The Management Tips 2

  3 Tips to Build Better Relationships with Your Employees

When people feel connected to you, even difficult conversations feel less threating. Here are three tips to forge stronger bonds with your employees:

• Relate whenever you can. View every interaction as an opportunity to get to know someone a little better. Make a habit of asking employees one question about their work or their personal lives each time you encounter them.
• Take note of subtleties. People seek emotional connection through countless small “bids” for attention—questions, gestures, or looks. Take stock of how much you notice these cues . You might also solicit some feedback from friends and family on how well you listen and respond to social cues in general.
• Regularly express appreciation. Research shows that the ratio of positive to negative interactions is 5:1 in a successful relationship. You don’t need to pay someone five compliments before offering criticism, but do be mindful of the ratio.
• 

Stop Talking About Yourself When You Apologize

Admitting a mistake can fall flat if you apologize the wrong way. The victim of your screw-up does not want to hear about you. Instead ask yourself: Who am I talking to, and what is he or she looking for in my apology?

• A stranger or mere acquaintance wants you to offer compensation or some redeeming action. Compensation can be tangible, like paying to repair your neighbor's fence when you accidentally back your car into it, or emotional, like being extra thoughtful.
• Your colleague or friend wants empathy. When you recognize and express concern over the suffering you caused, the victim feels understood and valued, and trust is restored.
• Your team wants an acknowledgement of the rules and norms you violated. Basically, you need to admit that you broke the code of behavior of your social group or organization, and that you recognize you let them down.

• 

 

Help Your Company Cut Back on Email

You can’t control how many emails you receive, but you can control how many you send. In a recent study, one firm’s workers followed suit when their executives reduced overall email output. You can spark a similar reduction and improve efficiency across your organization by doing the following:

• Choose the right medium. Consider whether your communication merits a phone call or in-person meeting, where vocal tone and body language provide real-time feedback on how clearly a message is being understood.
• Be deliberate. Don’t forward messages unless strictly necessary, and limit the number of recipients on each outgoing note.
• Make it real. Set a target for reducing the number of messages you send. Include it in your performance goals to keep yourself honest. 

 

A 1-Minute Trick for Better Negotiations

How do you negotiate better? Simple: Beforehand, take a minute or two to focus on what you have to gain and what you hope to achieve – and banish all thoughts of what you might lose. List everything you hope to accomplish and the ways you will benefit if you are successful. Re-read this list just before the negotiation begins. Throughout the exercise, it’s important to try not to focus on what could go wrong. Great negotiators stay focused on their ideal target, despite the risks they face. With practice, this focus-training will become easier and, eventually, automatic. 

 

 

Where Your Company Shouldn’t Compete

The first step in setting a winning strategy for your company is deciding where you will do business. But you need to be careful in these choices. Here are two places you should avoid:

• Your biggest competitor’s space. It’s tempting to take on your strongest opponent head-to-head. But most often their market will be essentially a walled city. Instead look for competitive areas that enable you to attack from unexpected directions, along the lines of least resistance.
• The white space. Being a first mover in unoccupied territory is an attractive position. But remember that there is only one true first mover, and all too often that space is already occupied by a formidable competitor that you probably don’t see or understand.

 

 

Make Good Decisions Faster

A simple approach can help replace your slow deliberations with fast decisions. Try this framework:

• Know your ultimate objective. The biggest hurdle to fast decisions is criteria overload. Of the seven or eight possible objectives you would love to meet, which one or two will make the biggest impact? Consider which stakeholder you least want to disappoint—which goal would they care about most?
• Get a second opinion. Asking one other person can broaden your frame of reference and help eliminate judgment errors. Plus, the act of explaining your situation anew often gives you fresh insights.
• Do something. Select one option while letting go of all the other "good" ones. No amount of deliberation can guarantee that you have identified the "right" option, but remember: The purpose of a decision is not choose perfectly, but to get you to the next decision.

 

 

Avoid the Pitfalls of Positive Feedback

Praise should motivate your employees, but in some cases it does just the opposite. Here’s how to make sure positive feedback actually works:

• Don’t cushion the blow. Don’t routinely say something “nice” before giving criticism. Doing so conditions people to hear positive feedback as a hollow preamble to your real message. Lead instead with your investment in the relationship and reasons for having the conversation.
• Praise effort, not personal attributes. Intelligence, talent, or abilities are mostly innate and cannot be actively replicated. Instead, compliment effort and explain exactly what actions prompted your approval. If you’re specific, you’ll reinforce the desired behavior. 

 

 

Build a Climate of Trust

Humans “read” body language and facial expressions to discern if others are trustworthy, but some situations – like change or confusion – prime us for distrust. In the absence of information, the brain works overtime. After all, we’re programmed to anticipate harm and protect ourselves from it. But even when your team lacks clarity on a situation, you can still build a trusting environment. Think about a time when your boss and a colleague starting meeting regularly and you didn’t know why. You probably started wondering if you’d been left out of an important project. Leaders can shift people’s thoughts away from threats by fostering an open, transparent environment in which everyone shares and discusses as much as they can about what’s really going on. This sends a strong signal to everyone’s lower brain that “trust is in the air.”

