Stock Exchange should crash by June
Those into shares should UNLOAD their positions
before June, the JPM is the starting salvo
The 2 Billion Dollar Loss By JP Morgan Is Just A Preview Of The Coming Collapse Of The Derivatives Market
May 12, 2012
Michael Synder
The Economic Collapse
When news broke of a 2 billion dollar trading loss by JP Morgan, much of the financial world was absolutely stunned. But the truth is that this is just the beginning. This is just a very small preview of
what is going to happen when we see the collapse of the worldwide derivatives market. When most Americans think of Wall Street, they think of a bunch of stuffy bankers trading stocks and bonds. But
over
the past couple of decades it has evolved into much more than that.
Today, Wall Street is the biggest casino in the entire world. When the “too big to fail” banks make good bets, they can make a lot of money.
When they make bad bets, they can lose a lot of money, and
that is exactly what just happened to JP Morgan. Their Chief
Investment Office made a series of trades which turned out horribly,and it resulted in a loss of over 2 billion dollars over the past 40 days. But 2 billion dollars is small potatoes compared to the vast size of the global derivatives market. It has been estimated that
the the notional value of all the derivatives in the world is somewhere between 600 trillion dollars and 1.5 quadrillion dollars.Nobody really knows the real amount, but when this derivatives bubble finally bursts there is not going to be nearly enough money on the entire planet to fix things.
Sadly, a lot of mainstream news reports are not even using the word “derivatives” when they discuss what just happened at JP Morgan. This morning I listened carefully as one reporter described the 2 billion dollar loss as simply a “bad bet”.
And perhaps that is easier for the American people to understand. JP Morgan made a series of really bad bets and during a conference call last night CEO Jamie Dimon admitted that the strategy was “flawed, complex, poorly reviewed, poorly executed and poorly monitored”.
The funny thing is that JP Morgan is considered to be much more “risk averse” than most other major Wall Street financial institutions are.
So if this kind of stuff is happening at JP Morgan, then what in the world is going on at some of these other places?
That is a really good question.
For those interested in the technical details of the 2 billion dollar loss, an article posted on CNBC described exactly how this loss happened….
The failed hedge likely involved a bet on the flattening of a credit derivative curve, part of the CDX family of investment grade credit indices, said two sources with knowledge of the industry, but not directly involved in the matter. JPMorgan was then caught by sharp moves at the long end of the bet, they said. The CDX index gives traders exposure to credit risk across a range of assets, and gets its value from a basket of individual credit derivatives.
In essence, JP Morgan made a series of bets which turned out very,very badly. This loss was so huge that it even caused members of Congress to take note. The following is from a statement that U.S.Senator Carl Levin issued a few hours after this news first broke….
“The enormous loss JPMorgan announced today is just the latest evidence that what banks call ‘hedges’ are often risky bets that so-called ‘too big to fail’ banks have no business making.”
Unfortunately, the losses from this trade may not be over yet. In fact, if things go very, very badly the losses could end up being much larger as a recent Zero Hedge article detailed….
Simple: because it knew with 100% certainty that if things turn out very, very badly, that the taxpayer, via the Fed, would come to its rescue. Luckily, things turned out only 80% bad. Although it is not over yet: if credit spreads soar, assuming at $200 million DV01, and a 100 bps move, JPM could suffer a $20 billion loss when all is said and done. But hey: at least “net” is not “gross” and we know, just know, that the SEC will get involved and make sure something like this never happens again.
And yes, the SEC has announced an “investigation” into this 2 billion dollar loss. But we all know that the SEC is basically useless. In recent years SEC employees have become known more for watching pornography in their Washington D.C. offices than for regulating Wall Street.
But what has become abundantly clear is that Wall Street is completely incapable of policing itself. This point was underscored in a recent commentary by Henry Blodget of Business Insider….
Wall Street can’t be trusted to manage—or even correctly assess—its
own risks.
This is in part because, time and again, Wall Street has demonstrated
that it doesn’t even KNOW what risks it is taking.
In short, Wall Street bankers are just a bunch of kids playing with dynamite.
There are two reasons for this, neither of which boil down to “stupidity.”
The first reason is that the gambling instruments the banks now use are mind-bogglingly complicated. Warren Buffett once described derivatives as “weapons of mass destruction.” And those weapons have gotten a lot more complex in the past few years.
The second reason is that Wall Street’s incentive structure is
fundamentally flawed:Bankers get all of the upside for winning bets, and someone else—the government or shareholders—covers the downside.
The second reason is particularly insidious. The worst thing that can happen to a trader who blows a huge bet and demolishes his firm—literally the worst thing—is that he will get fired. Then he will immediately go get a job at a hedge fund and make more than he was making before he blew up the firm.
We never learned one of the basic lessons that we should have learned from the financial crisis of 2008.
Wall Street bankers take huge risks because the risk/reward ratio is all messed up.
If the bankers make huge bets and they win, then they win big.
If the bankers make huge bets and they lose, then the federal
government uses taxpayer money to clean up the mess.
Under those kind of conditions, why not bet the farm?
Sadly, most Americans do not even know what derivatives are.
Most Americans have no idea that we are rapidly approaching a horrific
derivatives crisis that is going to make 2008 look like a Sunday
picnic.
According to the Comptroller of the Currency, the “too big to fail”
banks have exposure to derivatives that is absolutely mind blowing.
Just check out the following numbers from an official U.S. government
report….
JPMorgan Chase – $70.1 Trillion
Citibank – $52.1 Trillion
Bank of America – $50.1 Trillion
Goldman Sachs – $44.2 Trillion
So a 2 billion dollar loss for JP Morgan is nothing compared to their total exposure of over 70 trillion dollars.
Overall, the 9 largest U.S. banks have a total of more than 200
trillion dollars of exposure to derivatives. That is approximately
3 times the size of the entire global economy.
It is hard for the average person on the street to begin to comprehend
how immense this derivatives bubble is.
So let’s not make too much out of this 2 billion dollar loss by JP Morgan.
This is just chicken feed.
This is just a preview of coming attractions.
Soon enough the real problems with derivatives will begin, and when that happens it will shake the entire global financial system to the core.
You might also like:
JP Morgan Suffers ‘Massive’ Losses: $4.2
Billion Probable; May Spread to Entire Sector
Corzine Ordered $200M Moved to JP Morgan
Days Before MF Global Collapse
The Crazy Things That One Whistleblower Says Are Happening At JP Morgan Will Blow Your Mind
Showing posts with label Camelia. Show all posts
Showing posts with label Camelia. Show all posts
Thursday, May 17, 2012
Sunday, April 29, 2012
CleverIdeas
Why didn't I think of that?!
We guarantee you'll be uttering those words more than once at these ingenious little tips, tricks and ideas that solve everyday problems.
Hull strawberries easily using a straw.
Rubbing a walnut over scratches in your furniture will disguise dings and scrapes.
Remove crayon masterpieces from your TV or computer screen with WD40.
Stop cut apples browning in your child's lunch box by securing with a rubber band.
Overhaul your linen cupboard, store bed linen sets inside one of their own pillowcases and there will be no more hunting through piles for a match.
Pump up the volume by placing your iPhone & iPod in a bowl. The concave shape amplifies the music.
Re-use a wet-wipes container to store plastic bags. Add this item to your beach bag.
Baby powder gets sand off your skin easily, who knew?! Attach a Velcro strip to the wall to store soft toys.
Use wire to make a space to store gift wrap rolls against the ceiling, rather than cluttering up the floor.
Find tiny lost items like earrings by putting a stocking over the vacuum hose.
Make an instant cupcake carrier by cutting crosses into a box lid. For those who can't stand the scrunching and bunching: how to perfectly fold a fitted sheet.
Forever losing your bathroom essentials? Use magnetic strips to store bobby pins, tweezers and clippers, behind a vanity door Store shoes inside shower caps to stop dirty soles rubbing on your clothes.
And you can find them in just about every hotel.
A muffin pan becomes a craft caddy.
Magnets hold the plastic cups down to make them tip-resistant. Bread tags make the perfect cord labels.
Bake cupcakes directly in ice-cream cones, so much more fun and easier for kids to eat.
Microwave your own popcorn in a plain brown paper bag. Much healthier and cheaper than the packet stuff.
Install a tension rod to hang your spray bottles.
Turn your muffin pan upside down, bake cookie-dough over the top and voila, you have cookie bowls for fruit or ice-cream.
Freeze Aloe Vera in ice-cube trays for soothing sunburn relief.
Create a window-box veggie patch using guttering.
Use egg cartons to separate and store your Christmas decorations.
We guarantee you'll be uttering those words more than once at these ingenious little tips, tricks and ideas that solve everyday problems.
Hull strawberries easily using a straw.
Rubbing a walnut over scratches in your furniture will disguise dings and scrapes.
Remove crayon masterpieces from your TV or computer screen with WD40.
Stop cut apples browning in your child's lunch box by securing with a rubber band.
Overhaul your linen cupboard, store bed linen sets inside one of their own pillowcases and there will be no more hunting through piles for a match.
Pump up the volume by placing your iPhone & iPod in a bowl. The concave shape amplifies the music.
Re-use a wet-wipes container to store plastic bags. Add this item to your beach bag.
Baby powder gets sand off your skin easily, who knew?! Attach a Velcro strip to the wall to store soft toys.
Use wire to make a space to store gift wrap rolls against the ceiling, rather than cluttering up the floor.
Find tiny lost items like earrings by putting a stocking over the vacuum hose.
Make an instant cupcake carrier by cutting crosses into a box lid. For those who can't stand the scrunching and bunching: how to perfectly fold a fitted sheet.
Forever losing your bathroom essentials? Use magnetic strips to store bobby pins, tweezers and clippers, behind a vanity door Store shoes inside shower caps to stop dirty soles rubbing on your clothes.
