities for the Not-My-Jobbers. When they feel they are in a dead-end career road, they lose their enthusiasm for work and try to do as little as possible.

* Rumormongers: They take out their negativity toward work by spreading rumors. Rumormongers sense a loss of control over their environments or other people. Rumors help them regain that control. Solution: Give people in the organization the information and facts they need. Doing so gives them little motivation to listen to the rumormongers.

* Pessimists: They experience the world as an unpleasant place. They are unhappy with the way things are no matter what you try to do for them. Solution: You won't be able to change their attitude easily. Start by trying to have them adopt some new specific positive habits to take the place of their existing negative ones.


* Criticizers: They disagree with anything that is said. They like to be right, no matter what. They find problems, never opportunities. Solution: Ask them for examples, evidence or their reasoning for disagreeing. Be persistent and don't give up.

* Crybabies: When crybabies don't get their way, they behave like children frown, withdraw, go off on a tirade or cry. Solution: Crybabies need a supportive environment and constant encouragement. Also lower their stress and pressure levels.

* Sacrificers: They come in early and stay late, do whatever you ask them to do. But they will complain about their workload and about difficult employees, customers or bosses. Their negativity is brought out by feeling that their hard work is unappreciated. Solution: Give constant positive feedback on how much their hard work and contributions are appreciated. Giving recognition in front of their colleagues, teammates and boss also is helpful.

* Self-Castigators: They get upset with themselves and become negative. They find fault with their work performance, career progress, socioeconomic status, etc. Solution: Use any strategy that will build their self-esteem.

* Scapegoaters: They shift the blame for their mistakes on others, especially when they are in a negative mood. Solution: Give specific examples of how their errors, mistakes or miscalculations were the problem.

* Eggshells: They are very sensitive, and even the slightest comment, if misconstrued, causes them to crack. Solution: When giving critical (and hopefully constructive) feedback, give it slowly, without making it personal, and be sure they understand your point before you move on.

*Micros: They like to focus on the smallest details or mistakes and forget about the big picture. Solution: Have them get into the habit of evaluating the entire project or assignment. Ask them for the main point, the overall goal, the major problems, the main objectives, and so forth.


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Nikhil Gadodia
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Last edited by nick18_in; April 21st, 2006 at 02:24 PM..
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How to Delegate Effectively !
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How to Delegate Effectively ! - April 21st, 2006

Effective delegation is an important tool that some managers hesitate to use. This may result from inexperience with delegation particularly for a novice manager, a reluctance to release work one personally enjoys doing, or even an adherence to the old adage, “If you want something done right, do it yourself.”
Here are eight basic guidelines to help you delegate more effectively:
1. Determine what you will delegate.
You decide which task(s) you want to delegate. Keep in mind that delegating is different from simply assigning someone a task that is already a part of the normal job requirements. When you delegate, you give someone else one of your job tasks; but you maintain control and responsibility.

2. Clarify the results you want.
Determine the results you consider necessary for successful completion of the task. In general, the employee to whom you delegate uses his or her own methods to accomplish the task. If you expect use of a specific method to accomplish results, relate that to the employee at the beginning.

3. Clearly define the employee’s responsibility.
You, not the employee, determine the level of responsibility. Be sure the employee understands that level. After you have given the employee the information about the delegated task, ask him to tell you his understanding of both the task and goals. If the employee’s answers do not match your expectations, review the matter in detail again.

4. Communicate the employee’s authority over the delegated task.
Define the scope and degree of authority given to the employee for the delegated task. Explain which decisions he or she may make independently and which require your approval. Be specific. If you tell the employee, “Do whatever it takes,” you may end up with an unpleasant surprise if the employee violates company standards. However, a too-limited authority may stop the employee from accomplishing the task. Give the employee the authority necessary to accomplish the task but not so much authority that he or she can create a major disaster before anyone discovers the problem. Also, make clear the budget available and budgetary limitations.