NEPAL WINS THE TITLE "BEAUTY WITH A PURPOSE" MISS WORLD 2013

 

Miss Nepal Ishani Shrestha has made it to the final rounds of the ongoing Miss World 2013 pageant being held in Bali, Indonesia--the first time a Nepali contestant has made it this far in the competition.

Not only was Shrestha selected among the top 15 contenders in the global beauty pageant, she was also awarded the title of 'Beauty with a Purpose' for her entry--Project Smile and secured the 3rd spot in the ‘Multi-media’ popularity round with (with 177,000 popular hits) to her credit in the Miss World Pageant 2013, currently being held in Bali, Indonesia.

For the first time in the country’s history, Miss Nepal has reached this height. In ‘Dances of the world’ category, her top-notch cultural dance performance has also been chosen for performance in the finale night of the pageant.

The award recognizes the contestant who has contributed to bringing positive changes in communities in need in her home country.

Ishani Shrestha, who is aspiring to be a dentist, the subject she chose for her ‘ Beauty with Purpose’ was oral hygiene. Her project entitled ‘Smile Nepal’, was related to oral hygiene where the locals were practically unaware of toothpaste and the importance brushing teeth. Working closely with the local Amma Samuha and the villagers she spent 3 days in Kudari Village(Jumla) educating the locals about oral-hygiene. Shrestha's project was an initiative whereby she, along with a team of skilled dentists, visited various villages around Nepal to provide free dental services to about 300 locals in a four-day dental check-up camp.

Miss World 2013, the 63rd edition of the event, involves the participation of beauties from 130 countries around the world.

The final round will be held at the Bali Nusa Dua Convention Centre, where Miss World 2012 Yu Wenxia from China will be crowning her successor.

The Nepali beauty queen has been nominated as one of the top 15 contestants in the 63rd edition of the Miss World pageant. Altogether 130 contestants representing their respective countries had participated in the world’s top most beauty pageant show.

“I feel lucky to have nominated in the last 15 contestants,” Shrestha said. “I am now prepared to perform my best in the traditional Nepali song at the finale.”

Former Miss Nepal Malvika Subba and Malina Joshi meanwhile congratulated Shrestha for achieving the top 15 berth in the pageant. They encouraged her to give her best in the finals.




Here’s Ishani Shrestha’s profile 

Age: 21 years
Height: 5’7”
Zodiac Sign: Taurus

Describe yourself 
Dreamer, determined, resilient, content, humble, a leader, devotional, loving, organised and silly and sometimes funny.

Favourite Miss Universe or Miss World My favourite Miss Universe is Lara Dutta for elegance and beauty she carries alongside her intellect. She was very pleasant and calm on stage; her presence was very noticeable then.

Miss World 2000 Priyanka Chopra is the best for she is bold and beautiful . She is determined, hard working and confident in what she believes in.

Personality that you resemble in terms of character
I believe that I am composed of different elements. I resemble Oprah Winfrey for her power to raise awareness about the current situation of the world. Likewise, I resemble Anuradha Koirala for she is selfless, loving and nurturing. Charlie Chaplin for his ability to please people with his humour and also my parents for they have given me the ability to live, learn and laugh.

If I win the crown… 
I want to commit myself to people, environment, nation and the world. I would mostly focus on empowering the deprived children and women by raising awareness. I would make people aware about their importance. This way I would make the country and the world a safer and stronger place to live. I would also break down the barriers of racism, gender inequality and religion created by humankind.

Miss World 2013 - 'Beauty with a Purpose' - Nepal
Official Video.. 

Miss World 2013 Declearation

Miss World 2013 - Final Hot Picks!

 
•Top prediction


1.Philippines ~ 9.72
2.Brazil ~ 9.64
3.France & Ukraine ~ 9.61
4.Italy ~ 9.55
5.United States of America ~ 9.54
6.Spain ~ 9.51
7.Panama ~ 9.44
8.Ghana ~ 9.39
9.England ~ 9.33
10.India ~ 9.29
11. Indonesia
12.Jamaica
13.Poland
14.Nepal
15.Netherlands
16.Moldova
17.Cameroon
18.Bulgaria
19.Northern Ireland
20.Australia

Good luck to all contestants!

Buddha was born in NEPAL and Not in INDIA

Sometime ago, I had a debate with an Indian citizen.This guy said there was no existence of either Nepal or India at the time of Lord Buddha's birth. I completely agree with his statement there,indeed, was no existence of the identity so, why is India then proclaiming abt Buddha's birthplace reigning at their own soil???....

That guy was completely speechless after i threw back with this arrow.

There was no NAME of state....nobody knows how the situation was like when Lord Buddha walked just after his birth....there is still no invention of time machine....we can only assume or imagine...