And you can find them in just about every hotel.
A muffin pan becomes a craft caddy.
Magnets hold the plastic cups down to make them tip-resistant. Bread tags make the perfect cord labels.
Bake cupcakes directly in ice-cream cones, so much more fun and easier for kids to eat.
Microwave your own popcorn in a plain brown paper bag. Much healthier and cheaper than the packet stuff.
Install a tension rod to hang your spray bottles.
Turn your muffin pan upside down, bake cookie-dough over the top and voila, you have cookie bowls for fruit or ice-cream.
Freeze Aloe Vera in ice-cube trays for soothing sunburn relief.
Create a window-box veggie patch using guttering.
Use egg cartons to separate and store your Christmas decorations.
Tuesday, March 27, 2012
Feeling Unappreciated??
Feeling Unappreciated??
The next time you feel that nobody loves you, no one cares, or that no one ever notices you, think of this guy:
Friday, February 24, 2012
ENHANCING EMOTIONAL INTELLIGENCE
ENHANCING EMOTIONAL INTELLIGENCE
By Ranjit Singh Malhi, Ph.D.
Introduction
Recent behavioural research has shown that emotional intelligence is an important determinant of success in both our personal and professional lives. Emotionally intelligent managers are adept at making their emotions work for them. They are able to handle their emotions in ways that enhance their work productivity and quality of life around them. They use their emotions intelligently to guide their thinking and behaviour. Emotions are strong mental or instinctive feelings such as love, fear, hope, anger and sadness.
On the other hand, there are numerous cases of smart managers with high IQ who behave stupidly in emotionally charged situations. The lack of emotional intelligence often results in their emotions working against them with unproductive outcomes. I once worked under a boss who often shouted abusive and vulgar words at his subordinates in public when overwhelmed with anger. He was also unappreciative and had poor interpersonal skills. Due to his low emotional intelligence, he was greatly disliked by most people in the organization.
Fortunately, our level of emotional intelligence is not fixed at birth. It can be learnt and enhanced. One can become more emotionally intelligent by learning and practising the skills of emotional intelligence.
What is Emotional Intelligence?
The term “emotional intelligence” was coined by psychologists Peter Salovey and John Mayer in 1990. It was then greatly popularized by Daniel Goleman in his bestseller, Emotional Intelligence.
Peter Salovey and John Mayer defined emotional intelligence in terms of being able to monitor and regulate one’s own and others’ feelings, and to use feelings to guide thought and action.1According to Goleman, emotional intelligence refers to “the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships.”2
Simply put, emotional intelligence is the ability to handle emotions in a way that enhances your productivity, personal power and quality of life around you. It involves making your emotions work for you.
Origins of Emotional Intelligence
It can be argued that emotional intelligence is not entirely a new concept. It has its roots in the concept of “social intelligence” which was first identified by E. L. Thorndike in 1920. Social intelligence is essentially the ability to understand others (what motivates them, how they work and how to work cooperatively with them) and to act wisely in human relations.3
Self-awareness, empathy and handling interpersonal relationships which make up the core of emotional intelligence are essentially dimensions of social intelligence. The dimensions of emotional intelligence are also closely related to other concepts of psychological maturity, emotional awareness, empathic listening and assertiveness.
Importance of Emotional Intelligence
Latest research findings show that IQ takes second position to emotional intelligence in determining outstanding job performance. The highest estimate of how much difference IQ accounts for success at the workplace is about 25%. A more accurate figure may be no higher than 10%, and perhaps as low as 4%.4 Daniel Goleman sums up the importance of emotional intelligence as follows: “For star performance in all jobs, in every field, emotional competence is twice as important as purely cognitive abilities.”5 Examples of emotional competencies are self-confidence, self-motivation, persistence, adaptability, empathy and initiative.
At the workplace, there is increasing evidence that IQ gets people hired, but EQ gets them promoted. More careers have been damaged due to poor interpersonal relationships rather than a lack of technical knowhow. EQ also directly affects teamwork and productivity.
Research shows that the careers of many managers were derailed due to poor interpersonal relationships, failure to build and lead a team, and inability to change and adapt during a transition. They were generally perceived as being poor communicators, abusive, manipulative, overly critical and poor team players.6
Major Domains of Emotional Intelligence
Emotional intelligence consists essentially of five major domains:7
Self-awareness which is the cornerstone of emotional intelligence. It involves observing oneself and recognizing a feeling as it happens; seeing the links between thoughts, feeling and reactions; seeing the consequences of alternative choices; recognizing one’s strengths and weaknesses; and seeing oneself in a positive but realistic light.
Managing emotions which comprises handling emotions appropriately. It involves keeping one’s anger in check, adapting oneself to change, and taking responsibility for personal performance.
Self-motivation which is primarily chanelling emotions in the service of a goal, delaying gratification, and stifling impulses. It includes achievement drive, initiative, commitment and perseverance.
Empathy which is essentially being sensitive to other people’s feelings and concerns besides respecting differences in how people feel about things. It encompasses understanding others, assisting others in their personal development, and anticipating and meeting customers’ requirements.
Handling relationships which encompasses managing emotions in others and social competence. This domain is critical for developing effective leadership and interpersonal relationships. It includes being a good listener; being assertive rather than angry or passive; managing conflict constructively; and learning the art of cooperation.
Tips for Promoting Self-Awareness
* Take responsibility for your emotions and behaviour.
* Identify your true feelings that greatly influence your behaviour and interactions with other people.
* Recognise your strengths and weaknesses.
* Identify events and behaviour which normally trigger your emotions. For example, identify what kind of situations or events can trigger your anger and what are its early signs.
* Tune in to your senses to pick up information about yourself, other people and different situations.
* Monitor your general behaviour and assess its impact on other people.
Tips for Managing Your Emotions Productively
* Avoid being swept away by your emotions. Remember that you are primarily responsible for your emotions and thoughts.
* Use "I" messages to express your emotions. Examples are: "I feel unappreciated when you take me for granted" and "I feel unimportant when you are late for your appointments with me."
* Pick an appropriate time for expressing your emotions.
* State what bothers you clearly, calmly and courteously. Avoid generalising and don't bring up old grudges.
* Take deep breaths or a time-out to stay on top of your behavioural actions.
* Seek solutions to problems rather than focusing on who is to be blamed.
Tips for Motivating Yourself
* Maintain a positive attitude of "I can do it." Think success, not failure. Establish specific, realistic and time-bounded goals.
* Wake up happy. Start the day with positive thoughts.
* Practise positive self-talk. Talk about your winners.
* Don't worry about things beyond your control. Have faith in God and hope for the best.
* Never belittle yourself. Accept compliments with a "thank you" and a smile.
* Break down formidable tasks into smaller and manageable components.
* Dare to fail. View failures as lessons learnt.
* Maintain perseverance in the face of setbacks. Try out new approaches instead of getting demoralized.
* Maintain the company of nourishing people. Avoid negaholics and "toxic" people.
* Visualize yourself undertaking challenging tasks successfully.
Tips for Empathizing with Others and Enhancing Social Competence
* Treat everyone with respect and dignity. Make them feel important. Remember and use other people's names.
* Be empathetic. Always try to see the other person's point of view. Try to understand why others feel the way they do.
* Be a good listener and encourage others to talk about themselves. Listen attentively with the purpose of understanding what is being said. Maintain eye contact and resist distractions.
* Make others feel good about themselves by giving them sincere, specific and timely praise.
* Call attention to people's mistakes indirectly and politely. Avoid making sarcastic remarks.
* Speak positively of others or not at all.
* Assist others in their growth and development. Share ideas, skills, experiences and pertinent information.
* Avoid personal attacks. Learn to make specific complaints by focusing on the undesirable behaviour of an individual.
* Admit your mistakes. Apologize sincerely and take the necessary steps to correct your behaviour.
* Seek out the good in others and accept them as they are.
* Ignore minor irritations and trivial issues.
* Create "win-win" relationships. Seek mutual benefit in all human interactions.
Notes
1. Cited in Daniel Goleman, Working with Emotional Intelligence (New York: Bantam Books, 1998), p. 317.
2. Ibid.
3. See Daniel Goleman, Emotional Intelligence (New York: Bantam Books, 1995), pp. 45-46.
4. Cited in Daniel Goleman, Working with Emotional Intelligence, p. 19.
5. Ibid., p. 34.
6. Cited in Robert Kreitner, Management (Boston: Houghton Mifflin Company, 1998), pp. 5-6.
7. The five major domains of emotional intelligence are based on the model proposed by Salovey and Mayer. See Daniel Goleman, Emotional Intelligence, pp. 46-47.
http://www.tqm.com.my/web/05_bookArticle_12.html
By Ranjit Singh Malhi, Ph.D.
Introduction
Recent behavioural research has shown that emotional intelligence is an important determinant of success in both our personal and professional lives. Emotionally intelligent managers are adept at making their emotions work for them. They are able to handle their emotions in ways that enhance their work productivity and quality of life around them. They use their emotions intelligently to guide their thinking and behaviour. Emotions are strong mental or instinctive feelings such as love, fear, hope, anger and sadness.
On the other hand, there are numerous cases of smart managers with high IQ who behave stupidly in emotionally charged situations. The lack of emotional intelligence often results in their emotions working against them with unproductive outcomes. I once worked under a boss who often shouted abusive and vulgar words at his subordinates in public when overwhelmed with anger. He was also unappreciative and had poor interpersonal skills. Due to his low emotional intelligence, he was greatly disliked by most people in the organization.
Fortunately, our level of emotional intelligence is not fixed at birth. It can be learnt and enhanced. One can become more emotionally intelligent by learning and practising the skills of emotional intelligence.
What is Emotional Intelligence?
The term “emotional intelligence” was coined by psychologists Peter Salovey and John Mayer in 1990. It was then greatly popularized by Daniel Goleman in his bestseller, Emotional Intelligence.
