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Messages - Ana

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Guidance for Job Market / Self Grooming Tips For Women
« on: June 19, 2013, 10:05:51 AM »
Personal self care for females is essential as it is to men. How to sit, how to talk, when to talk, what to talk, may all seem fundamentals, but keep a lot of significance especially when you are getting in the expert world.

The main thing is to look fresh. This is the primary phase of your self care. Have your claws nicely maintained. Prevent dressed in fancy claw shades that are too shiny or appealing. Keep your hearing and system fresh.

Use a fragrance but do not leak the whole container over you. Too much of a fragrance may be frustrating to the individuals around you. Also, you must take care not to put on intensely fragrant products when you are in a business conference.

Cosmetics should be easy and mild for official places of work. However, no makeup will also be regarded as an illegal act. Use makeup that is not too little and neither too large. Do not wear too much lip stick that it propagates on the paper napkin or the cup when you take a sip of water.

You must also not wear a lot of jewellery. Jewelry that is loud and too huge would irritate individuals around a serious conversation. Use easy jewellery to avoid clinging ear-rings, huge wristbands etc.

Your hair style must also be easy. A fancy dye will never do! Locks colors that are better organic hair shades perform best. Prevent red, percolate mild red etc. When you are at perform, tie the hair and shift them away from your experience.

Normally when you are at perform, you need to decorate properly. It is illegal at a office to demonstrate your bosom, back or abdomen. At perform, with business individuals around, you should decorate rather cautiously.

Self self care also includes how you eat. Cusine ways lay a great effect on individuals around you about how knowledgeable you are. Put the paper napkin on your lap instead of your receiver. Make lowest disturbance with the tools while you are consuming.

As for footwear, pumps perform best. They provide you with a elegant and a finish lady-like look. However, you must first know how simply strolling in great heeled footwear. First exercise strolling in great heeled footwear around the house.

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Great points!

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Be a Leader / How Your Failures Can Help You Succeed
« on: June 17, 2013, 11:34:00 AM »
How Your Failures Can Help You Succeed
By Christopher Hann
Christopher Hann is a freelance writer in Lebanon Township, N.J., and an adjunct professor of journalism at Rutgers University.

On Oct. 11, 1868, a young and ambitious telegrapher from northern Ohio applied for a patent for an invention, a gadget he called an electrographic vote-recorder, which he hoped would be used to tally votes cast by members of the House of Representatives. Regrettably, the House declined to buy the recorder. But 21-year-old Thomas Alva Edison was unbowed by this failed business venture, and three months later he sold the rights to his next invention, a form of stock ticker known as a printing telegraph.

Edison was the quintessential American entrepreneur, committed not only to advancing technology -- even inventing new industries -- but also to securing ample profit for his labors. Yet for all his success, Edison embraced his role as a champion of failure. For the man who held 1,093 patents--who changed the way Americans lived every bit as much as Bill Gates or Steve Jobs would a century later--failure was elemental to the process of innovation. "Results!" Edison once exclaimed, as recounted in Edison, His Life and Inventions by Frank Lewis Dyer and Thomas Commerford Martin. "Why, man, I have gotten a lot of results! I know several thousand things that won't work."

The intrinsic value of failure is a lesson that should not be lost on 21st-century entrepreneurs. Failure can teach not only what one is doing wrong, but also how to do it right the next time. It can be a useful, even transformational, force for better business practices. And it is best not to shove it under the rug, because it is, at some point, inevitable.

Once a taboo subject, failure is something business owners are now willing to discuss in polite company and even in organized arenas. There is FailCon, a global series of conferences at which tech movers and shakers share stories of their defeats (see "Falling upward," page 36). The Canada office of Engineers Without Borders, which works on development projects in Africa, has spun off a venture called Admitting Failure, which encourages nongovernmental organizations to contribute stories of their own failures, so that all NGOs can learn from what has already been proved not to work. There's even an online magazine called Failure, which chronicles the foibles, frailties and general ineptitude of the human species, including a regular historical accounting titled "This Day in Failure." "I thought there would be more of a fear of failure than there has been," says Jason Zasky, the co-founder and editor. "I think people at this point are more accepting of the fact that they're going to fail at a personal level."

Among startup companies, too, failure is simply a way of life. According to the most recent figures from the U.S. Bureau of Labor Statistics, American businesses founded in 2003 had a 55.3 percent five-year survival rate; for those founded in 2006, the number fell to 49.3 percent. The 10-year survival rate for businesses founded in 1998 was 37 percent.

For venture-backed companies, the failure rate is estimated by the National Venture Capital Association at 40 percent. However, a study by Harvard Business School's Shikhar Ghosh, as reported by The Wall Street Journal, indicates that the number of venture-capital-backed startups that do not return investors' money is actually closer to 75 percent.