 But in present context, UN has verified tht Nepal is the true, & i mean, the only birthplace of Lord Buddha..

I dont know if another Buddha has appeared who took birth in India....no offence, but dear indian govt, we will never raise our voice tht Nepal has given birth 2 ur own legend Vagat singh or say Mahatma Gandhi...we have enormous respect for these idols....but tht doesnt simply mean we r under ur terriotory....we r free, sovereign country....learn 2 respect it 1st....respect is simply earned, not asked....hence, i jus want 2 clarify tht its our responsibility 2 establish the truth at the apex....

Recently, Buddha statue has been uploaded @ UN headquarter with its sublime stating tht Nepal is the birthplace of Gautam Buddha...

When Sexy is Just Not Enough: Lessons for Marketers

There is a saying in digital marketing circles that it is tough to get executives to buy into big shifts of funds into digital because there are no big sexy ad campaigns they can show off. Well, I think we have gotten past that in the digital world because the creative ideas have gotten very sexy.
I recently watched the Association of National Advertisers' (ANA's) Digital and Social Conference, and I saw a ton of brilliant creative, ranging from the "Rose" basketball shoe launch video series by Adidas to the way Taco Bell mobilizes its 7 million faithful fans through social media posts. These creative concepts may not be broadcast to millions in one wave of TV ads, but any executive would be proud to share them on stage and tout the impact they were measured to have.

Though, is how much of the presentations showed off the sexy ideas and made claims about their amazing ROI, but did not talk as much about HOW they made it happen. Yet, there is a massive hunger among marketers, including those in the audience, for not just cool ideas they can learn from, but also for finding out the mechanics that make sexy happen.
Most of the questions to the speakers after their presentations were about HOW, such as:

• How did you do the research that led to those insights?
• How engaged were your executives in such a change in directions?
• How big a team do you have to manage all of this?
• What were the roles of your agencies and how did you get them to work together?
• What tools did you use to optimize the media in flight?
• How did you prewire the execution so it could be measurable?
• What costs do you include in your ROI figures?

What is clear is that the complexity of executing these cross-channel, high impact campaigns is so much higher than what marketers dealt with in traditional media. The operations side matters, and even though it is so much more mundane than showing the sexy stuff, it is as important to learn from as the creative concepts are.

Marketing leaders spend much more time sharing the sexy creative stuff, and less time challenging their organizations on how they need to operate differently. How to take a new approach to the next product launch. How to pull all of the agencies together upfront with a robust brief at the start of a campaign. How to track and act on the results of campaigns in flight. How to create a pool of investment purely for innovative testing. How to rethink the way to measure ROI to include brand investment, social amplification, and owned media.
It may not make sexy fodder for stage presentations, but we can certainly bring it into online discussions. What major moves have you made to change your marketing operations?

World's 20 Most Earthquake Prone Cities...... Kathmandu at Number 1.....

There are several major city hotspots for earthquakes. Targeted quake prone cities with poor infrastructure suffer the most devastation and loss of life.

MEXICO CITY EARTHQUAKE 1985

2010 Haiti Quake Caused More Than 220,000 Deaths

Some areas of the world, many of them isolated, register small tremors on an almost daily basis. Other regions get small to medium size earthquakes on a regular basis. Most closely monitored are areas where earthquakes could cripple cities, shipping and oil production, or paralyze governments.




The Most Vulnerable Cities

Cities in poor countries are most vulnerable because they often contain widespread sub-standard housing and a weak infrastructure. As people in poor countries continue to stream into shanty town areas of already densely populated cities, the potential for loss of life increases exponentially.

In 1897, a magnitude 8.3 earthquake hit Shillong in northern India. It now has 8 times as much population as then, but it is estimated that now an earthquake of the same size would cause 60 times as many deaths. Why? The replacement of single-story bamboo homes with poorly constructed multistory concrete structures, many on steep slopes, makes the population more vulnerable. (Example from a 2004 paper by Brian E. Tucker of GeoHazards.)

In more developed nations, building code improvements in earthquake prone regions have factored in preventive measures. Disaster preparedness is also better organized.

The Top 20 Ranked Cities for Number of Fatalities

The lethal potential of seismic disasters in Asia and the Americas has been ranked by nonprofit research group GeoHazards International. Variables taken into account were building frailty, fire and landslide potential, and the rescue and medical care abilities of local authorities. The results are based upon a 6.0 level quake.