Peter Salovey and John Mayer defined emotional intelligence in terms of being able to monitor and regulate one’s own and others’ feelings, and to use feelings to guide thought and action.1According to Goleman, emotional intelligence refers to “the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships.”2
Simply put, emotional intelligence is the ability to handle emotions in a way that enhances your productivity, personal power and quality of life around you. It involves making your emotions work for you.
Origins of Emotional Intelligence
It can be argued that emotional intelligence is not entirely a new concept. It has its roots in the concept of “social intelligence” which was first identified by E. L. Thorndike in 1920. Social intelligence is essentially the ability to understand others (what motivates them, how they work and how to work cooperatively with them) and to act wisely in human relations.3
Self-awareness, empathy and handling interpersonal relationships which make up the core of emotional intelligence are essentially dimensions of social intelligence. The dimensions of emotional intelligence are also closely related to other concepts of psychological maturity, emotional awareness, empathic listening and assertiveness.
Importance of Emotional Intelligence
Latest research findings show that IQ takes second position to emotional intelligence in determining outstanding job performance. The highest estimate of how much difference IQ accounts for success at the workplace is about 25%. A more accurate figure may be no higher than 10%, and perhaps as low as 4%.4 Daniel Goleman sums up the importance of emotional intelligence as follows: “For star performance in all jobs, in every field, emotional competence is twice as important as purely cognitive abilities.”5 Examples of emotional competencies are self-confidence, self-motivation, persistence, adaptability, empathy and initiative.
At the workplace, there is increasing evidence that IQ gets people hired, but EQ gets them promoted. More careers have been damaged due to poor interpersonal relationships rather than a lack of technical knowhow. EQ also directly affects teamwork and productivity.
Research shows that the careers of many managers were derailed due to poor interpersonal relationships, failure to build and lead a team, and inability to change and adapt during a transition. They were generally perceived as being poor communicators, abusive, manipulative, overly critical and poor team players.6
Major Domains of Emotional Intelligence
Emotional intelligence consists essentially of five major domains:7
Self-awareness which is the cornerstone of emotional intelligence. It involves observing oneself and recognizing a feeling as it happens; seeing the links between thoughts, feeling and reactions; seeing the consequences of alternative choices; recognizing one’s strengths and weaknesses; and seeing oneself in a positive but realistic light.
Managing emotions which comprises handling emotions appropriately. It involves keeping one’s anger in check, adapting oneself to change, and taking responsibility for personal performance.
Self-motivation which is primarily chanelling emotions in the service of a goal, delaying gratification, and stifling impulses. It includes achievement drive, initiative, commitment and perseverance.
Empathy which is essentially being sensitive to other people’s feelings and concerns besides respecting differences in how people feel about things. It encompasses understanding others, assisting others in their personal development, and anticipating and meeting customers’ requirements.
Handling relationships which encompasses managing emotions in others and social competence. This domain is critical for developing effective leadership and interpersonal relationships. It includes being a good listener; being assertive rather than angry or passive; managing conflict constructively; and learning the art of cooperation.
Tips for Promoting Self-Awareness
* Take responsibility for your emotions and behaviour.
* Identify your true feelings that greatly influence your behaviour and interactions with other people.
* Recognise your strengths and weaknesses.
* Identify events and behaviour which normally trigger your emotions. For example, identify what kind of situations or events can trigger your anger and what are its early signs.
* Tune in to your senses to pick up information about yourself, other people and different situations.
* Monitor your general behaviour and assess its impact on other people.
Tips for Managing Your Emotions Productively
* Avoid being swept away by your emotions. Remember that you are primarily responsible for your emotions and thoughts.
* Use "I" messages to express your emotions. Examples are: "I feel unappreciated when you take me for granted" and "I feel unimportant when you are late for your appointments with me."
* Pick an appropriate time for expressing your emotions.
* State what bothers you clearly, calmly and courteously. Avoid generalising and don't bring up old grudges.
* Take deep breaths or a time-out to stay on top of your behavioural actions.
* Seek solutions to problems rather than focusing on who is to be blamed.
Tips for Motivating Yourself
* Maintain a positive attitude of "I can do it." Think success, not failure. Establish specific, realistic and time-bounded goals.
* Wake up happy. Start the day with positive thoughts.
* Practise positive self-talk. Talk about your winners.
* Don't worry about things beyond your control. Have faith in God and hope for the best.
* Never belittle yourself. Accept compliments with a "thank you" and a smile.
* Break down formidable tasks into smaller and manageable components.
* Dare to fail. View failures as lessons learnt.
* Maintain perseverance in the face of setbacks. Try out new approaches instead of getting demoralized.
* Maintain the company of nourishing people. Avoid negaholics and "toxic" people.
* Visualize yourself undertaking challenging tasks successfully.
Tips for Empathizing with Others and Enhancing Social Competence
* Treat everyone with respect and dignity. Make them feel important. Remember and use other people's names.
* Be empathetic. Always try to see the other person's point of view. Try to understand why others feel the way they do.
* Be a good listener and encourage others to talk about themselves. Listen attentively with the purpose of understanding what is being said. Maintain eye contact and resist distractions.
* Make others feel good about themselves by giving them sincere, specific and timely praise.
* Call attention to people's mistakes indirectly and politely. Avoid making sarcastic remarks.
* Speak positively of others or not at all.
* Assist others in their growth and development. Share ideas, skills, experiences and pertinent information.
* Avoid personal attacks. Learn to make specific complaints by focusing on the undesirable behaviour of an individual.
* Admit your mistakes. Apologize sincerely and take the necessary steps to correct your behaviour.
* Seek out the good in others and accept them as they are.
* Ignore minor irritations and trivial issues.
* Create "win-win" relationships. Seek mutual benefit in all human interactions.
Notes
1. Cited in Daniel Goleman, Working with Emotional Intelligence (New York: Bantam Books, 1998), p. 317.
2. Ibid.
3. See Daniel Goleman, Emotional Intelligence (New York: Bantam Books, 1995), pp. 45-46.
4. Cited in Daniel Goleman, Working with Emotional Intelligence, p. 19.
5. Ibid., p. 34.
6. Cited in Robert Kreitner, Management (Boston: Houghton Mifflin Company, 1998), pp. 5-6.
7. The five major domains of emotional intelligence are based on the model proposed by Salovey and Mayer. See Daniel Goleman, Emotional Intelligence, pp. 46-47.
http://www.tqm.com.my/web/05_bookArticle_12.html
Tuesday, February 7, 2012
Friday, December 30, 2011
Significance of Anaerobic Digestion of Food Waste
Significance of Anaerobic Digestion of Food Waste
by Salman Zafar
Anaerobic digestion is the most important method for the treatment of organic waste because of its techno-economic viability and environmental sustainability. The use of anaerobic digestion technology generates biogas and preserves the nutrients which are recycled back to the agricultural land in the form of slurry or solid fertilizer. The relevance of biogas technology lies in the fact that it makes the best possible utilization of various organic wastes as a renewable source of clean energy. A biogas plant is a decentralized energy system, which can lead to self-sufficiency in heat and power needs, and at the same time reduces environmental pollution. Thus, anaerobic digestion of food waste can lead to climate change mitigation, economic benefits and landfill diversion opportunities.
Of the different types of organic wastes available, food waste holds the highest potential in terms of economic exploitation as it contains high amount of carbon and can be efficiently converted into biogas and organic fertilizer. Food waste can either be utilized as a single substrate in a biogas plant, or can be co-digested with organic wastes like cow manure, poultry litter, sewage, crop residues, abattoir wastes etc.
Food waste is one of the single largest constituent of municipal solid waste stream. Diversion of food waste from landfills can provide significant contribution towards climate change mitigation, apart from generating revenues and creating employment opportunities. Rising energy prices and increasing environmental pollution makes it more important to harness renewable energy from food wastes. Anaerobic digestion technology is widely available worldwide and successful projects are already in place in several European as well as Asian countries which makes it imperative on waste generators and environmental agencies to root for a sustainable food waste management system.
http://bioenergyconsult.wordpress.com/tag/food-waste/
by Salman Zafar
Anaerobic digestion is the most important method for the treatment of organic waste because of its techno-economic viability and environmental sustainability. The use of anaerobic digestion technology generates biogas and preserves the nutrients which are recycled back to the agricultural land in the form of slurry or solid fertilizer. The relevance of biogas technology lies in the fact that it makes the best possible utilization of various organic wastes as a renewable source of clean energy. A biogas plant is a decentralized energy system, which can lead to self-sufficiency in heat and power needs, and at the same time reduces environmental pollution. Thus, anaerobic digestion of food waste can lead to climate change mitigation, economic benefits and landfill diversion opportunities.
Of the different types of organic wastes available, food waste holds the highest potential in terms of economic exploitation as it contains high amount of carbon and can be efficiently converted into biogas and organic fertilizer. Food waste can either be utilized as a single substrate in a biogas plant, or can be co-digested with organic wastes like cow manure, poultry litter, sewage, crop residues, abattoir wastes etc.
Food waste is one of the single largest constituent of municipal solid waste stream. Diversion of food waste from landfills can provide significant contribution towards climate change mitigation, apart from generating revenues and creating employment opportunities. Rising energy prices and increasing environmental pollution makes it more important to harness renewable energy from food wastes. Anaerobic digestion technology is widely available worldwide and successful projects are already in place in several European as well as Asian countries which makes it imperative on waste generators and environmental agencies to root for a sustainable food waste management system.
http://bioenergyconsult.wordpress.com/tag/food-waste/
Tuesday, December 20, 2011
January 2012 Gatherings by Camelia
January 2012 Gatherings by Camelia
“Came” means Business Networking (referral business/business gathering)
welcome to Camelia gatherings
Came 423
2 January 2012 (monday)
Time: 8pm to 10pm
Venue: Teh Chawan, Jalan Telawi, Bangsar, Kuala Lumpur,Malaysia.