Whatever the numbers, it is clear that failure has lessons to impart. Not least among them -- as many of us were taught at a young age -- is that you don't know whether you'll succeed if you don't try. The novelist J.K. Rowling, author of the Harry Potter series, famously seized on the theme in her 2008 commencement address at Harvard, in which she celebrated what she called "the fringe benefits" of failure. "It is impossible to live without failing at something," Rowling said, "unless you live so cautiously that you might as well not have lived at all, in which case, you fail by default."

"Oh my gosh -- yes!" Tim Ogilvie says, when asked whether failure is more instructional than success. "It's not even close."

Ogilvie is CEO of Peer Insight, an innovation consultancy based in Washington, D.C., with Fortune 500 clients. He's also an entrepreneur, having started three businesses. Ogilvie argues that failure is, in fact, the inspiration for countless startups that seek to fill a void in a particular marketplace. His first company, for example, developed software that could be used by a delivery service to open and close a special enclosure outside a home. That business, Brivo Systems, was conceived after he noticed that too many people were getting "Sorry we missed you" notes from UPS instead of receiving their e-commerce packages. "They tried to deliver it," he says. "That's a failure."

But failure, it can be said, is in the eye of the entrepreneur. Expectations often dictate what constitutes a lack of success, as do market forces beyond any one person's control. "I don't think about failure," Ogilvie says. "I use the word experiment. I think, I've got a hypothesis about a business, and I'm going to do an experiment to test the hypothesis. Just that language alone makes you less prone to self-delusion."

Defining failure can be a tricky business. "I say sometimes that success is failure's close relative," says Mark Williamson, CEO of Mountain View, Calif.-based Zoodles, his third startup, which provides web content for children. "The difference between success and failure in a startup is sometimes so small. I know a company that, if they didn't get acquired, would have probably had to wind down the business. Sometimes that final outcome, that acquisition, is viewed as a success, where, if it had to wind it down, it would have been a failure."

Ogilvie founded Peer Insight in 2004, inspired by the idea that noncompeting companies could learn about innovation from one another when assembled into "microconsortia." (Putting competitors in the same room, he figured, would only stifle the discussion.) Three years in, growth stalled. "It was a break-even business," Ogilvie says. "That doesn't work for entrepreneurs. You can't grow if you can't build new service lines."

But Ogilvie did have a wealth of knowledge concerning innovation. Using the information Peer Insight had collected, he ditched the consortia approach and began building a consulting firm. "Today they classically call that a pivot," Ogilvie says. "The consortia business failed. Now we look at it and say that first business was the scaffolding we put up to build a reputation in the market and a body of knowledge around innovation. And the scaffolding is always ugly. You have to say, 'Wait, behind this is something that's really beautiful.'"

That ability to pivot is a theme in the work of Stanford psychologist Carol Dweck, who theorizes that perception of one's own intelligence and abilities often dictates how a person will respond to failure. She has characterized people as having either a "growth mindset," which welcomes the challenge inherent in failure, or a "fixed mindset," which resists any challenge that might be unsuccessful. Dweck has applied similar traits, on a larger scale, to businesses.

"Sometimes you're in a crisis mode that feels like something really negative, like a big cut in your budget," Dweck says. "But companies have told me that if they approach it in a growth mindset, they think, 'OK, what's a creative way to deal with this? How might this be a blessing in disguise? Maybe we can reorganize in a way that will be more effective going forward, maybe collaborate with other units in the company.' It leads them to think in ways they might not have before, to come up with more innovative solutions that leave them better off."

Dweck says business in Silicon Valley has thrived in part from an embrace of failure. "To me what makes Silicon Valley unique is this emphasis on 'fail often,'" she says. "Fail often, and you'll succeed sooner. I think the East Coast has never replicated Silicon Valley, and maybe never will, because there is this atmosphere of learning from setbacks. It's really characteristic here."

The trial-and-error approach constitutes a business model that might be called "failing smart" -- the idea that there is a right way to go wrong, a way that allows you to learn and to right your ship before catastrophe strikes and move forward, stronger than ever. Tim Harford, author of the highly touted 2011 book Adapt: Why Success Always Starts with Failure, says entrepreneurs should be willing to try new ways of doing things, ways that offer no guarantee of success. Yet he acknowledges that experimentation is not always a popular business model. "Every now and then I hear people paying lip service to trial and error," he says. "But generally we don't do very well with the idea that we're just muddling through. I think the world is probably a better place because of so many entrepreneurs who have been willing to set things up and ignore the possibility of failure."