Ranked in order of how badly they would fare were:

• Kathmandu, Nepal, population 1 million and growing; possible 69,000 deaths
• Istanbul, Turkey, population 10 million; possible 55,000 deaths
• Delhi, India, population 14 million; possible 38,000 deaths
• Quito, Ecuador, population 1.8 million; possible deaths 15.000; volcanoes are an even bigger threat here
• Manila, Philippines, 1.6 million population; possible 13,000 deaths
• Islamabad/Rawalpindi, Pakistan, population 1 million; possible 12,500 deaths
• San Salvador, El Savador, population, 2.2 million; 11,500 possible deaths
• Mexico City, Mexico, 2.2 million people; possible 11,500 fatalities
• Izmir, Turkey, 3.5 million people; possible 11,500 fatalities
• Jakarta, Indonesia, 18.4 million (and expected to hit 24 million by 2025); an estimated 11,000 fatalities

Due to continued growth, all of the above Third World countries could expect fatalities in the tens of thousands from a 7.0 or higher earthquake. The most modern cities at risk, all in Japan, were Tokyo, Nagoya and Kobe. Their fatalities were estimated in the hundreds.
The next layer of cities which can expect high fatalities of earthquake victims (ranking 11-20) are: Tokyo, Japan (most vulnerable First World metropolis on the list); Mumbai, India; Guayaquil, Ecuador; Bandung, Indonesia; Santiago, Chile; Tashkent, Uzbekistan; Tijuana, Mexico; Nagoya, Japan; Antofagasta, Chile, and Kobe, Japan.

Ecomonic Impact of Earthquakes

The economic impact of earthquakes also varies markedly between Third World economies and those of more developed nations, Brian Tucker reports. The economic cost of the Northridge, CA, earthquake was about 1% of the regional gross domestic product and the cost of the 1989 Loma Prieta quake was even less. By contrast, the cost of the 1972 Nicaragua earthquake was close to 40% of the country’s entire GDP and cost of the 1986 El Savador quake was 30% of its GDP.









Sources: GeoHazards International; Luck, Tiffany M., “World’s most earthquake-vulnerable cities,” Forbes Magazine’s Financial Post, May 23, 2008

Three Differences Between Managers and Leaders

A young manager accosted me the other day. "I've been reading all about leadership, have implemented several ideas, and think I'm doing a good job at leading my team. How will I know when I've crossed over from being a manager to a leader?" he wanted to know.
I didn't have a ready answer and it's a complicated issue, so we decided to talk the next day. I thought long and hard, and came up with three tests that will help you decide if you've made the shift from managing people to leading them.

Counting value vs Creating value.
You're probably counting value, not adding it, if you're managing people. Only managers count value; some even reduce value by disabling those who add value. If a diamond cutter is asked to report every 15 minutes how many stones he has cut, by distracting him, his boss is subtracting value.
By contrast, leaders focuses on creating value, saying: "I'd like you to handle A while I deal with B." He or she generates value over and above that which the team creates, and is as much a value-creator as his or her followers are. Leading by example and leading by enabling people are the hallmarks of action-based leadership.

Circles of influence vs Circles of power.
Just as managers have subordinates and leaders have followers, managers create circles of power while leaders create circles of influence.
The quickest way to figure out which of the two you're doing is to count the number of people outside your reporting hierarchy who come to you for advice. The more that do, the more likely it is that you are perceived to be a leader.

Leading people vs Managing work.
Management consists of controlling a group or a set of entities to accomplish a goal. Leadership refers to an individual's ability to influence, motivate, and enable others to contribute toward organizational success. Influence and inspiration separate leaders from managers, not power and control.

In India, M.K. Gandhi inspired millions of people to fight for their rights, and he walked shoulder to shoulder with them so India could achieve independence in 1947. His vision became everyone's dream and ensured that the country's push for independence was unstoppable. The world needs leaders like him who can think beyond problems, have a vision, and inspire people to convert challenges into opportunities, a step at a time.
I encouraged my colleague to put this theory to the test by inviting his team-mates for chats. When they stop discussing the tasks at hand — and talk about vision, purpose, and aspirations instead, that's when you will know you have become a leader.


Agree?

Motivational Focus Drives Performance

 

Every person is motivated differently. Great managers know this and adjust their leadership style based on motivations. In her book Focus, As per my view I identify two types of motivational focus that drive behaviors.

• Promotion-focused:- People motivated by promotion want to advance and avoid missed opportunities. They see goals as a path for advancement. They are eager, comfortable taking chances, work quickly, dream big, think creatively, and play to win. Unfortunately, they can be prone to error, may not think things through, and can be unprepared if things go wrong.
• Prevention-focused:- These individuals see goals as responsibilities and concentrate on staying safe. They worry what might go wrong and play to not lose. They work slowly and meticulously, aren't the most creative, but often have excellent analytical and problem-solving skills.

By understanding your focus and that of others, leaders have the power to better motivate themselves and everyone around them.

Build a Career Worth Having

1. See your career as a series of stepping stones, not a linear trajectory.
There's an implicit view that careers are still linear. Sure, many people accept that the career ladder is broken, but most still attempt to somehow increase the "slope" of their career trajectory.
They wait until they are unhappy, look around for opportunities that seem better than their current job, apply for a few, cross their fingers, and take the best option that they can get. Then, they toil away until they are unhappy again, and the cycle repeats. Though this approach can increase your salary over time, studies show that, once you make more than $75,000, more money doesn't correlate to happiness or emotional wellbeing.
Most people end up with a career path of somewhat arbitrary events that, at best, is a gradually improving wandering path, and, at worst, is just a series of unfulfilling jobs
The solution to this dismal cycle? Let go of the idea that careers are linear. These days, they are much more like a field of stepping stones that extends in all directions. Each stone is a job or project that is available to you, and you can move in any direction that you like. The trick is simply to move to stones that take you closer and closer to what is meaningful to you. There is no single path — but rather, an infinite number of options that will lead to the sweet spot of fulfillment.