Came 424
6 January 2012 (friday)
Time: 8pm to 10pm
Venue: Red Island Cafe, Jalan ss2/61,Petaling Jaya,Selangor,Malaysia.
Came 425
8 January 2012 (sunday)
Time: 2pm to 4pm
Venue: Mc Donald,Masjid Jamek,Kuala Lumpur Malaysia. (next STAR and PUTRALINE station)
Came 426
8 January 2012 (sunday)
Time: 6pm to 8pm
Venue: Old Town White Coffee,Jaya One,Jalan University,Petaling Jaya,Malaysia.
Came 427
9 January 2012 (monday)
Time: 3pm to 5pm
Venue: Old Town White Coffee,Leisure Mall,Taman Segar,Cheras,Kuala Lumpur,Malaysia.
Came 428
10 January 2012 (tuesday)
Time: 7pm to 9pm
Venue: Sri Melaka Restuarant,Amcorp Mall,Petaling Jaya,Selangor,Malaysia.
Came 429
19 January 2012 (thursday)
Time : 2pm to 4pm
Venue: Teh Tarik Place,Curve Shopping Mall,Petaling Jaya,Selangor, Malaysia
Came 430
19 January 2012 (thursday)
Time: 8pm to 10pm
Venue: Old Town White Coffee,Jalan Raja Laut,Kuala Lumpur,Malaysia. (next to STAR Bandaraya and SOGO shopping mall)
Came 431
24 January 2012 (tuesday)
Time: 4pm to 6pm
Venue: Mc Donalds,Jalan SS2,Petaling Jaya,Selangor,Malaysia.
Came 432
27 January 2012 (friday)
Time: 8pm to 10pm
Venue: Star Buck,KL Sentral Station,Kuala Lumpur,Malaysia
Came 433
28 January 2012 (saturday)
Time: 6pm to 8pm
Venue: Station 1cafe,Sunway Metro,Petaling Jaya,Selangor,Malaysia (next Sunway Pyramid Mall)
Pls Call /SMS to confirm the date/place/time.
Please give me time to reserve a seat for you.
Do not be LAST MINUTE.I will not entertain you.
You may bring your friends or bosses or spouse.
PLEASE BE PUNCTUAL, Thank you!!
Mobile : 6-016-9795515
Love Camelia
Malaysian Chinese lady
*Venue and time subject to change
*Please pay your drinks / meals
*No entrance fee and no membership
“Came” means Business Networking (referral business/business gathering)
welcome to Camelia gatherings
Came 423
2 January 2012 (monday)
Time: 8pm to 10pm
Venue: Teh Chawan, Jalan Telawi, Bangsar, Kuala Lumpur,Malaysia.
Came 424
6 January 2012 (friday)
Time: 8pm to 10pm
Venue: Red Island Cafe, Jalan ss2/61,Petaling Jaya,Selangor,Malaysia.
Came 425
8 January 2012 (sunday)
Time: 2pm to 4pm
Venue: Mc Donald,Masjid Jamek,Kuala Lumpur Malaysia. (next STAR and PUTRALINE station)
Came 426
8 January 2012 (sunday)
Time: 6pm to 8pm
Venue: Old Town White Coffee,Jaya One,Jalan University,Petaling Jaya,Malaysia.
Came 427
9 January 2012 (monday)
Time: 3pm to 5pm
Venue: Old Town White Coffee,Leisure Mall,Taman Segar,Cheras,Kuala Lumpur,Malaysia.
Came 428
10 January 2012 (tuesday)
Time: 7pm to 9pm
Venue: Sri Melaka Restuarant,Amcorp Mall,Petaling Jaya,Selangor,Malaysia.
Came 429
19 January 2012 (thursday)
Time : 2pm to 4pm
Venue: Teh Tarik Place,Curve Shopping Mall,Petaling Jaya,Selangor, Malaysia
Came 430
19 January 2012 (thursday)
Time: 8pm to 10pm
Venue: Old Town White Coffee,Jalan Raja Laut,Kuala Lumpur,Malaysia. (next to STAR Bandaraya and SOGO shopping mall)
Came 431
24 January 2012 (tuesday)
Time: 4pm to 6pm
Venue: Mc Donalds,Jalan SS2,Petaling Jaya,Selangor,Malaysia.
Came 432
27 January 2012 (friday)
Time: 8pm to 10pm
Venue: Star Buck,KL Sentral Station,Kuala Lumpur,Malaysia
Came 433
28 January 2012 (saturday)
Time: 6pm to 8pm
Venue: Station 1cafe,Sunway Metro,Petaling Jaya,Selangor,Malaysia (next Sunway Pyramid Mall)
Pls Call /SMS to confirm the date/place/time.
Please give me time to reserve a seat for you.
Do not be LAST MINUTE.I will not entertain you.
You may bring your friends or bosses or spouse.
PLEASE BE PUNCTUAL, Thank you!!
Mobile : 6-016-9795515
Love Camelia
Malaysian Chinese lady
*Venue and time subject to change
*Please pay your drinks / meals
*No entrance fee and no membership
Monday, December 19, 2011
Nickel Cadmium Battery
Nickel Cadmium Battery
According to the Batteries Plus website, they recycle these types of spent batteries: “lead acid (Pb) batteries used in cars, trucks and emergency lighting, Nickel Cadmium (NiCd) batteries used in cordless phones, cordless tools and two way radios, Nickel Metal Hydride (NiMH) batteries used in camcorders, bar code scanners and digital cameras, Lithium Ion (Li Ion) or Lithium Polymer (Li Poly) used in cell phones and laptops.”
This retail store has locations all over the U.S. and you can find a location near you to take the batteries mentioned above there and they actually do recycle them. And not “recycle” as defined by “throw into a hole in the ground…” What happens to some of our e-waste is the topic for another day. In any case, I wondered- “What happens to the batteries after I drop them off at their store?” It’s important to know if the common household batteries you bring in are actually recycled in the United States. Here are some important recycling questions to ask any place you bring items.
It turns out, batteries are sent out to a company by the name of Battery Solutions, Inc. or BSI. BSI is an approved recycling vendor that also supplies containers/boxes to anyone that wants one, in which you can put specific types of batteries. Then they are sent out to BSI under guidelines set by the DOT and EPA. The U.S. Department of Transportation tightened regulations for shipping batteries (because some of them caught fire during shipping). This is why the battery terminals need to be taped! On the BSI website, they also talk about what happens to batteries after they receive them! Success!
Saturday, November 19, 2011
Angry Bird
http://singaporeseen.stomp.com.sg/stomp/sgseen/this_urban_jungle/770318/inconsiderate_commuters_this_chicken_will.html
Friday, November 11, 2011
What Bill Gates Says About Drug Companies
What Bill Gates Says About Drug Companies
Most of what Bill Gates said to me over the course of two interviews found its way into the cover profile of him I wrote for the most recent issue of Forbes. But one set of ideas didn’t really make it: his unique and thoughtful perspective on the pharmaceuticals industry.
Few outsiders have had as clear a view of the drug business as Gates. Over the past decade, Gates has relied on giants like Merck, Pfizer, and Sanofi-Aventis to provide the vaccines that are a lynchpin of his charitable work. He’s had a long-standing collaboration with GlaxoSmithKline over a malaria vaccine. The Bill & Melinda Gates Foundation recruited its last research head, Tachi Yamada, from Glaxo, where he had headed drug R&D. During his tenure, Yamada helped the Gates Foundation develop a meningitis vaccine from scratch to help people in parts of Africa. Yamada’s replacement, Trevor Mundel, hails from Novartis, where he ran clinical trials – a sign that some industry insiders say means that the Gates Foundation may be heading even further into the development of new vaccines and drugs.
After a conversation with Gates, one wonders if the drug industry has hurt itself by focusing too much on $100,000 cancer drugs and blockbuster pills that can be sold to millions, and not enough on products that are far more cost-effective. And then, of course, there’s the fact that the entire $600 billion pharmaceutical industry has spent the past decade in a research drought, getting comparatively few new medicines to market.
“Fortunately, our vaccine discovery rate has been better than the recent drug discovery rate of pharma,” Gates said. “And, you know, pharma doing well is important for the world, so hopefully their discovery rate will go up.”
Ten or fifteen years ago, nobody in the drug business would have held up vaccines as profit centers. That was the age of Pfizer’s Viagra having the fastest drug launch in history, of the even bigger cholesterol-lowering medicine Lipitor becoming the best-selling drug in history and forcing Pfizer’s $116 billion buyout of partner Warner-Lambert, ushering in a new age of megamergers that experts believe may have squelched innovation in drug company labs.
Says Gates: “If you 15 years ago had said, ‘How important are vaccines to these various businesses?’ They would have said, “You know, our drug businesses are going to do so well. And vaccines are so tough, particularly because of liability issues.’”
But vaccines, Gates argues, “actually have more impact on health than all the new drugs.” And the pharmaceutical businesses didn’t do as well as expected. For Pfizer, for instance, a big bet on a Lipitor follow-up went down in flames when the drug turned out to increase, not decrease, the death rate. But now Pfizer is betting big on a vaccine, called Prevnar, against the pneumococcus bacteria. After Lipitor loses patent protection, Prevnar may well be the company’s top seller.
Gates thinks it is “ironic” that vaccines have done so well, along with AIDS drugs that have been a boon to companies like Gilead, one of the biggest biotechnology companies, and Merck, while heartburn medicines, cholesterol drugs, and antidepressants have failed to pay off.