While that type of dogged determination is admirable, reluctance to admit failure can be costly. Ogilvie says it's important for businesses, especially startups, to conduct trial-and-error experiments that yield results in a reasonable time frame--30 days, say, rather than several months. Identifying failure early, he points out, is preferable to burning through 90 percent of initial capital before figuring out what's not working. He views an entrepreneur's reaction to failure as yet another valuable skill required to keep a company moving forward.

"We are future-proofing the economy, future-proofing our own role as entrepreneurs in the economy," Ogilvie says. "It's the work of problem-choosing and problem-framing and experiment-designing. It's the work that computers can't do." Edison, no doubt, would be delighted.

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Be a Leader / 3 Tips for Leading Successful Change
« on: June 17, 2013, 11:27:27 AM »
1. Create a scene.
To understand what needs to change, describe a scene in your ideal future, explaining what your employees would be doing after the change takes place. For example, if you want innovative ideas to arise more organically, then describe what a product development phase would look like if that was the case. What skills would people have? How would they communicate information? Who would contribute to which decisions? How would talent be rewarded and measured? "Think about what it would actually look like if you could pull this [change] off," Shea says.

2. Talk to your team.
Once you've created a scene, gather the people whose behavior will be affected -- the ones who will live the change. For example, if hospital administrators want to reduce the number of readmissions, they need to talk with all of the nurses, doctors, social workers, and caretakers who handle frequently readmitted patients. "Change lives in the details of the workplace," Shea says. "People at the most senior levels don’t know much about that."
Give the group an opportunity to review and discuss the scenes that you created. Ask, are they realistic? Are there other barriers preventing these behaviors? What would you add to these scenes? Not only will you get helpful insights to paint a more effective picture, you will also get buy-in from the people responsible for enacting the change.

3. Rethink the work environment.
Guided by your scenes and conversations, think about how the work environment needs to change to promote new behaviors. Set up the workplace so the behaviors you want are easy and incentivized, while the behaviors you don’t want meet resistance. For example, you might increase collaboration by switching to an open office plan, creating idea walls where people can ask and answer questions, setting up an internal chat system, and rewarding collaborative projects.

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1. Keep promises, period
Never make promises you're not sure you can keep. Nothing kills your credibility quicker than a breached promise or unfulfilled expectation.

2. Dress to influence.
Don't dress to impress, dress to influence. That means making sure your appearance is consistent with your personal and professional brand. Begin by asking yourself how a leader with your aspirations should appear to others.

3. Treat your team as you expect them to treat customers.
Asking your team to be courteous to customers and being a jerk to them is incongruent and hypocritical. Being the leader doesn't give you a free pass to indulge your base instincts. The way you treat people is a barometer to everyone on your team.

4. Show your commitment to personal growth.
There are ultimately only two ways to grow your business: grow yourself and grow your team. As you and your team improve, so do service levels, operational efficiency and everything else.

5. Ask rather than wait for feedback.
Some leaders react to unsolicited feedback as criticism and miss an opportunity to learn. But waiting for your employees to become brave enough to offer you feedback is a risky proposition. Don't ask employees what they like or dislike about you. You'll get better information by asking: "In your opinion, what might I do to become a more effective leader?"

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Be a Leader / 10 Characteristics of Superior Leaders
« on: June 16, 2013, 03:13:27 PM »
successful leaders share the following characteristics or views:

Mission: Leaders know what their mission is. They know why the organization exists. A superior leader has a well thought out (often written) mission describing the purpose of the organization. That purpose need not be esoteric or abstract, but rather descriptive, clear and understandable. Every employee should be able to identify with the mission and strive to achieve it.

Vision: Where do you want your organization to go? A vision needs to be abstract enough to encourage people to imagine it but concrete enough for followers to see it, understand it and be willing to climb onboard to fulfill it.

Goal: How is the organization going to achieve its mission and vision and how will you measure your progress? Like a vision, goals need to be operational; that is specific and measurable. If your output and results can't be readily measured, then it will be difficult to know if you have achieved your purpose. You may have wasted important resources (time, money, people, and equipment) pursuing a strategy or plan without knowing if it truly succeeded.
     
Competency: You must be seen by your advisors, stakeholders, employees, and the public as being an expert in your field or an expert in leadership. Unless your constituents see you as highly credentialed--either by academic degree or with specialized experience--and capable of leading your company to success, it will be more difficult for you to be as respected, admired, or followed. Practically speaking, not all executives immediately possess all of the characteristics that spell success. Many leaders learn along the way with hard work. As crises and challenges arise, those at the top of the hierarchy have key opportunities to demonstrate to others that they are in fact, qualified to be leaders. In actuality, greater competency can be achieved as a leader gains more on-the-job experiences.