2. Seek legacy, mastery, and freedom — in that order.
Research from authors such as Daniel Pink (Drive), Cal Newport (So Good They Can't Ignore You), Ben Casnocha and Reid Hoffman (Startup of You), and Tony Hsieh (Delivering Happiness) shows that there are three primary attributes of fulfilling work:

• Legacy. A higher purpose, a mission, a cause. This means knowing that in some way — large or small — the world will be a better place after you've done your work.


• Mastery. This refers to the art of getting better and better at skills and talents that you enjoy using, to the extent that they become intertwined with your identity. Picture a Jedi, or a Samurai, or a master blacksmith.


• Freedom. The ability to choose who you work with, what projects you work on, where and when you work each day, and getting paid enough to responsibly support the lifestyle that you want.

The order is important. People are fulfilled most quickly when they first prioritize the impact that they want to have (legacy), then understand which skills and talents they need to have that impact (mastery), and finally "exchange" those skills for higher pay and flexibility (freedom) as they develop and advance.
People don't typically have just one purpose. The things you're passionate about — women's health, early childhood education, organic food, or renewable energy — are likely to evolve over time. And it's important to develop a high degree of freedom so that you're able to hunt down your purpose again when it floats onto the next thing. This means being able to do things like volunteer on the side, go months at a time without getting a paycheck, or invest in unusual professional development opportunities.


3. Treat your career like a grand experiment.
In my experience, people who are successful in finding — and maintaining — meaningful work approach their careers like a grand experiment.
All of the things you think you know about what you want to be doing, what you're good at, what people want to hire you to do (and at what salary), how different organizations operate, etc. are hypotheses that can be validated or invalidated with evidence — either from the first-hand experience of trying something (including bite-sized projects), or second-hand from asking the right questions of the right people.
The faster and cheaper that you're able to validate your career hypotheses, the sooner you'll find fulfillment. You don't have to take a job in a new industry to realize it's not for you. You can learn a ton about potential lines of work from reading online, having conversations, taking on side projects, and volunteering.
And a bonus — by doing your homework on what's actually a good fit for you, you won't waste your time applying to jobs that you aren't competitive for. And like any good scientist, you'll achieve a healthy detachment from your incorrect hypotheses — they are just par for the course, after all.
I use the word "grand" to describe this experiment because the reality is that your career is not just a way to earn a living. It's your chance to discover what you're here for and what you love. It's your best shot at improving the world in a way that is important to you. It's a sizeable component of your human experience, in a very real way. As such, it should be an adventure, with a healthy bit of magic and mystery along the way.
So if you're one of the many who find themselves on the path to meaningful work — remember to enjoy the journey, don't give up, and don't settle.

All the happiness you ever find lies within you.

Happiness is a choice.  

For every minute you are angry or irritated, you lose 60 seconds of happiness.  Be happy.  Be yourself.  If others don’t like it, then let them be.  Life isn’t about pleasing everybody.
If you have the courage to admit when you’re scared, the ability to laugh even as you cry, the nerve to speak up, even if your voice is shaking, the confidence to ask for help when you need it, and the wisdom to take it when it’s offered, then you have everything you need to get yourself to a happier state of mind.
Begin today by taking responsibility for your own contentment.  Here are ten ways to choose happiness:

1. Choose to be the best YOU can be. – Give it your all in everything you do, commit to your goals, and don’t compare yourself to anyone else.  John Wooden once said, “Success and happiness is peace of mind, which is a direct result of self-satisfaction in knowing you made the effort to do your best to become the best that you are capable of becoming.”  Never try to be better than anyone else, but never stop trying to be the best you can be.  If you feel called to compare yourself to someone, compare yourself to an earlier version of yourself.
2. Choose to be around the right people. – Spend time with nice people who are smart, driven and likeminded.  Relationships should help you, not hurt you.  Surround yourself with people who reflect the person you want to be.  Choose friends who you are proud to know, people you admire, who love and respect you – people who make your day a little brighter simply by being in it.  Life is too short to spend time with people who suck the happiness out of you.  When you free yourself from negative people, you free yourself to be YOU – and being YOU is the only way to truly live. .
3. Choose to focus on what you have, not on what you haven’t. – When you appreciate what you have, what you have appreciates in value.  Being grateful for the goodness that is already evident in your life will bring you a deeper sense of happiness.  And that’s without having to go out and buy or acquire anything new.  It makes sense.  You will have a hard time ever being happy if you aren’t thankful for what you already have.
4. Choose a good attitude. – What often screws us up the most in life is the picture in our head of how it’s supposed to be.  And the reason so many of us give up is because we tend to look at how far we still have to go, instead of how far we have come.  Remember, life is a journey, not a destination.  This moment, like every moment, is a priceless gift and an opportunity.  Be positive, smile, and make it count.  Pretend today is going to be great.  Do so, and it will be.  Research shows that although we think that we act because of the way we feel, in fact, we often feel because of the way we act.  A great attitude always leads to great experiences.
5. Choose to smile more often. – A smile is a choice, not a miracle.  Don’t wait for people to smile.  Show them how.  A genuine smile makes you and everyone around you feel better.  The simple act of smiling sends a message to your brain that you’re happy.  And when you’re happy, your body pumps out all kinds of feel-good endorphins.  This reaction has been studied since the 1980’s and has been proven a number of times.  Bottom line:  Smiling actually makes you happier.
6. Choose to take care of your body. – Taking care of your body is crucial to being the happiest person you can be.  If you don’t have your physical energy in good shape, then your mental energy (your focus), your emotional energy (your feelings), and your spiritual energy (your purpose) will all be negatively affected.  Recent studies conducted on people who were clinically depressed showed that consistent exercise significantly raises happiness levels in the near-term.  Not only that, six months later, the people who had continued to exercise were less likely to relapse into depression because they had a higher sense of self-accomplishment and self-worth.
7. Choose honesty. – Start being honest with yourself and everyone else.  Don’t cheat.  Be faithful.  Be kind.  Do the right thing!  It is a less complicated way to live.  Integrity is the essence of everything successful.  When you break the rules of integrity you invite serious complications into your life.  Keep life simple and enjoyable by doing what you know in your heart is right.  Don’t get involved with drama that doesn’t affect you.
8. Choose to help others when you’re able. – Care about people.  In life, you get what you put in.  When you make a positive impact in someone else’s life, you also make a positive impact in your own life.  Do something that’s greater than you – something that helps someone else to be happy or to suffer less.
9. Choose to let go when you know you should. – Sometimes you have to be strong for yourself.  Love is worth fighting for, but you can’t be the only one fighting.  People need to fight for you too.  If they don’t, you eventually have to move on and realize that what you gave them was more than they were willing to give you.  Some relationships and situations just can’t be fixed.  If you try to force them back together, things will only get worse.  Holding on is being brave, but letting go and moving on is often what makes us stronger and happier.
10. Choose to embrace the next step in your life. – You can hold on to the past, or you can create your own happiness today.  Never let success get to your head and never let failure get to your heart.  Every day is a new beginning and a new ending.  Embrace it, make the best of it, smile, and keep looking straight ahead.  And don’t forget, a smile doesn’t always mean a person is happy right now; sometimes it simply means they are strong enough to face their problems going forward.
    

And remember, your mind is your private sanctuary; do not allow the negative beliefs of others to occupy it.  Your skin is your barrier; do not allow others to get under it.  Take control of your boundaries and what you allow yourself to absorb from others.

Never let someone’s opinion become your reality.  Never sacrifice who you are because someone else has a problem with it.  Love who you are inside and out.  No one else has the power to make you feel small unless you give them that power.  You are the only one who can create your happiness.


The choice is yours.  Choose happiness.

THE PROMISE

Promise Yourself

To be so strong that nothing
can disturb your peace of mind.
To talk health, happiness, and prosperity
to every person you meet.

To make all your friends feel
that there is something in them
To look at the sunny side of everything
and make your optimism come true.

To think only the best, to work only for the best,
and to expect only the best.
To be just as enthusiastic about the success of others
as you are about your own.

To forget the mistakes of the past
and press on to the greater achievements of the future.
To wear a cheerful countenance at all times
and give every living creature you meet a smile.

To give so much time to the improvement of yourself
that you have no time to criticize others.
To be too large for worry, too noble for anger, too strong for fear,
and too happy to permit the presence of trouble.

To think well of yourself and to proclaim this fact to the world,
not in loud words but great deeds.
To live in faith that the whole world is on your side
so long as you are true to the best that is in you.

Accept whatsoever comes

Enjoy, live, love. 

But when things change, let them change; when things move, don't stop their movement.
 
Always remain with the changing flux of existence, never be against it, and then nobody can create misery for you. 

Then whatsoever is, brings bliss, because you never expect it to be otherwise. Whatsoever is, is welcome. Whatsoever is gone you say good-bye to; you feel thankful that it has been there, and you feel thankful that now it is no more there, so space is created for something new to happen. Then life remains an adventure, unhindered, unattached. It remains the flow of a river. And then the ocean is not far away -- it comes closer and closer every moment.

Just allow whatsoever happens and accept lovingly. And when a desert state is accepted lovingly it starts changing into a garden; it becomes the garden of Eden. That is the miracle of gratitude: whatsoever it touches, it transforms into gold.


Don't try to do anything, just relax into it.
Sometimes such flowers have bloomed in a desert that you could never imagine that in a wasteland where nothing grows, such beautiful souls could have bloomed.