When it comes to cancer drugs like Avastin and Erbitux, some of the biggest sales successes of the past decade, Gates seems unimpressed. “There’s always this divergence between what’s financially attractive and what has dramatic profit and the number of life years that you really save.” Take for instance, Novartis’ Gleevec, the crown jewel of targeted cancer drugs that can put chronic myelogenous leukemia and gastrointestinal stromal tumors into remission. “Do the math on that versus, says, preventing Parkinson’s or preventing Alzheimer’s. It’s in a different universe.”
The good news, to Gates’ mind, is that right now people are making money in the vaccine business. That means that more research is getting funded, and more innovation is happening.
“The rich world companies do more,” he says, “and that means the Chinese and Indian companies see that and they do more. You know, so it’s a pretty good virtuous cycle right now in terms of focus on vaccines. ”
Part of the drug industry’s problem, though, is that the process of inventing new drugs and vaccines has gotten more complex. Forty years ago, Leo Sternbach, a Roche scientist, could invent whole swaths of anti-anxiety drugs, and Merck vaccine researcher Maurice Hilleman, one of Gates’ heroes, could develop the bulk of the vaccines still given to children today.
“It’s like the breadth of software I got to do at Microsoft,” says Gates. “Things become more specialized and, you know, and more complex. So the idea that one guy does, like, ten different vaccines, including multiple iterations of them. And the combinations of them. He was on a roll. He got Merck into that. He figured out how it worked. He had the guts to go and try things.”
The sad reality: as innovation piles on innovation, doing something new and different only gets harder.
http://www.forbes.com/sites/matthewherper/2011/11/10/what-bill-gates-says-about-drug-companies-2/2/
Most of what Bill Gates said to me over the course of two interviews found its way into the cover profile of him I wrote for the most recent issue of Forbes. But one set of ideas didn’t really make it: his unique and thoughtful perspective on the pharmaceuticals industry.
Few outsiders have had as clear a view of the drug business as Gates. Over the past decade, Gates has relied on giants like Merck, Pfizer, and Sanofi-Aventis to provide the vaccines that are a lynchpin of his charitable work. He’s had a long-standing collaboration with GlaxoSmithKline over a malaria vaccine. The Bill & Melinda Gates Foundation recruited its last research head, Tachi Yamada, from Glaxo, where he had headed drug R&D. During his tenure, Yamada helped the Gates Foundation develop a meningitis vaccine from scratch to help people in parts of Africa. Yamada’s replacement, Trevor Mundel, hails from Novartis, where he ran clinical trials – a sign that some industry insiders say means that the Gates Foundation may be heading even further into the development of new vaccines and drugs.
After a conversation with Gates, one wonders if the drug industry has hurt itself by focusing too much on $100,000 cancer drugs and blockbuster pills that can be sold to millions, and not enough on products that are far more cost-effective. And then, of course, there’s the fact that the entire $600 billion pharmaceutical industry has spent the past decade in a research drought, getting comparatively few new medicines to market.
“Fortunately, our vaccine discovery rate has been better than the recent drug discovery rate of pharma,” Gates said. “And, you know, pharma doing well is important for the world, so hopefully their discovery rate will go up.”
Ten or fifteen years ago, nobody in the drug business would have held up vaccines as profit centers. That was the age of Pfizer’s Viagra having the fastest drug launch in history, of the even bigger cholesterol-lowering medicine Lipitor becoming the best-selling drug in history and forcing Pfizer’s $116 billion buyout of partner Warner-Lambert, ushering in a new age of megamergers that experts believe may have squelched innovation in drug company labs.
Says Gates: “If you 15 years ago had said, ‘How important are vaccines to these various businesses?’ They would have said, “You know, our drug businesses are going to do so well. And vaccines are so tough, particularly because of liability issues.’”
But vaccines, Gates argues, “actually have more impact on health than all the new drugs.” And the pharmaceutical businesses didn’t do as well as expected. For Pfizer, for instance, a big bet on a Lipitor follow-up went down in flames when the drug turned out to increase, not decrease, the death rate. But now Pfizer is betting big on a vaccine, called Prevnar, against the pneumococcus bacteria. After Lipitor loses patent protection, Prevnar may well be the company’s top seller.
Gates thinks it is “ironic” that vaccines have done so well, along with AIDS drugs that have been a boon to companies like Gilead, one of the biggest biotechnology companies, and Merck, while heartburn medicines, cholesterol drugs, and antidepressants have failed to pay off.
When it comes to cancer drugs like Avastin and Erbitux, some of the biggest sales successes of the past decade, Gates seems unimpressed. “There’s always this divergence between what’s financially attractive and what has dramatic profit and the number of life years that you really save.” Take for instance, Novartis’ Gleevec, the crown jewel of targeted cancer drugs that can put chronic myelogenous leukemia and gastrointestinal stromal tumors into remission. “Do the math on that versus, says, preventing Parkinson’s or preventing Alzheimer’s. It’s in a different universe.”
The good news, to Gates’ mind, is that right now people are making money in the vaccine business. That means that more research is getting funded, and more innovation is happening.
“The rich world companies do more,” he says, “and that means the Chinese and Indian companies see that and they do more. You know, so it’s a pretty good virtuous cycle right now in terms of focus on vaccines. ”
Part of the drug industry’s problem, though, is that the process of inventing new drugs and vaccines has gotten more complex. Forty years ago, Leo Sternbach, a Roche scientist, could invent whole swaths of anti-anxiety drugs, and Merck vaccine researcher Maurice Hilleman, one of Gates’ heroes, could develop the bulk of the vaccines still given to children today.
“It’s like the breadth of software I got to do at Microsoft,” says Gates. “Things become more specialized and, you know, and more complex. So the idea that one guy does, like, ten different vaccines, including multiple iterations of them. And the combinations of them. He was on a roll. He got Merck into that. He figured out how it worked. He had the guts to go and try things.”
The sad reality: as innovation piles on innovation, doing something new and different only gets harder.
http://www.forbes.com/sites/matthewherper/2011/11/10/what-bill-gates-says-about-drug-companies-2/2/
Sunday, October 30, 2011
Steve Jobs regretted cancer surgery delay, biographer says
Steve Jobs regretted cancer surgery delay, biographer says
David Sarno
October 21, 2011 - 9:33AM
For months after his pancreatic cancer diagnosis in 2004, Steve Jobs decided to try to treat his illness with eastern-style remedies, rather than surgery. But delaying that surgery may have cost him his long-term health - and it was a decision he regretted.
This comes from Jobs's biographer, Walter Isaacson, who will appear in an interview this weekend on 60 Minutes in the US to discuss Jobs and his upcoming book, Steve Jobs.
Advertisement: Story continues below
Walter Isaacson.
Watch: preview the 60 Minutes interview
According to Isaacson, Jobs had a "very slow growing" type of pancreatic cancer "that can actually be cured", but still opted not to get the surgery until nine months had gone by and it may have been too late.
"I've asked him" why he didn't get the operation, Isaacson told Steve Kroft of 60 Minutes. "And he said, 'I didn't want my body to be opened. … I didn't want to be violated in that way'. I think that he kind of felt that if you ignore something, if you don't want something to exist, you can have magical thinking. It'd work for him in the past. He'd regret it."
Soon, Isaacson says, Jobs's wife and everyone around him convinced him to "quit trying to treat it with all these roots and vegetables and things", he said. But by then it may have been too late, as the cancer had spread to surrounding tissues.
Isaacson is the only author to whom Jobs gave long-term access, and he conducted more than 40 interviews. The book is scheduled to come out next week.
LA Times
Read more: http://www.smh.com.au/technology/technology-news/steve-jobs-regretted-cancer-surgery-delay-biographer-says-20111021-1mb1m.html#ixzz1bQ5HpB9T
-----------------------------------------------------------------
David Sarno
October 21, 2011 - 9:33AM
For months after his pancreatic cancer diagnosis in 2004, Steve Jobs decided to try to treat his illness with eastern-style remedies, rather than surgery. But delaying that surgery may have cost him his long-term health - and it was a decision he regretted.
This comes from Jobs's biographer, Walter Isaacson, who will appear in an interview this weekend on 60 Minutes in the US to discuss Jobs and his upcoming book, Steve Jobs.
Advertisement: Story continues below
Walter Isaacson.
Watch: preview the 60 Minutes interview
According to Isaacson, Jobs had a "very slow growing" type of pancreatic cancer "that can actually be cured", but still opted not to get the surgery until nine months had gone by and it may have been too late.
"I've asked him" why he didn't get the operation, Isaacson told Steve Kroft of 60 Minutes. "And he said, 'I didn't want my body to be opened. … I didn't want to be violated in that way'. I think that he kind of felt that if you ignore something, if you don't want something to exist, you can have magical thinking. It'd work for him in the past. He'd regret it."
Soon, Isaacson says, Jobs's wife and everyone around him convinced him to "quit trying to treat it with all these roots and vegetables and things", he said. But by then it may have been too late, as the cancer had spread to surrounding tissues.
Isaacson is the only author to whom Jobs gave long-term access, and he conducted more than 40 interviews. The book is scheduled to come out next week.
LA Times
Read more: http://www.smh.com.au/technology/technology-news/steve-jobs-regretted-cancer-surgery-delay-biographer-says-20111021-1mb1m.html#ixzz1bQ5HpB9T
-----------------------------------------------------------------
'I'm going to destroy Android': Jobs declared 'thermonuclear war' on Google
'I'm going to destroy Android': Jobs declared 'thermonuclear war' on Google
Rachel Metz, Barbara Ortutay and Jordan Robertson
October 21, 2011 - 1:35PM
Steve Jobs ... regretted not having surgery earlier. Photo: Paul Sakuma
Apple closes for staff to say last goodbye to Jobs
A new biography portrays Steve Jobs as a sceptic all his life - giving up religion because he was troubled by starving children, calling executives who took over Apple "corrupt" and delaying cancer surgery in favour of cleansings and herbal medicine.
Steve Jobs by Walter Isaacson, to be published in the US on Monday, also says Jobs came up with the company's name while he was on a diet of fruits and vegetables, and as a teenager perfected staring at people without blinking.