A strong team: Realistically, few executives possess all of the skills and abilities necessary to demonstrate total mastery of every requisite area within the organization. To complement the areas of weakness, a wise leader assembles effective teams of experienced, credentialed, and capable individuals who can supplement any voids in the leader's skill set. This ability is what sets leaders apart from others. However, the leader needs to be willing to admit he lacks certain abilities and go about finding trusted colleagues to complement those deficiencies. After building the team, the entrepreneur needs to trust that team to understand issues, create solutions, and to act on them.

Communication skills: It does little good to have a strong mission, vision, and goals--and even a solid budget--if the executive cannot easily and effectively convey his ideas to the stakeholders inside and outside of the organization. He must regularly be in touch with key individuals, by email, v-mail, meetings, or other forms of correspondence. Of course, the best way to ensure other people receive and understand the message is with face-to-face interactions. Getting out of the office or touring different sites is an irreplaceable method of building rapport and sending and receiving messages. "Management By Walking Around," or MBWA, meeting employees at their workstations or conference rooms, or joining them for lunch are just a few of the many effective approaches leaders can use to develop positive contacts with employees.

Interpersonal skills: Successful entrepreneurs are comfortable relating to other people; they easily create rapport and are at least more extroverted than they are introverted. These factors help leaders seem approachable, likeable, and comfortable in their position. Those qualities contribute to staff wanting to interact with their leader. They also help motivate employees to do a better job. When workers can relate to their boss, they believe that their boss is more concerned about them, with their performance, and with their output. Furthermore, they believe that they can go to their boss with problems they encounter on the job without fearing consequences for not knowing how to resolve issues. Not all entrepreneurs are adept at interpersonal skills. Those that aren't, might find it helpful to take a course, choose a mentor or locate a therapist to help them build interpersonal skills. The intangible cost is too high to not improve these abilities. In addition, here's where a strong team comes into play. The less experienced leader who is still learning these skills can rely on the team to get out and to "press the flesh," interact with employees, and spread a positive attitude to help develop morale.

A "can do, get it done" attitude: Nothing builds a picture of success more than achievement, and achievement is the number one factor that motivates just about everyone across all cultures. When employees see that their boss can lead and direct, has a clear vision and attainable goals, and actually gains results in a timely manner, then that person's credibility increases throughout the organization. Entrepreneurs must modestly demonstrate their skills to give their constituents valid reasons to appreciate and value their efforts.

Inspiration: Quite often, employees need someone to look up to for direction, guidance, and motivation. The entrepreneur needs to be that person. Hopefully, Human Resources has hired self-motivated individuals. Nevertheless, there are times, when many employees need the boss to inspire them by word or action. Employees need someone to look up to, admire, and follow. Even when the production or delivery of services looks like "it is all going well," the leader may at times need to step in personally to offer a suggestion or encouragement to ensure that employees perform their jobs in an optimal manner.

Ambition: Resting on your laurels is bad for employee morale and entrepreneurial credibility. Employees need to be constantly striving for improvement and success; and they need to see the same and more in their leaders. When the boss is seen as someone who works to attain increasingly higher goals, employees will be impressed and more willing to mirror that behavior. It's a win-win for everyone.

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Guidance for Job Market / HOW TO HAVE A GREAT CONVERSATION WITH ANYONE
« on: February 20, 2013, 06:57:11 PM »
HOW TO HAVE A GREAT CONVERSATION WITH ANYONE

The art of conversation takes practice, and is not as hard as we might think. It will take some knowledge, practice, and patience, and we can learn to relax and enjoy a great conversation.
With these tips we will be well on our way to having a good, meaningful and entertaining conversation with anyone!

1. Make a good first impression Smile, ask questions that require more than a yes/no answer, and really listen. Maintain eye contact and keep as friendly and polite as possible.

2. Listen This is the most important part of any conversation. we might think a conversation is all about talking, but it will not go anywhere if the listener is too busy thinking of something to say next. Pay attention to what is being said. When you talk to the other person, injecting a thought or two, they will often not realize that it was they who did most of the talking, and you get the credit for being a good conversationalist – which of course, you are!

3. Find out what the other person is interested in You can even do some research in advance when you know you will have an opportunity to talk with a specific person. Complimenting them is a great place to start. Everyone likes sincere compliments, and that can be a great ice-breaker.

4. Ask questions What do they like to do? What sort of things have they done in their life? What is happening to them now? What did they do today or last weekend? Identify things about them that you might be interested in hearing about, and politely ask questions. Remember, there was a reason that you wanted to talk to them, so obviously there was something about them that you found interesting.