5. Be sure the employee understands his or her authority.
Again, have the employee repeat back to you his or her understanding of authority regarding the task. Resolve any misunderstandings at the beginning.

6. Establish a time limit.
Time means different things to different people. If you want the delegated work completed within a certain period, make that clear to the employee. (If you say, “When you get time, work on this,” the project may remain untouched for weeks.) Also, if you want portions of the work completed by certain dates, make that clear.

7. Establish a follow-up schedule.
Use a series of follow-up meetings to 1) monitor progress and 2) determine need for assistance. Monitoring the progress avoids a discovery two days before the due date that the task is not on schedule. It also can serve as an indication of whether the employee needs assistance. Some employees hesitate to ask questions. They fear the manager will interpret this as a sign of weakness or inadequacy for the job. Follow-up meetings give them the opportunity to ask questions within the context of a meeting designed for that purpose. The frequency of follow-up meetings will vary from project to project and employee to employee. You may schedule more frequent meetings when delegating to a new employee than when delegating to an experienced and proven employee.
8. Stick to the delegation program; avoid “reverse” delegation.
An employee may try to “dump” the delegated task back on the manager. A manager may feel tempted to “take it back” if the employee seems to be struggling with the task. In extreme circumstances, a manager may have no alternative other than to take the task back in order to avoid permanent damage to his or her own performance record. However, this should be only in extreme cases. When you take back a delegated task, the employee loses the opportunity to learn and grow. This can also discourage the employee who desired to do well, but needed more assistance at that point in time. Occasionally an employee may decide to perform poorly in order to avoid additional work; do not encourage this attitude. Stick to your decision and work with employees to see the task to completion.


Summary:
Managers delegate work not to just relieve their workload, but to allow the employees they supervise to grow professionally. Effective delegation is a two-way discussion and understanding. Be clear about the delegated task, give employee(s) an opportunity to ask questions, monitor progress and offer assistance as needed. Use effective delegation to benefit both yourself and the person to whom you delegate.

By Gregory P. Smith


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Ten Keys for Success !!!
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Ten Keys for Success !!! - April 21st, 2006

Personal effectiveness is a matter of style and substance. It’s also a matter of personal values, character, humanness and confidence in the creativity, initiative and capabilities of others. Above all it’s a matter of ‘engaging’ other human beings. Here are ten keys for effectiveness and success.
1. Develop a vision! Planning for the longer term pays off, and working backwards from a vision of the desired end result creates clarity and purpose. People want to follow someone who knows where he or she is going.
2. Simplify! You need to see the big picture in order to set a course, communicate it and maintain it. Keep the details at bay. You also need to then simplify reality and identify the essential activities and action steps to get there. Keep the incessant ‘busy-ness’ at bay. Focus on what really matters in terms of customers, value added and performance.
3. Trust your people! You can’t expect them to go all out for you if they think you don’t believe in them. And they definitely will not go all out if they don’t trust you. Be trustworthy and build trust by ‘trusting’.
4. Keep your cool! The best leaders show their mettle under fire. Stay ‘in command’ with full attention to all of what’s going on.
5. Be an expert! Everyone had better understand that you know what you’re talking about. And even when you don’t know you’re an expert in finding out.
6. Encourage risk! Encourage individuals to take chances and to accept error and failure as an inherent facet of learning and growth. Encourage and unleash the creativity of those around you.
7. Invite dissent! You’re not getting the best or learning how to lead if people are afraid to speak up and engage themselves in what you’re up to. Heat and friction are natural ingredients of energized and high performing individuals and groups.
8. Remove obstacles! Remove obstacles and barriers, and provide the tools, training, systems and structures to act and to grow.
9. Develop ownership! Stimulate self directed action and transfer responsibility and ownership to those who do the work.
10. Tell the truth! There is no more effective method of engaging individuals and making a difference than telling the truth - about what is happening, what you want, how you want to get there, and what you want, need and expect from others. A ‘ruthless commitment’ to telling the truth is perhaps the most liberating and refreshing approach to effectiveness in any context. All part of ‘the quiet work of leadership.’
By Rick Sidorowicz