The inner is enough, there is no need to search for the outer. If the outer is needed, god will give it to you. Just wait and trust!

A lesson to learn in life.

1. Very few people will actually love you, and you can count them on your fingers. Hold on to them.

2. Many people will love you if you are successful. They will stop when you are not. They love success, not you. Dont take them seriously.

3. When you are not successful. few will believe your dreams. You are one of them who do.
Sometimes, you will be the only one.

4. Despite having Dreams, will and focus, sometimes your motivation will drop. Lift your back up to fight again. It isn't easy. That is why so few make it.
 

5. People who come first in class don't do best in life. People who understand people, their field and themselves do.

3 Reasons to Hire Nervous Job Candidates.

                     



For many people, interviews are one of the most nerve racking things that they can do. It’s not surprising when you think about it, since there is a lot at stake: the job of their dreams, the ability to make the next mortgage/rent check, regaining a lost sense of self esteem, etc.

With so much being at stake, isn’t it perfectly understandable that many candidates may succumb to nerves during an interview? The problem is that these nerves can indeed impair their interview performance and hinder the interview process – candidates can speak too quickly, slur their speech, have temporary memory loss and basically not give a true representation of their ability. This means that it is very easy to miscast nervous candidates as basket cases or incompetents who are not suitable for the job, when in truth they could be more appropriately skilled than some of the more outspoken and forward applicants.

In fact, three studies back up the idea that nervous candidates may be in fact disguising underlying brilliance.
The first was a study by Corinne Bendersky from UCLA’s School of Management. In her study she looked at MBA students and classified them as an extrovert and introvert (typically more neurotic and nervous) and she looked at the perceived status of these students. They found that those who were seen to be more extroverted were perceived to be of higher status and a better potential contributor to the effort. While neurotics were seen as lower status and they were expected to make a smaller contribution (this superficial first impression is an effect that is likely to be replicated in the interview room). But, what was most interesting was that at the end of the 10 week study/project period, the extroverts were seen to have lost status and to have contributed less than expected and neurotics were seen to have contributed more than expected and gained status as a result. Corinne concluded that extrovert traits that may them stand out from the crowd can fail in a team based situations. And the dull, uninspiring traits of introverts can make them effective on the job.


Corinne completed a second study which looked at team perceptions of neurotics and extroverts before and after working together and revealed that the general preconception is that the volatility and negativity of neurotics will be a drag on the team and that the enthusiasm and energy of extroverts would boost the team. But, in the studies the contributions of extroverts were not as good as expected and the introvert performed beyond expectations in a team environment.

A third study by Adam Grant from Wharton compared the sales performance of a group of 340 introvert and extrovert sales people. They found that the most successful employees were the ambiverts (halfway between introvert and extrovert) earning 24 percent more than introverts and 32 percent more than extroverts. So, in a purely sales capacity, this study (albeit isolated)  has shown that extroverts are the worst performers.

Now, I am in no way suggesting that you exclusively hire introverts because you need a balanced team and introversion is just one of many qualities and skills which can lead to the employee being a higher performer. But, that is the point; while you should not hire someone just because they are introvert, equally it does not make sense to overlook someone because their introversion and neuroticism may have affected their presentation during the interview. Try and build selection processes that allow both introverts and extroverts to shine and develop interview techniques that relax candidates and which coach nervous candidates back into a state where they give an authentic demonstration of their ability, enabling you to make truer assessment of their abilities.

Wild world

Now that I've lost everything to you

You say you wanna start something new

And it's breakin' my heart you're leavin'

Baby, I'm grievin'

But if you wanna leave, take good care

I hope you have a lot of nice things to wear

But then a lot of nice things turn bad out there

Oh, baby, baby, it's a wild world

It's hard to get by just upon a smile

Oh, baby, baby, it's a wild world

I'll always remember you like a child, girl

You know I've seen a lot of what the world can do

And it's breakin' my heart in two

Because I never wanna see you a sad girl

Don't be a bad girl

But if you wanna leave, take good care

I hope you make a lot of nice friends out there

But just remember there's a lot of bad and beware

Baby, I love you

But if you wanna leave, take good care

I hope you make a lot of nice friends out there

But just remember there's a lot of bad and beware

Motivating Salespeople: What Really Works

Sales executives are always looking for ingenious ways to motivate their teams. They stage grand kickoff meetings to announce new bonus programs. They promise exotic trips to rainmakers. When business is slow, they hold sales contests. If sales targets are missed, they blame the sales compensation plan and start from square one.
The finance organization, meanwhile, views the comp plan as an expense to manage. That’s not surprising: Sales force compensation represents the single largest marketing investment for most B2B companies. In aggregate, U.S. companies alone spend more than $800 billion on it each year—three times more than they spend on advertising. So naturally finance tries to ensure that comp plans have cost-control measures designed into them. Some companies offer flat commission rates so that compensation costs rise and fall with revenues. Others cap compensation once salespeople hit certain performance targets. Still others use bonuses to control spending by pinning salespeople’s quotas to Wall Street revenue targets. 