5. Forget yourself Dale Carnegie once said, “It’s much easier to become interested in others than it is to convince them to be interested in you.” If you are too busy thinking about yourself, what you look like, or what the other person might be thinking, you will never be able to relax. Introduce yourself, shake hands, then forget yourself and focus on them instead.

6. Practice active listening skills Part of listening is letting the other person know that you are listening. Make eye contact. Nod. Say “Yes,” “I see,” “That’s interesting,” or something similar to give them clues that you are paying attention and not thinking about something else – such as what you are going to say next.

7. Ask clarifying questions If the topic seems to be one they are interested in, ask them to clarify what they think or feel about it. If they are talking about an occupation or activity you do not understand, take the opportunity to learn from them. Everyone loves having a chance to teach another willing and interested person about their hobby or subject of expertise.

8. Paraphrase back what you have heard using your own words. This seems like an easy skill to learn, but takes some practice to master. Conversation happens in turns, each person taking a turn to listen and a turn to speak or to respond. It shows respect for the other person when you use your “speaking turn” to show you have been listening and not just to say something new. They then have a chance to correct your understanding, affirm it, or embellish on it.

9. Consider your response before disagreeing If the point was not important, ignore it rather than risk appearing argumentative. If you consider it important then politely point out your difference of opinion. Do not disagree merely to set yourself apart, but remember these points:

o It is the differences in people–and their conversation–that make them interesting.
o Agreeing with everything can kill a conversation just as easily as disagreeing with everything.
o A person is interesting when they are different from you; a person is obnoxious when they can not agree with anything you say, or if they use the point to make themselves appear superior.
o Try to omit the word “but” from your conversation when disagreeing as this word often puts people on the defensive. Instead, try substituting the word “and”, it has less of an antagonistic effect.

10. Consider playing devil’s advocate – which requires care. If your conversation partner makes a point, you can keep the conversation going by bringing up the opposite point of view (introduce it with something like “I agree, and…”). If you overuse this technique, however, you could end up appearing disagreeable or even hostile.

11. Do not panic over lulls This is a point where you could easily inject your thoughts into the discussion. If the topic seems to have run out, use the pause to think for a moment and identify another conversation topic or question to ask them. Did something they said remind you of something else you have heard, something that happened to you, or bring up a question or topic in your mind? Mention it and you’ll transition smoothly into further conversation!

12. Know when the conversation is over Even the best conversations will eventually run out of steam or be ended by an interruption. Shake hands with the other person and be sure to tell them you enjoyed talking with them. Ending on a positive note will leave a good impression and likely bring them back later for more!

Warnings
• Choose carefully when asking personal questions. You do not want to venture into overly personal issues. Even if the other person might be willing to talk about it, you may end up learning things that you really do not want to know. You certainly do not want the other person to think afterward that you coerced them into revealing personal information.

• Be sincere! Compliments are great, but too much flattery is obvious and will reveal you as being insincere.

• Beware of topics that can be inflammatory – such as religion and politics – and don’t venture into them unless you know the person has roughly the same convictions as you, or the circumstances otherwise allow for pleasant discussion. Again, it’s fine to disagree and can be nice to talk about differences, but it can also be a quick step toward an argument.

• Try not to argue! You do not have to agree with everything someone says, but you do not have to tell them all about how you disagree. If you feel the need to explain an opposing viewpoint, express it simply and without putting the other person on the defensive. It is better to simply change the subject in a casual conversation than to get involved in an argument.

• Try not to nod or respond with “Yes” and “I see” so much. It might make the person think you are bored and sometimes it may seem like you are rushing them along. Never say anything hurtful or offensive to the other person, this may project a bad feeling between you.

• If it is a planned conversation, try listening to the news in case you run out of thing to say, it is always a good solution.

• Also try not to cut the person off mid-sentence. It seems disrespectful and it makes it seem like what you have to say is more important than what the other person has to say. Let the person finish their thoughts and then continue on with thoughts of your own.

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Guidance for Job Market / Effective Body Language
« on: February 20, 2013, 06:47:41 PM »
Effective Body Language

1. Fake Smiles – A genuine smile uses all of the muscles of the mouth and eyes. Additionally, wrinkles (commonly called crow’s feet) appear in the corners of the eyes. On the other hand, a fake smile only uses the muscles of the mouth. Only 1 in 10 people can fake a genuine smile, so when you see a fake one, pay closer attention to see if other subtle signs of deception appear.

2. Touching of the Face around the Eyes – when people are being deceptive, they gently (and unconsciously) touch their face around their eyes or rub their eyes. If you see this, keep watching.

3. Unusually Long Durations of Expressions – genuine expressions rarely last longer than 5 seconds. Anything longer should be considered a probing point, and your observation skills should increase.