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The Top Ten Ways to Improve Your Leadership Skills !!
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The Top Ten Ways to Improve Your Leadership Skills !! - April 21st, 2006

Whether you are consciously aware of it or not, on some level you are continually leading yourself and others. As a result, it would only make sense that you strive to improve your leadership skills and get the most out of life for everyone in your sphere.
If you desire to lead a passion-filled life wherein you are a positive influence to everyone, you will enjoy incorporating the following practices to assist you in consistently living your life as a conscious and strong LEADER.

1)Have a clear vision of yourself, others, and the world.

Who are you? What do you stand for? What is your life purpose? How do you want to influence others? How do you want to contribute to yourself, your family, friends, colleagues, and the world? Answer these questions to formulate a concrete vision of yourself and your world. Then, start living your life as the leader who makes your vision a reality!


2)Know and utilize your strengths and gifts.

You have unique gifts that you were born with and personal strengths you've developed over your lifetime. Realizing and utilizing these gifts and strengths will assist you in being a formidable leader.


3)Live in accordance with your morals and values.

Making choices and taking actions out of accordance with your morals and values leaves you with a nagging "Bad" feeling. This feeling seeping in from your subconscious mind hinders your success in your career and your relationships. On the other hand, making choices and taking actions aligned with your morals and values helps you succeed almost effortlessly. People sense integrity and will naturally respect your opinion and leadership.


4)Lead others with inclusiveness and compassion.

The greatest leaders are those who include everyone in their sphere of influence by recognizing each person's greatest value. To be one of these leaders, look beyond the obvious and see others with insight and compassion. Many of history's greatest leaders have admitted that they rose to the top because another leader recognized and harnessed their potential.


5)Set definitive goals and follow concrete action plans.
You have to know where your destination is before you can map out a plan to get there. To improve your leadership skills, first set specific life goals with appropriate timelines. Design your goals by moving backwards from the end of your life to the present week. Then, formulate action plans you can commit to that will get you to where you want to be.


6)Maintain a positive attitude.
No one respects a grumpy or negative person. With a positive attitude you are looking at the bright side of life. People are naturally attracted to you when you have a positive attitude. By being positive, you will lead a happier life, as well as be surrounded by other positive people. You will also magically attract exciting offers and possibilities.


7)Improve communication skills.
Having great leadership skills includes your being able to clearly and specifically communicate your vision, goals, skills, intentions, and expectations to others. This also includes your ability to listen to what other people are consciously or unconsciously communicating. To become a great communicator, continually strive to improve your verbal, nonverbal, and listening skills.


8)Motivate others to greatness.
A leader is as powerful as his team. As a leader, you will want to surround yourself with a powerful team by assisting others in recognizing and utilizing their strengths, gifts, and potential. Motivating others to their own greatness will improve the group energy, increase the vitality of your projects, and move you forward toward achieving your goals and vision.


9)Be willing to admit and learn from failures and weaknesses.
Face it - No one is perfect, and everyone has made a mistake or two in their lives! The most successful leaders know that the key to success is not in avoiding falling or failing, but to learn from their mistakes. As a strong leader, you will also be able to communicate your weaknesses to your team, so that you and your team can appoint someone who excels at that particular task or activity.


10)Continue to educate and improve yourself.
Great leaders continue to improve themselves in every possible way. The person who thinks he is an expert, has a lot more to learn. Never stop learning. Be receptive to everyone's perceptions and information from around the world and beyond.