The Associated Press purchased a copy of the book on Thursday in the US.
The book delves into Jobs's decision to delay surgery for nine months after learning in October 2003 that he had a neuroendocrine tumour - a relatively rare type of pancreatic cancer that normally grows more slowly and is therefore more treatable.
Instead, he tried a vegan diet, acupuncture, herbal remedies and other treatments he found online, and even consulted a psychic. He went to a clinic that advised juice fasts, bowel cleansings and other unproved approaches before having surgery in 2004.
Isaacson, quoting Jobs, writes in the book: "'I really didn't want them to open up my body, so I tried to see if a few other things would work,' he told me years later with a hint of regret."
Jobs died on October 5, at age 56, after a battle with cancer.
The book also provides insight into the unravelling of Jobs's relationship with Eric Schmidt, the former chief executive of Google and an Apple board member from 2006 to 2009. Schmidt had quit Apple's board as Google and Apple went head-to-head in smartphones, Apple with its iPhone and Google with its Android software.
Isaacson wrote that Jobs was livid in January 2010 when HTC introduced an Android phone that boasted many of the touch and other popular features of the iPhone. Apple sued, and Jobs told Isaacson in an expletive-laced rant that Google's actions amounted to "grand theft".
"I will spend my last dying breath if I need to, and I will spend every penny of Apple's $US40 billion in the bank, to right this wrong," Jobs said. "I'm going to destroy Android, because it's a stolen product. I'm willing to go thermonuclear war on this."
Jobs used an expletive to describe Android and Google Docs, Google's internet-based word processing program. In a subsequent meeting with Schmidt at a cafe in Palo Alto, California, Jobs told Schmidt that he wasn't interested in settling the lawsuit, the book says.
"I don't want your money. If you offer me $US5 billion, I won't want it. I've got plenty of money. I want you to stop using our ideas in Android, that's all I want."
The meeting, Isaacson wrote, resolved nothing.
The book is clearly designed to evoke the Apple style. Its cover features the title and author's name starkly printed in black and grey type against a white background, along with a black-and-white photo of Jobs, thumb and forefinger to his chin.
The biography, for which Jobs granted more than three dozen interviews, is also a look into the thoughts of a man who was famously secret, guarding details of his life as he did Apple's products, and generating plenty of psychoanalysis from a distance.
Jobs resigned as Apple's CEO on August 24, six weeks before he died.
Doctors said on Thursday that it was not clear whether the delayed treatment made a difference in Jobs's chances of survival.
"People live with these cancers for far longer than nine months before they're even diagnosed," so it's not known how quickly one can prove fatal, said Dr Len Lichtenfeld, deputy chief medical officer of the American Cancer Society.
Dr Michael Pishvaian, a pancreatic cancer expert at Georgetown University's Lombardi Comprehensive Cancer Centre, said people were often in denial after a cancer diagnosis, and some took a long time to accept recommended treatments.
"We've had many patients who have had bad outcomes when they have delayed treatment. Nine months is certainly a significant period of time to delay," he said.
Fortune magazine reported in 2008 that Jobs tried alternative treatments because he was suspicious of mainstream medicine.
The book says Jobs gave up Christianity at the age of 13 when he saw starving children on the cover of Life magazine. He asked whether his Sunday school pastor knew what would happen to them.
Jobs never went back to church, though he did study Zen Buddhism later.
Jobs calls the crop of executives brought in to run Apple after he was ousted in 1985 "corrupt people" with "corrupt values" who cared only about making money. Jobs himself is described as caring far more about product than profit.
He told Issacson they cared only about making money "for themselves mainly, and also for Apple - rather than making great products".
Jobs returned to the company in 1997. After that, he introduced the candy-coloured iMac computer, the iPod, the iPhone and the iPad, and turned Apple into the most valuable company in America by market value for a time.
The book says that, while some Apple board members were happy that Hewlett-Packard gave up trying to compete with Apple's iPad, Jobs did not think it was cause for celebration.
"Hewlett and Packard built a great company, and they thought they had left it in good hands," Jobs told Isaacson. "But now it's being dismembered and destroyed."
"I hope I've left a stronger legacy so that will never happen at Apple," he added.
Advance sales of the book have topped best-seller lists. Much of the biography adds to what was already known, or speculated, about Jobs. While Isaacson is not the first to tell Jobs's story, he had unprecedented access. Their last interview was weeks before Jobs died.
Jobs reveals in the book that he did not want to go to college, and the only school he applied to was Reed, a costly private college in Portland, Oregon.
Once accepted, his parents tried to talk him out of attending Reed, but he told them he wouldn't go to college if they didn't let him go there. Jobs wound up attending but dropped out after less than a year and never went back.
Jobs told Isaacson that he tried various diets, including one of fruits and vegetables. On the naming of Apple, he said he was "on one of my fruitarian diets". He said he had just come back from an apple farm, and thought the name sounded "fun, spirited and not intimidating".
Jobs's eye for simple, clean design was evident early. The case of the Apple II computer had originally included a Plexiglas cover, metal straps and a roll-top door. Jobs, though, wanted something elegant that would make Apple stand out.
He told Isaacson he was struck by Cuisinart food processors while browsing at a department store and decided he wanted a case made of molded plastic.
He called Jonathan Ive, Apple's design chief, his "spiritual partner" at Apple. He told Isaacson that Ive had "more operation power" at Apple than anyone besides Jobs himself - that there's no one at the company who can tell Ive what to do. That, said Jobs, was "the way I set it up".
Jobs was never a typical CEO. Apple's first president, Mike Scott, was hired mainly to manage Jobs, then 22. One of his first projects, according to the book, was getting Jobs to bathe more often. It didn't work.
Jobs's dabbling in LSD and other aspects of 1960s counterculture has been well documented. In the book, Jobs says LSD "reinforced my sense of what was important - creating great things instead of making money, putting things back into the stream of history and of human consciousness as much as I could".
He also revealed that the Beatles were one of his favourite bands, and one of his wishes was to get the band on iTunes, Apple's revolutionary online music store, before he died. The Beatles' music went on sale on iTunes late last year.
The book was originally called iSteve and was scheduled to come out in March. The release date was moved up to November, then, after Jobs's death, to Monday. It is published by Simon & Schuster and will sell for $US35.
Isaacson will appear on Sunday on 60 Minutes in the US. CBS News, which airs the program, released excerpts of the book on Thursday.
Watch: preview the 60 Minutes interview
Read more: http://www.smh.com.au/technology/technology-news/im-going-to-destroy-android-jobs-declared-thermonuclear-war-on-google-20111021-1mbaq.html#ixzz1bPhla9Io
Rachel Metz, Barbara Ortutay and Jordan Robertson
October 21, 2011 - 1:35PM
Steve Jobs ... regretted not having surgery earlier. Photo: Paul Sakuma
Apple closes for staff to say last goodbye to Jobs
A new biography portrays Steve Jobs as a sceptic all his life - giving up religion because he was troubled by starving children, calling executives who took over Apple "corrupt" and delaying cancer surgery in favour of cleansings and herbal medicine.
Steve Jobs by Walter Isaacson, to be published in the US on Monday, also says Jobs came up with the company's name while he was on a diet of fruits and vegetables, and as a teenager perfected staring at people without blinking.
The Associated Press purchased a copy of the book on Thursday in the US.
The book delves into Jobs's decision to delay surgery for nine months after learning in October 2003 that he had a neuroendocrine tumour - a relatively rare type of pancreatic cancer that normally grows more slowly and is therefore more treatable.
Instead, he tried a vegan diet, acupuncture, herbal remedies and other treatments he found online, and even consulted a psychic. He went to a clinic that advised juice fasts, bowel cleansings and other unproved approaches before having surgery in 2004.
Isaacson, quoting Jobs, writes in the book: "'I really didn't want them to open up my body, so I tried to see if a few other things would work,' he told me years later with a hint of regret."
Jobs died on October 5, at age 56, after a battle with cancer.
The book also provides insight into the unravelling of Jobs's relationship with Eric Schmidt, the former chief executive of Google and an Apple board member from 2006 to 2009. Schmidt had quit Apple's board as Google and Apple went head-to-head in smartphones, Apple with its iPhone and Google with its Android software.
Isaacson wrote that Jobs was livid in January 2010 when HTC introduced an Android phone that boasted many of the touch and other popular features of the iPhone. Apple sued, and Jobs told Isaacson in an expletive-laced rant that Google's actions amounted to "grand theft".
"I will spend my last dying breath if I need to, and I will spend every penny of Apple's $US40 billion in the bank, to right this wrong," Jobs said. "I'm going to destroy Android, because it's a stolen product. I'm willing to go thermonuclear war on this."
Jobs used an expletive to describe Android and Google Docs, Google's internet-based word processing program. In a subsequent meeting with Schmidt at a cafe in Palo Alto, California, Jobs told Schmidt that he wasn't interested in settling the lawsuit, the book says.
"I don't want your money. If you offer me $US5 billion, I won't want it. I've got plenty of money. I want you to stop using our ideas in Android, that's all I want."
The meeting, Isaacson wrote, resolved nothing.
The book is clearly designed to evoke the Apple style. Its cover features the title and author's name starkly printed in black and grey type against a white background, along with a black-and-white photo of Jobs, thumb and forefinger to his chin.
The biography, for which Jobs granted more than three dozen interviews, is also a look into the thoughts of a man who was famously secret, guarding details of his life as he did Apple's products, and generating plenty of psychoanalysis from a distance.
Jobs resigned as Apple's CEO on August 24, six weeks before he died.
Doctors said on Thursday that it was not clear whether the delayed treatment made a difference in Jobs's chances of survival.