4. Creating Barriers – when people are nervous or uncomfortable, they will create barriers between themselves and others. It might be a cup, a book, or another object but it will be moved between them and others. While it may not be a sign of deception, it is a probing point to be on the lookout for.

5. Unusual Stillness – As noted in part I, gestures and speech are intricately linked. When someone becomes very still, particularly in their upper torso, keep watching. When people are being deceptive, they are so focused on telling their lie that they stop demonstrating their normal gestures.

6. Lint Picking – I’ve been known to do this when I’m in disagreement with what’s being said or what I’m observing. When you see someone pick lint (real or imaginary), it should be a trigger for you to observe the person’s body language much more closely.

7. Avoiding Usage of Possessive Language – If someone is being deceptive, they will avoid using possessive language and possessive pronouns such as “I” as they want to distance themselves from the deception.

8. Incomplete or Glossed Over Stories – liars will recant what happened, usually spending a lot of time in the set up of the story but glossing over the details of what happened. In addition to lacking details, very rarely will they initially explain how they were affected by the events in their story. If you have to ask about the impact on them, that should be a sign to ask more open ended questions about the event.

9. Repeating Questions Verbatim – when asked a question, if someone repeats the entire question word for word, keep watching as it may be a sign of a stalling tactic. Truthful people generally repeat only a portion of a question they are asked.

10. Not Answering Questions – When deception is the goal, answering questions is not. Pay very close attention when someone avoids answering specific questions.

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Guidance for Job Market / 11 Habits of Highly Successful People
« on: February 20, 2013, 06:39:19 PM »
11 Habits of Highly Successful People

If you want to achieve and sustain success, there are some simple, easy actions all successful people take every day. Success, like anything else, is a habit, and here are the 11 daily habits to get and keep success knocking on your door.

1. Think Your Way to Success
See the opportunity in every situation. This requires you to train yourself to think positive, to think success thoughts, and to force yourself to avoid allowing negative thoughts to enter your mind.

2. Avoid Overly Negative People
They drain your energy, bring you down, and beat you into submission with their extensive experience. Avoid them as much as possible.

3. Feed Forward to Success
Constantly seek out opportunities to address the needs of others and you’ll be the recipient of the boomerang effect. What goes around comes around, so make feeding forward a habit, and you’ll attract success habitually.

4. Never Deflect Responsibility
Accept responsibility for your success as well as for your failures. Being consistent in accepting responsibility for your actions increases your “trust-ability”, and the more trust you have, the more successful you’ll become.

5. Eliminate “Getting Around To It”
Most people wait for the perfect time or situation before they start taking action. “Getting around to it” is a surefire way to remain an underachiever, and that’s why most people remain average. To be successful, you must do the opposite every single day. Be action oriented and forward focused.

6. Speak with Confidence
Always be mindful of the impact your words may have on the audience you’re speaking to. When you do speak, speak with the confidence of a leading authority on the subject and the humility of a trusted spiritual leader.

7. Post and Read Your Goals
It’s been proven over and over – those who achieve success write their goals down and read them daily. When you do so, your mind is constantly filtering information and bringing things that support your goals to your conscious awareness. This creates triggers, and successful people use those triggers to take action.

8. Be Adaptable
The success path is never a straight line so you must be willing to change course frequently. Remember, water always takes the path of least resistance. As Bruce Lee famously said, “Be water, my friend.”

9. Recover from Mistakes Quickly
You can’t move forward if you’re always looking back. Successful people recover quickly from mistakes by acknowledging what didn’t work, vowing to never intentionally repeat the mistakes, and charting a new course of action based on the lessons learned.

10. Increase Your Return On Luck (ROL)
In his latest book, Great By Choice, Jim Collins points out that successful people experience the same amounts of good and bad luck as everyone else. What makes them successful is what they do with the good luck. “Getting a high return on luck requires throwing yourself at the luck event with ferocious intensity, disrupting your life, and not letting up. The whole point is to become exceptional.”

11. Be Aggressive When Needed, Humble when Required, Driven Always
Using a one size fits all strategy is never going to yield sustainable success. Successful people know this, and they are adept at being a chameleon in order to get what they want when they want it.

Be Better

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Guidance for Job Market / It's All About "Smile"
« on: February 20, 2013, 06:18:20 PM »
It's All About "Smile"

Makes Us Attractive

Changes Our Mood

Communicable

Relieves Stress

Boosts Your Immune System

Natural Pain Killers

Lifts the Face and Makes us Look Younger

BE BETTER

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Guidance for Job Market / Are You Ready To Achieve Best Employee Award
« on: February 20, 2013, 06:02:57 PM »
Are You Ready To Achieve "Best Employee Award"

IMPROVE COMMUNICATION SKILLS:
A good communicator can not only place forward his/her ideas more effectively but also creates instant rapport and connection. Communication is not just about talking but also listening. So be a good listener as well and you will instantly feel the difference.