By Ronya Banks


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Nikhil Gadodia
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Five Things We Cannot Change
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Five Things We Cannot Change - April 22nd, 2006

Five Things We Cannot Change
David Richo

Reinhold Niebuhr, an American Protestant theologian, composed a prayer that has become the cornerstone of the recovery movement: "God grant me the serenity to accept the things I cannot change, the courage to change the things I can, and the wisdom to know the difference." This is a profound aspiration. But what are the things we cannot change?
As a psychotherapist working with clients - and in my own life as a practicing Buddhist - I have seen the same questions and struggles arise again and again. There are five unavoidable givens, five immutable facts of life built into the very nature of things, over which we are powerless:
  1. Everything changes and ends.
  2. Things do not always go according to plan.
  3. Life is not always fair.
  4. Pain is part of life.
  5. People are not loving and loyal all the time.
Too often we behave as if somehow these givens aren't always in effect or are not applicable to all of us. But when we oppose these five basic truths we resist reality, and life becomes an endless series of disappointments, frustrations, and sorrows. Once we learn to accept and embrace these fundamental facts, however, we come to realize that they are exactly what we need to gain courage, compassion, and wisdom - in short, to find real happiness.
The Unconditional "Yes"
The word "yes" sums up spirituality and sanity. An unconditional yes to what is frees us from the self-imposed suffering that results when we fear facing the givens of life. Yes is born of trust and heals fear. This is because we are acknowledging that whatever happens to us is part of our story and useful on our path. Our yes to the conditions of existence means getting on with life rather than being caught up in disputes and attempts to gain control over how things play out.

When things change and end, we become trusting of the cycles of life as steps to evolutionary growth. Yes alleviates our suffering by freeing us from clinging to anything at all. When things do not go according to our plans, we stretch our potential for trusting a power beyond our ego. Our ego's futile and ferocious attempts to make everything come out its own way give way to letting the chips fall where they may. Yes frees us from the suffering caused by the compulsion to be in charge.
When things are not fair, we evoke our potential to act fairly no matter what. This means trusting a power beyond our ego, with all its insistence on retaliation and its petulant demands for equity. A yes to this third given frees us from the suffering that happens when we are caught up in getting back at people and when we hold grudges.
When pain enters our life, we activate our potential for facing it without complaint, and we gain compassion for others who also suffer. A yes to this fourth given frees us from the suffering that comes from useless protest.
When people are not loyal or loving toward us, we enliven our potential for unconditional love. A yes frees us from the suffering caused by our need to hurt or reject those who have disappointed us.
Fear is a "no" to what is.
To fear these givens is to be afraid of life, since they are its components. Fear prevents us from experiencing life fully and living in the moment by creating avoidance and attraction. We avoid what is unpleasant and we grasp at whatever makes us feel good. The Buddhist tradition encourages us to take a middle path.
Each condition of existence equips us with a handy skill. Yes means we are open to the events that befall us, but we are not bowled over by what happens. We are resourceful in dealing with the givens; we do all we can to handle them. Then we let the chips fall where they may. Soon we pick them up one by one and place our bets again.
There is a vitality in us, a sparkle - a bonfire, actually - that cannot be extinguished by any tragedy. Something in us, an urge toward wholeness, a passion for evolving, makes us go on, start over, not give up, not give in.
Excerpted and adapted from The Five Things We Cannot Change and the Happiness We Find by Embracing Them by David Richo, ©2005. Sent by M. Theophil.



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Nikhil Gadodia
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7 Destructive Habits of Incompetent People
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7 Destructive Habits of Incompetent People - April 22nd, 2006

7 Destructive Habits of Incompetent People
by Michael Lee, CPA

WARNING! If you want to have a fantastic life, never engage yourself in these 7 deadly habits that incompetent people do.

NUMBER 1 - They Think, Say, & Do Negative Things.

Yup. They see problems in every opportunity.

They complain that the sun is too hot. They cursed the
rain for ruining their plans for the day. They blame
the wind for ruining their hair.

They think that everyone is against them. They see the
problems but never the solutions.

Every little bit of difficulty is exaggerated to the
point of tragedy. They regard failures as
catastrophes. They become discouraged easily instead
of learning from their mistakes. They never seem to
move forward because they're always afraid to come out
of their comfort zones.