"People live with these cancers for far longer than nine months before they're even diagnosed," so it's not known how quickly one can prove fatal, said Dr Len Lichtenfeld, deputy chief medical officer of the American Cancer Society.
Dr Michael Pishvaian, a pancreatic cancer expert at Georgetown University's Lombardi Comprehensive Cancer Centre, said people were often in denial after a cancer diagnosis, and some took a long time to accept recommended treatments.
"We've had many patients who have had bad outcomes when they have delayed treatment. Nine months is certainly a significant period of time to delay," he said.
Fortune magazine reported in 2008 that Jobs tried alternative treatments because he was suspicious of mainstream medicine.
The book says Jobs gave up Christianity at the age of 13 when he saw starving children on the cover of Life magazine. He asked whether his Sunday school pastor knew what would happen to them.
Jobs never went back to church, though he did study Zen Buddhism later.
Jobs calls the crop of executives brought in to run Apple after he was ousted in 1985 "corrupt people" with "corrupt values" who cared only about making money. Jobs himself is described as caring far more about product than profit.
He told Issacson they cared only about making money "for themselves mainly, and also for Apple - rather than making great products".
Jobs returned to the company in 1997. After that, he introduced the candy-coloured iMac computer, the iPod, the iPhone and the iPad, and turned Apple into the most valuable company in America by market value for a time.
The book says that, while some Apple board members were happy that Hewlett-Packard gave up trying to compete with Apple's iPad, Jobs did not think it was cause for celebration.
"Hewlett and Packard built a great company, and they thought they had left it in good hands," Jobs told Isaacson. "But now it's being dismembered and destroyed."
"I hope I've left a stronger legacy so that will never happen at Apple," he added.
Advance sales of the book have topped best-seller lists. Much of the biography adds to what was already known, or speculated, about Jobs. While Isaacson is not the first to tell Jobs's story, he had unprecedented access. Their last interview was weeks before Jobs died.
Jobs reveals in the book that he did not want to go to college, and the only school he applied to was Reed, a costly private college in Portland, Oregon.
Once accepted, his parents tried to talk him out of attending Reed, but he told them he wouldn't go to college if they didn't let him go there. Jobs wound up attending but dropped out after less than a year and never went back.
Jobs told Isaacson that he tried various diets, including one of fruits and vegetables. On the naming of Apple, he said he was "on one of my fruitarian diets". He said he had just come back from an apple farm, and thought the name sounded "fun, spirited and not intimidating".
Jobs's eye for simple, clean design was evident early. The case of the Apple II computer had originally included a Plexiglas cover, metal straps and a roll-top door. Jobs, though, wanted something elegant that would make Apple stand out.
He told Isaacson he was struck by Cuisinart food processors while browsing at a department store and decided he wanted a case made of molded plastic.
He called Jonathan Ive, Apple's design chief, his "spiritual partner" at Apple. He told Isaacson that Ive had "more operation power" at Apple than anyone besides Jobs himself - that there's no one at the company who can tell Ive what to do. That, said Jobs, was "the way I set it up".
Jobs was never a typical CEO. Apple's first president, Mike Scott, was hired mainly to manage Jobs, then 22. One of his first projects, according to the book, was getting Jobs to bathe more often. It didn't work.
Jobs's dabbling in LSD and other aspects of 1960s counterculture has been well documented. In the book, Jobs says LSD "reinforced my sense of what was important - creating great things instead of making money, putting things back into the stream of history and of human consciousness as much as I could".
He also revealed that the Beatles were one of his favourite bands, and one of his wishes was to get the band on iTunes, Apple's revolutionary online music store, before he died. The Beatles' music went on sale on iTunes late last year.
The book was originally called iSteve and was scheduled to come out in March. The release date was moved up to November, then, after Jobs's death, to Monday. It is published by Simon & Schuster and will sell for $US35.
Isaacson will appear on Sunday on 60 Minutes in the US. CBS News, which airs the program, released excerpts of the book on Thursday.
Watch: preview the 60 Minutes interview
Read more: http://www.smh.com.au/technology/technology-news/im-going-to-destroy-android-jobs-declared-thermonuclear-war-on-google-20111021-1mbaq.html#ixzz1bPhla9Io
Thursday, October 20, 2011
Tips for Reaching Out to Twitter's 50 Million Daily Users
Tips for Reaching Out to Twitter's 50 Million Daily Users
by Angela West
19.10.2011 kl 22:22 | PC World (US)
Web designers, advertising agencies, and people with a firm grip on the online world have known for years that Twitter is indispensable. The trick has always been how to communicate that to the business owners who were their clients.
Web designers, advertising agencies, and people with a firm grip on the online world have known for years that Twitter is indispensable. The trick has always been how to communicate that to the business owners who were their clients.
Flash to today. Twitter CEO Dick Costolo revealed at the Web 2.0 Summit in San Francisco that Twitter is valued at $8 billion and boasts over 100 million users, 50 million of whom log in daily. Those users send 250 million tweets a day. In addition, Facebook is letting users update their Twitter accounts from Facebook, which will encourage even more use .
The number of daily users and tweets being sent per day represent missed business opportunities if you're not using Twitter well. Luckily, getting on Twitter is simple. For your business, you might want to take the extra step of having a graphic designer create a properly branded Twitter background for your profile. Also create a decent photo or logo to use as your Twitter avatar, the picture that appears to the left of your tweets and at the top of your page.
Find Followers Who Are Potential Clients
If you're a real estate agent, adding people interested in properties is likely to net you a following of other agents, not people interested in purchasing homes in your area. Go where your customers are. Search for users in your area who have interests similar to those in your usual demographic. If you sell condos, add a few followers a day who look like young urban professionals. If you sell homes, look for local mom bloggers and add them. This method takes a little more time, but it's much more likely to net relevant followers.
Use Twitter Properly as a Business
Many companies get on Twitter and tweet boring stuff like corporate donations, company news, and their latest press release. While there is room on Twitter for these announcements, if they're all your company pumps out, potential clients will largely ignore your Twitter account.
Remember that Twitter is, at its core, a two-way channel to communicate your and brand to the world. It's not a one-way advertising channel. You need to make sure that you're interacting with your followers rather than just throwing links out to the world. Give a couple of people in your organization the job of managing the Twitter account, and make sure to pass along and follow up on inquiries and service requests.
Take a look at your core demographic. If they're seniors, they'll appreciate links to helpful articles about programs to fight identity theft or other scams. If they're younger adults, they'll more likely to click on links to cool YouTube videos.
Schedule Tweets to Save Time
With HootSuite, multiple users can log into a Twitter account and manage it from anywhere. You can schedule tweets, which means you can take a few minutes in the morning to line up tweets throughout the day. You can also set Twitter up to email you when someone mentions you on Twitter or asks you a question, which lets your company jump on the request right away without constantly monitoring the service.
If you were off the Twitter bandwagon until now, have a look at the numbers and examine if you can devote a small amount of resources to start up your account and maintain a Twitter account.
Angela West dreams of opening a Fallout-themed pub featuring wait staff with Pip-Boys. She's written for big insurance companies, small wildlife control businesses, gourmet food chains, and more. Follow her on Twitter at @angelawest.
http://news.idg.no/cw/art.cfm?id=334E9AF7-1A64-6A71-CEE2D6187B86E484
by Angela West
19.10.2011 kl 22:22 | PC World (US)
Web designers, advertising agencies, and people with a firm grip on the online world have known for years that Twitter is indispensable. The trick has always been how to communicate that to the business owners who were their clients.
Web designers, advertising agencies, and people with a firm grip on the online world have known for years that Twitter is indispensable. The trick has always been how to communicate that to the business owners who were their clients.
Flash to today. Twitter CEO Dick Costolo revealed at the Web 2.0 Summit in San Francisco that Twitter is valued at $8 billion and boasts over 100 million users, 50 million of whom log in daily. Those users send 250 million tweets a day. In addition, Facebook is letting users update their Twitter accounts from Facebook, which will encourage even more use .
The number of daily users and tweets being sent per day represent missed business opportunities if you're not using Twitter well. Luckily, getting on Twitter is simple. For your business, you might want to take the extra step of having a graphic designer create a properly branded Twitter background for your profile. Also create a decent photo or logo to use as your Twitter avatar, the picture that appears to the left of your tweets and at the top of your page.
Find Followers Who Are Potential Clients
If you're a real estate agent, adding people interested in properties is likely to net you a following of other agents, not people interested in purchasing homes in your area. Go where your customers are. Search for users in your area who have interests similar to those in your usual demographic. If you sell condos, add a few followers a day who look like young urban professionals. If you sell homes, look for local mom bloggers and add them. This method takes a little more time, but it's much more likely to net relevant followers.
Use Twitter Properly as a Business
Many companies get on Twitter and tweet boring stuff like corporate donations, company news, and their latest press release. While there is room on Twitter for these announcements, if they're all your company pumps out, potential clients will largely ignore your Twitter account.
Remember that Twitter is, at its core, a two-way channel to communicate your and brand to the world. It's not a one-way advertising channel. You need to make sure that you're interacting with your followers rather than just throwing links out to the world. Give a couple of people in your organization the job of managing the Twitter account, and make sure to pass along and follow up on inquiries and service requests.
Take a look at your core demographic. If they're seniors, they'll appreciate links to helpful articles about programs to fight identity theft or other scams. If they're younger adults, they'll more likely to click on links to cool YouTube videos.
Schedule Tweets to Save Time
With HootSuite, multiple users can log into a Twitter account and manage it from anywhere. You can schedule tweets, which means you can take a few minutes in the morning to line up tweets throughout the day. You can also set Twitter up to email you when someone mentions you on Twitter or asks you a question, which lets your company jump on the request right away without constantly monitoring the service.
If you were off the Twitter bandwagon until now, have a look at the numbers and examine if you can devote a small amount of resources to start up your account and maintain a Twitter account.