TREAT PEOPLE WELL
People respond better when they are treated with respect. If you want to command respect, then treat others with respect. Just because somebody earns less doesn't mean that s/he doesn't deserves your respect. In an organization each one is your co-workers and should be treated as an equal.

BE PROFESSIONAL
You are in a job to do a job. Gossiping, back biting will not increase your popularity or your efficiency!

DON'T INDULGE IN CAMP POLITICS
Never create camps and groups. It will show that you are biased and will not take impartial decisions.

BE A TEAM PLAYER
Most jobs require you to be a team player. Always give your full efforts. Go an extra mile for the success of the job and team.

FULFILL YOUR COMMITMENTS
If you make any commitment, then fulfill it. People trust those you keep their promises.

SUPPORT YOUR CO-WORKERS IN THEIR ENDEAVORS.
Create partnerships with them and always credit them for their ideas and suggestions.

DELEGATE, DELEGATE AND DELEGATE
DO not micro manage all the stuff. Delegate work to your juniors and team members.

ENJOY YOUR WORK
You have to spend whole hours, days, weeks, months and years in your office. You cannot go through it with positive attitude. Enjoy your work and you will feel that work is not a big deal.

BE A PROBLEM SOLVER
Do not fret over small problems in the office. Take lead in offering solutions and fixing things.

PICK YOUR FIGHTS.
If you fight every battle and issues then people will recognize you as a negative person. They will ignore you. Only fight for big and relevant issues.

BE PROACTIVE
Do not wait for orders or the work to be assigned to you. Be proactive. Assume ways on how you can be of more value to your company.

If you really follow these steps which I mentioned, I don’t know about AWARDS but you will definitely shine as BEST EMPLOYEE in any organization. ALL THE BEST!!

57
You need to know / Effective Way for Stress Management
« on: October 17, 2011, 04:06:05 PM »
Stress management strategy #1: Avoid unnecessary stress

Not all stress can be avoided, and it’s not healthy to avoid a situation that needs to be addressed. You may be surprised, however, by the number of stressors in your life that you can eliminate.
•   Learn how to say “no” – Know your limits and stick to them. Whether in your personal or professional life, refuse to accept added responsibilities when you’re close to reaching them. Taking on more than you can handle is a surefire recipe for stress.
•   Avoid people who stress you out – If someone consistently causes stress in your life and you can’t turn the relationship around, limit the amount of time you spend with that person or end the relationship entirely.
•   Take control of your environment – If the evening news makes you anxious, turn the TV off. If traffic’s got you tense, take a longer but less-traveled route. If going to the market is an unpleasant chore, do your grocery shopping online.
•   Avoid hot-button topics – If you get upset over religion or politics, cross them off your conversation list. If you repeatedly argue about the same subject with the same people, stop bringing it up or excuse yourself when it’s the topic of discussion.
•   Pare down your to-do list – Analyze your schedule, responsibilities, and daily tasks. If you’ve got too much on your plate, distinguish between the “shoulds” and the “musts.” Drop tasks that aren’t truly necessary to the bottom of the list or eliminate them entirely.

Stress management strategy #2: Alter the situation

If you can’t avoid a stressful situation, try to alter it. Figure out what you can do to change things so the problem doesn’t present itself in the future. Often, this involves changing the way you communicate and operate in your daily life.
•   Express your feelings instead of bottling them up. If something or someone is bothering you, communicate your concerns in an open and respectful way. If you don’t voice your feelings, resentment will build and the situation will likely remain the same.
•   Be willing to compromise. When you ask someone to change their behavior, be willing to do the same. If you both are willing to bend at least a little, you’ll have a good chance of finding a happy middle ground.
•   Be more assertive. Don’t take a backseat in your own life. Deal with problems head on, doing your best to anticipate and prevent them. If you’ve got an exam to study for and your chatty roommate just got home, say up front that you only have five minutes to talk.
•   Manage your time better. Poor time management can cause a lot of stress. When you’re stretched too thin and running behind, it’s hard to stay calm and focused. But if you plan ahead and make sure you don’t overextend yourself, you can alter the amount of stress you’re under.