But a few progressive companies have been able to coax better performance from their teams by treating their sales force like a portfolio of investments that require different levels and kinds of attention. Some salespeople have greater ability and internal drive than others, and a growing body of research suggests that stars, laggards, and core performers are motivated by different facets of comp plans. Stars seem to knock down any target that stands in their way—but may stop working if a ceiling is imposed. Laggards need more guidance and prodding to make their numbers (carrots as well as sticks, in many cases). Core performers fall somewhere in the middle; they get the least attention, even though they’re the group most likely to move the needle—if they’re given the proper incentives.

Accounting for individual differences raises the odds that a compensation plan will stimulate the performance of all types of salespeople. In this article we will discuss how companies can do this to deliver greater returns on investment and shift their sales-performance curve upward.
Motivating Core Performers Ironically enough, many incentive plans come close to ignoring core performers. Why does this group tend to be off the radar screen? One reason is that sales managers don’t identify with them. At many companies the managers are former rainmakers, so they pay the current rainmakers an undue amount of attention. As a consequence, core performers are often passed over for promotion and neglected at annual sales meetings. But this is not in the best interest of the company. Core performers usually represent the largest part of the sales force, and companies cannot make their numbers if they’re not in the game. Here are some proven strategies for keeping them there.
 
Multi-tier targets. A project that Mike recently worked on with a national financial services company shows that such targets help motivate core performers. At the company a major proportion of the salespeople fell into this category. In bearish months they almost always found a way to hit their targets, but in bullish months they seldom exceeded their numbers substantially. In an effort to nudge them upward, the company experimented with tiered targets.
 
The first-tier target was set at a point that a majority of the company’s sales agents had historically attained, the second-tier target at a point reached by a smaller percentage of the sales force, and the third-tier target at a point hit only by the company’s elite. All the firm’s agents were divided into two groups: The first was given targets at tiers one and three, and the second group got targets at all three tiers. The hypothesis was that tiers would act as stepping stones to guide core performers up the curve.
The tiered structure indeed had a profound impact. Core performers striving to achieve triple-tier targets significantly outsold core performers given only two tiers. By contrast, multi-tier targets did not motivate stars and laggards as much: No significant differences in performance were found for those segments.

THE MANAGEMENT TIPS

1. Don’t Listen to Customers — Observe Them

Every business wants to know what influences their customers. So, they should just ask them, right? Not so fast. There’s a fundamental problem with asking people what will persuade them to change: Most of the time they won't know the answer. It's not that they won't give one. They'll give you plenty. But those answers are likely to be wrong. Asking someone to pinpoint what will influence them in the future is a bit like saying, "Tell me how you will behave when you are not thinking about what I have just asked you about." Instead of listening to your customers, watch them. Set up small field tests and controlled studies that observe what they actually do. In most instances, these experiments will be lot cheaper than traditional market research, and the insights will be much more revealing.

2. Prepare Stories for Your Job Interview

Don’t show up for a job interview without a stockpile of good stories. These narratives should be parables with a moral at the end, showcasing the skills that are relevant to the position you’re applying for. Make your stories do double duty: They should illustrate the good job you’ll be able to do for the company. And they should show that you’re loyal, trustworthy, or hard-working — some personal quality you need to get across. Be sure to have a failure story at the ready. Don’t cheat and talk about your tendency to “work too hard.” Pick something real that you were able to learn from. This will magnify you in the interviewer’s mind, not diminish you. There’s a good chance the interviewer will ask you to talk about a weakness or a failure, anyway — it’s better to be prepared than to come up with a unpolished response off the cuff.

3. Before Your Next Salary Negotiation, Do Your Homework

It’s important to have realistic expectations before negotiating a salary offer. Employers base salaries on what they currently pay to fill similar roles and what they believe competitors are paying. They may also have a predetermined range or other budget constraints. Find out what people usually make doing the job (including at the hiring organization) by searching websites such as Salary.com, Vault.com, and PayScale.com. And reach out to people in your network who can give you insight — somebody you trust inside the organization, a career adviser, a search consultant, contacts in the same industry. Compare their feedback — don’t rely on one source.

4. Know When It’s Time to Quit Your Job

Quitting a job can have negative consequences on both your career and your bank account. But staying in a bad situation can be worse. Here are three tips for deciding if it’s time to go:

• Assess your dissatisfaction. Start by figuring out whether you lack excitement about the bigger picture or the day-to-day activities. You may be able to change the latter but it’s hard to do anything about the former.
• Look at other options. Don’t leave on an emotional whim. Even if you’re unhappy, take time to see what else is out there. Compared to realistic alternatives, maybe your situation isn’t so bad.
• Test your assumptions. Run a few experiments to assess whether your perception is reality. For example, put your hat in the ring the next time your boss has a high-profile piece of work to be done. If you're overlooked, he might not appreciate your skills and it may be time to move on.