NUMBER 2 - They Act Before They Think.

They move based on instinst or impulse. If they see
something they like, they buy at once without any
second thought.

Then they see something better. They regret & curse
for not able to take advantage of the bargain.

Then they spend & spend again until nothing's left.
They don't think about the future. What they're after
is the pleasure they will experience at present. They
don't think about the consequences.

NUMBER 3 - They Talk Much More Than They Listen

They want to be the star of the show. So they always
engage in talks that would make them heroes, even to
the point of lying.

Oftentimes they are not aware that what they're saying
is not sensible anymore.

When other people advise them, they close their ears
because they're too proud to admit their mistakes.

In their mind they're always correct. They reject
suggestions because that will make them feel inferior.


NUMBER 4 - They Give Up Easily

Successful people treat failures as stepping stones to
success.

Incompetent ones call it quits upon recognizing the
first signs of failure.

At first, they may be excited to start an endeavor.
But then they lose interest fairly quickly, especially
when they encounter errors.

Then they go & search for a new one. Same story & same
results. Incompetent people don't have the persistence
to go on and fulfill their dreams.

NUMBER 5 - They Try to Bring Others Down To Their
Level

Incompetent people envy other successful individuals.
Instead of working hard to be like them, these
incompetent ones spread rumors and try every dirty
trick to bring them down.

They could've asked these successful ones nicely. But
no, they're too proud. They don't want to ask advise.
Moreover, they're too negative to accomplish anything.


NUMBER 6 - They Waste Their Time

They don't know what to do next. They may just be
contented on eating, getting drunk, watching TV, or
worse, staring at the blank wall with no thoughts
whatsoever to improve their lives.

It's perfectly fine to enjoy once in a while. But time
should be managed efficiently in order to succeed.
There should be a proper balance between work &
pleasure.

NUMBER 7 - They Take the Easy Way Out

If there are two roads to choose from, incompetent
people would choose the wider road with less rewards
than the narrower road with much better rewards at the
end.

They don't want any suffering or hardship. They want a
good life.

What these people don't know is that what you reap is
what you sow. Efforts & action will not go unnoticed.

If only they would be willing to sacrifice a little,
they would be much better off.

Successful people made it through trials & error. They
never give up. They are willing to do everything
necessary to achieve what they aspire for in life.

Live life to the fullest!



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Nikhil Gadodia
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Saying Thank You Works ... What a Concept
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Saying Thank You Works ... What a Concept - April 22nd, 2006

Saying Thank You Works ... What a Concept
When was the last time you wrote a note to thank someone you did business with, or hoped to do business with? I'm not talking about the quick one second email here either. Think about that for a moment.
Now let me restate the question from a different point of view... Have you ever received a thank you note from someone you met with, a note written not for any direct purpose or with any hidden agenda, simply one in which they had taken the time to acknowledge their genuine appreciation to you for something? I bet it made a pretty big impression on you didn't it? Of course it did... it always does.
So why is it that so few of us make a habit of writing thank you notes? It's almost as though it is a lost art. Sad, but true. Now consider for a moment how easy it would be to put yourself in an otherwise enviable place in the minds of your business associates, colleagues, and prospects (and family and friends) -- by simply taking the time to send a thank you note. Trust me when I tell you it's a habit worth developing.
There are any number of ways you can start developing the habit of sending sincere thank you notes. Anything from an all out greeting card, to a simple postcard can work well. For years I've used simple post cards that include my web site address on them with the words, "Thank you for your support" -- nothing fancy, but the words I choose to write always come from the heart, which is what matters anyway.
Such a simple way to show your appreciation, but oh so effective.
If you're not quite sold on the positive effects that sending thank you notes can have consider the following quote, "All things being equal, people will always choose to do business with those they know, trust and like first".
Now doesn't it just make sense to start sending out those "thank you's" starting now?
-- Here's to your success, Josh Hinds


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