Stress management strategy #3: Adapt to the stressor

If you can’t change the stressor, change yourself. You can adapt to stressful situations and regain your sense of control by changing your expectations and attitude.
•   Reframe problems. Try to view stressful situations from a more positive perspective. Rather than fuming about a traffic jam, look at it as an opportunity to pause and regroup, listen to your favorite radio station, or enjoy some alone time.
•   Look at the big picture. Take perspective of the stressful situation. Ask yourself how important it will be in the long run. Will it matter in a month? A year? Is it really worth getting upset over? If the answer is no, focus your time and energy elsewhere.
•   Adjust your standards. Perfectionism is a major source of avoidable stress. Stop setting yourself up for failure by demanding perfection. Set reasonable standards for yourself and others, and learn to be okay with “good enough.”
•   Focus on the positive. When stress is getting you down, take a moment to reflect on all the things you appreciate in your life, including your own positive qualities and gifts. This simple strategy can help you keep things in perspective.
Adjusting Your Attitude
How you think can have a profound effect on your emotional and physical well-being. Each time you think a negative thought about yourself, your body reacts as if it were in the throes of a tension-filled situation. If you see good things about yourself, you are more likely to feel good; the reverse is also true. Eliminate words such as "always," "never," "should," and "must." These are telltale marks of self-defeating thoughts.

Stress management strategy #4: Accept the things you can’t change

Some sources of stress are unavoidable. You can’t prevent or change stressors such as the death of a loved one, a serious illness, or a national recession. In such cases, the best way to cope with stress is to accept things as they are. Acceptance may be difficult, but in the long run, it’s easier than railing against a situation you can’t change.
•   Don’t try to control the uncontrollable. Many things in life are beyond our control— particularly the behavior of other people. Rather than stressing out over them, focus on the things you can control such as the way you choose to react to problems.
•   Look for the upside. As the saying goes, “What doesn’t kill us makes us stronger.” When facing major challenges, try to look at them as opportunities for personal growth. If your own poor choices contributed to a stressful situation, reflect on them and learn from your mistakes.
•   Share your feelings. Talk to a trusted friend or make an appointment with a therapist. Expressing what you’re going through can be very cathartic, even if there’s nothing you can do to alter the stressful situation.
•   Learn to forgive. Accept the fact that we live in an imperfect world and that people make mistakes. Let go of anger and resentments. Free yourself from negative energy by forgiving and moving on.

Stress management strategy #5: Make time for fun and relaxation

Beyond a take-charge approach and a positive attitude, you can reduce stress in your life by nurturing yourself. If you regularly make time for fun and relaxation, you’ll be in a better place to handle life’s stressors when they inevitably come.

Healthy ways to relax and recharge

•   Go for a walk.
•   Spend time in nature.
•   Call a good friend.
•   Sweat out tension with a good workout.
•   Write in your journal.
•   Take a long bath.
•   Light scented candles.   
•   Savor a warm cup of coffee or tea.
•   Play with a pet.
•   Work in your garden.
•   Get a massage.
•   Curl up with a good book.
•   Listen to music.
•   Watch a comedy.
Don’t get so caught up in the hustle and bustle of life that you forget to take care of your own needs. Nurturing yourself is a necessity, not a luxury.
•   Set aside relaxation time. Include rest and relaxation in your daily schedule. Don’t allow other obligations to encroach. This is your time to take a break from all responsibilities and recharge your batteries.
•   Connect with others. Spend time with positive people who enhance your life. A strong support system will buffer you from the negative effects of stress.
•   Do something you enjoy every day. Make time for leisure activities that bring you joy, whether it be stargazing, playing the piano, or working on your bike.
•   Keep your sense of humor. This includes the ability to laugh at yourself. The act of laughing helps your body fight stress in a number of ways.

Stress management strategy #6: Adopt a healthy lifestyle

You can increase your resistance to stress by strengthening your physical health. 
•   Exercise regularly. Physical activity plays a key role in reducing and preventing the effects of stress. Make time for at least 30 minutes of exercise, three times per week. Nothing beats aerobic exercise for releasing pent-up stress and tension.
•   Eat a healthy diet. Well-nourished bodies are better prepared to cope with stress, so be mindful of what you eat. Start your day right with breakfast, and keep your energy up and your mind clear with balanced, nutritious meals throughout the day.
•   Reduce caffeine and sugar. The temporary "highs" caffeine and sugar provide often end in with a crash in mood and energy. By reducing the amount of coffee, soft drinks, chocolate, and sugar snacks in your diet, you’ll feel more relaxed and you’ll sleep better.
•   Avoid alcohol, cigarettes, and drugs. Self-medicating with alcohol or drugs may provide an easy escape from stress, but the relief is only temporary. Don’t avoid or mask the issue at hand; deal with problems head on and with a clear mind.
•   Get enough sleep. Adequate sleep fuels your mind, as well as your body. Feeling tired will increase your stress because it may cause you to think irrationally.


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