March 31, 2009
March 29, 2009
March 24, 2009
If you think Jeffrey Sachs is doing good work you might consider a donation to the Earth Institute.
March 23, 2009
March 22, 2009
March 21, 2009
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March 19, 2009
March 17, 2009
In that post I explained that a too narrow here-and-now focus on doing what works may lead you to neglect the need for maintenance and investment. In other words, be careful not to become too short term focused in your pragmatism. Another example of how your time frame is important for determining whether something works or not is the following. There are cases in which something seems to be working well at first but after some time it turns out it doesn't.
As an example of this I mentioned how trait praise to children ("well done, you're very smart) at first seems to work well (proud smile) but after some time turns out to have negative consequences (avoiding challenges, giving up easily, not believing in the value of effort, ignoring useful negative feedback, feeling threatened by the success of others).
March 15, 2009
- Thousands of new cells are generated in the adult brain every day (neurogenesis), particularly in the hippocampus, a structure involved in learning and memory.
- Within a couple of weeks, most of those neurons will die, unless the animal is challenged to learn something new. Learning -especially that involving a great deal of effort (effortful learning) - can keep these new neurons alive.
- Although the neurons do not seem to be necessary of learning, they may play a role in predicting the future based on past experience. Enhancing neurogenesis might therefore help slow cognitive decline and keep healthy brains fit.
Also read: Challenge
To a visitor who described himself as a seeker after Truth the Master said:
- If what you seek is Truth, there is one thing you must have above all else.
- I know: an overwhelming passion for it.
- No, an unremitting readiness to admit you may be wrong.
March 14, 2009
~ Daniel Tammet in Embracing the Wide Sky: A Tour Across the Horizons of the Mind
March 13, 2009
March 12, 2009
March 11, 2009
March 10, 2009
1- before the beginning of the coaching2- today3- the end of our coaching process4- the desired situation that will once (later) be achieved
March 8, 2009
Read more about it in Moving FORWARD with solution-focused change
March 5, 2009
I'm asked to speak on a regular basis to executives who are between employment opportunities. I start by asking them how they'll know that the next hour was a good use of their time. This is to get them thinking and contributing rather than sitting back being "motivated" as one said he wanted from my talk. I explained to him that I don't do motivation. To help them discover if the talk was a success, I ask them to scale where they are right now on a happiness or satisfaction scale from 1 to 10. I get them to write that number down. At the end of the hour, I bring them back to scaling and ask them to write down where they are now and to notice whether the number went up (or down) and then we discuss why. Then I suggest they can use this handy technique any time to determine whether life/work/love is improving or not.Also read: The Power of 11
March 4, 2009
The client is a small cosmetics' distributor in Romania. They have to organize their semi-annual event to which 150 were supposed to participate. According to their previous experience they need to send 300 invitations, most of them followed by at least one conversation. There are 4 people in the organizing team that need to do a lot of other activities, beside the event. The participants are cosmeticians from various towns in Romania. Two weeks before the event, the situation is desperate: only 50 invitations sent and only 5 confirmations. The goal: "how to achieve the target of participants in the short remaining period?" After about 40 minutes of working with the scale, with a lot of focus on what has already been achieved and previous successful experiences, the level of motivation was so high, I could feel it in the air. There were two people from the client side (the general manager and the marketing manager). Their faces spoke more than a million words. So, I asked: "You mentioned at the beginning of our discussion that on the scale of 0 to 10, you are at 2. Where are you now, at the end of our discussion?" The answer came spontaneously from both participants: "at 10!" (I was a little bit shocked. "How could this happen in such a short time?") After I have asked what is different for them now, I continued: "So, let's suppose that we have such a power that we can extend the scale. How does 11 (eleven) look for you?" :)) The marketing manager could not see anything at 11, as for her, the scale could not be extended. But the General Manager added a wildest action (she had a big smile on her face when she said "wildest"): to make an itinerary trip in largest towns and invite participants in short group presentations, in a warm and touching way. Two weeks after, they reached to invite around 250 people out of which around 120 participated. Happy client, happy coach!
March 3, 2009
Also read: Lang Lang and deliberate practice
March 2, 2009
Once you have educated yourself on a topic it is natural to become an enthusiastic proponent of the subject and urge managers to try it out. This is natural but it may not be the best strategy. Busy managers are not eager to try out someone's pet ideas. Enthusiasts often end up angry because no one wants to take advantage of their new expertise. The best strategy is to talk to managers about problems and opportunities. When you really understand their situation then you will eventually find situations where your newfound knowledge genuinely is of use. If you are working to address their need, rather than working to promote your area of interest, then you will be much more successful.