Angela West dreams of opening a Fallout-themed pub featuring wait staff with Pip-Boys. She's written for big insurance companies, small wildlife control businesses, gourmet food chains, and more. Follow her on Twitter at @angelawest.
http://news.idg.no/cw/art.cfm?id=334E9AF7-1A64-6A71-CEE2D6187B86E484
Sunday, October 9, 2011
Management skills by john wooden
http://www.maximisepotential.co.uk/wp-content/uploads/2011/07/pyramid-of-success-by-John-Wooden.jpg
Tuesday, September 27, 2011
Tuesday, August 30, 2011
Think out of the Box..
Think out of the Box..
Here are some of the typical HR questions asked to find out
if candidates have "out of the box" thinking capability
Question 1:
"What will you do if I run away with your sister?"
The candidate who was selected answered " I will not get a better match for my sister than you, sir."
Question 2:
Interviewer (to a student girl candidate) -
What if one morning you woke up & found that you were pregnant ?
I will be very excited and take a day off, to celebrate with my husband.
(Normally an unmarried girl will be shocked to hear this, but she managed it well.
Why should I think it in the wrong way, she said later when asked.)
Question 3:
Interviewer: He ordered a cup of coffee for the candidate.
Coffee arrived and was kept before the candidate, then he asked "What is before you?"
Candidate: Instantly replied "Tea" and got selected.
(why did he say "TEA" when he knows very well that coffee was kept before him?
Answer: The question was "What is before you U? (-alphabet). Reply was "TEA" T (- alphabet)
Question 4:
You are driving along in your car on a wild, stormy night, it's raining heavily,
When suddenly you pass by a bus stop, and you see three people waiting for a bus:
An old lady who looks as if she is about to die.
An old friend who once saved your life.
The perfect partner you have been dreaming about.
Which one would you choose to offer a ride to,
knowing very well that there could only be one passenger in your car?
This is a moral/ethical dilemma that was once actually used as part of a job application.
* You could pick up the old lady, because she is going to die, and thus you should save her first;
* or you could take the old friend because he once saved your life,
* However, you may never be able to find your perfect mate again...
The candidate who was hired (out of 200 applicants)
had no trouble coming up with his answer.
He simply answered:
"I would give the car keys to my Old friend and let him take the lady to the hospital.
I would stay behind and wait for the bus with the partner of my dreams."
Sometimes, we gain more if we are able to give up our stubborn thought limitations.
Question 6:
The interviewer asked the candidate "This is your last question of the interview.
Please tell me the exact position of the center of this table where you have kept your files."
Candidate confidently put one of his finger at some point at the table and said
that this was the central point at the table. Interviewer asked
"how did you decide that this is the central point of this table?",
then he answers quickly "Sir you are not supposed to ask any more questions,
as it was the last question as you promised .....
He was selected because of his quick-wittedness.
This is what an Interviewer expects from the Interviewee. ....
"THINK OUT OF THE BOX"
Here are some of the typical HR questions asked to find out
if candidates have "out of the box" thinking capability
Question 1:
"What will you do if I run away with your sister?"
The candidate who was selected answered " I will not get a better match for my sister than you, sir."
Question 2:
Interviewer (to a student girl candidate) -
What if one morning you woke up & found that you were pregnant ?
I will be very excited and take a day off, to celebrate with my husband.
(Normally an unmarried girl will be shocked to hear this, but she managed it well.
Why should I think it in the wrong way, she said later when asked.)
Question 3:
Interviewer: He ordered a cup of coffee for the candidate.
Coffee arrived and was kept before the candidate, then he asked "What is before you?"
Candidate: Instantly replied "Tea" and got selected.
(why did he say "TEA" when he knows very well that coffee was kept before him?
Answer: The question was "What is before you U? (-alphabet). Reply was "TEA" T (- alphabet)
Question 4:
You are driving along in your car on a wild, stormy night, it's raining heavily,
When suddenly you pass by a bus stop, and you see three people waiting for a bus:
An old lady who looks as if she is about to die.
An old friend who once saved your life.
The perfect partner you have been dreaming about.
Which one would you choose to offer a ride to,
knowing very well that there could only be one passenger in your car?
This is a moral/ethical dilemma that was once actually used as part of a job application.
* You could pick up the old lady, because she is going to die, and thus you should save her first;
* or you could take the old friend because he once saved your life,
* However, you may never be able to find your perfect mate again...
The candidate who was hired (out of 200 applicants)
had no trouble coming up with his answer.
He simply answered:
"I would give the car keys to my Old friend and let him take the lady to the hospital.
I would stay behind and wait for the bus with the partner of my dreams."
Sometimes, we gain more if we are able to give up our stubborn thought limitations.
Question 6:
The interviewer asked the candidate "This is your last question of the interview.
Please tell me the exact position of the center of this table where you have kept your files."
Candidate confidently put one of his finger at some point at the table and said
that this was the central point at the table. Interviewer asked
"how did you decide that this is the central point of this table?",
then he answers quickly "Sir you are not supposed to ask any more questions,
as it was the last question as you promised .....
He was selected because of his quick-wittedness.
This is what an Interviewer expects from the Interviewee. ....
"THINK OUT OF THE BOX"
Sunday, August 28, 2011
Saturday, August 27, 2011
Have a LAUGH
自行車的最高境界! (The bicycle!!!)
旅行家的最高境界! (what a traveler)
攝影師的最高境界! (the most skillful cameraman)
懶人衣掛的最高境界! (the most innovative hangers)
汽車防盜的最高境界! (Anti-theft device in the car)
運鈔車的最高境界! (The armored vehicle for transporting money)
交通肇事的最高境界! (the most weird accident)
愛的最高境界!? (The most 'honest' love)
大學生宿舍的最高境界 The college dorm
獻愛心的最高境界! (The dearest lover)
比賽中的最高境界! (the most skillful contestant)
環衛車的最高境界! (The most environmental sweeper)
China is a big country and you can find all sorts of unusual way of doing things
Have a laugh
售貨員的最高境界! (The 'best' shopkeeper)
學習的最高境界! (The most hardworking student)
旅行家的最高境界! (what a traveler)
攝影師的最高境界! (the most skillful cameraman)
懶人衣掛的最高境界! (the most innovative hangers)
汽車防盜的最高境界! (Anti-theft device in the car)
運鈔車的最高境界! (The armored vehicle for transporting money)
交通肇事的最高境界! (the most weird accident)
愛的最高境界!? (The most 'honest' love)
大學生宿舍的最高境界 The college dorm
獻愛心的最高境界! (The dearest lover)
比賽中的最高境界! (the most skillful contestant)
環衛車的最高境界! (The most environmental sweeper)
China is a big country and you can find all sorts of unusual way of doing things
Have a laugh
售貨員的最高境界! (The 'best' shopkeeper)
學習的最高境界! (The most hardworking student)
How to be Patient
How to be Patient
Learning to Stay Calm
The key to everything is patience. You get the chicken by hatching the egg, not by smashing it open.
– Arnold Glasgow, American humorist
Here's the problem: You're waiting for someone to finish compiling a report that you need for a meeting. Because of an issue that came up, you're already 15 minutes late.
You can feel your body getting tense, and you're getting quite cross. You start sweating, and suddenly you yell at the person for being slow and putting you behind schedule. You can tell she's hurt, but you can't help it. She's making you late!
Does this sound familiar?
Many of us are impatient at times. Losing control of our patience hurts not only us, but those around us. Impatience raises our stress level and can even cause physical harm to our bodies. Being impatient can also damage relationships.
In this article, we'll examine strategies that you can use to be more patient.
Why Practice Patience?
Others often see impatient people as arrogant, insensitive, and impulsive. They can be viewed as poor decision makers, because they make quick judgments or interrupt people. Some people will even avoid impatient people, because of their poor people skills and bad tempers.
People with these personality traits are unlikely to be at the top of the list for promotions to leadership positions. Impatience can even affect relationships at home.
The more patient you are with others, the likelier you are to be viewed positively by your peers and your managers, not to mention your family and friends.
Signs of Impatience
How do you know when you're being impatient? You will probably experience one of more of the following symptoms:
•Shallow breathing (short breaths).
•Muscle tension.
•Hand clenching/tightening.
•Jiggling/restless feet.
•Irritability/anger.
•Anxiety/nervousness.
•Rushing.
•Snap/quick decisions.
Finding Your Causes
If you experience the symptoms of impatience, your next step is to discover the true cause. Many of us have "triggers." These could be people, phrases, or specific situations (like rush-hour traffic) that regularly cause us to enter an impatient frame of mind.
Make a list of things that cause you to become impatient. If you're having trouble identifying your triggers, use these tips:
•Stop and think about the last time you were impatient. What caused it? You can narrow this down to the root cause by using the 5 Whys technique.
•Ask your family, friends, and co-workers about your impatience. Chances are that they know what gets you "wound up".
•Many people become impatient due to physical factors such as hunger, dehydration, or fatigue. Analyze your body the next time you start to feel impatient. A simple remedy might be a snack and a glass of water!
•Keep a journal with you to record when you start to feel impatient. Write down what the situation is, and why you're getting frustrated.
Identifying your triggers helps because it forces you to examine your actions and uncover why you're doing what you're doing. This knowledge also helps you devise strategies to avoid becoming impatient.
Of course, it would be great if you could avoid the triggers that make you impatient. But for most of us, that's just not possible. So you have to learn to manage impatience instead.
Managing the Symptoms
When you feel impatient, it's important to get out of this frame of mind as quickly as possible. Try these strategies:
•Take deep, slow breaths, and count to 10. Doing this helps slow your heart rate, relaxes your body, and distances you emotionally from the situation. If you're feeling really impatient, you might need to do a longer count, or do this several times.
•Impatience can cause you to tense your muscles involuntarily. So, consciously focus on relaxing your body. Again, take slow, deep breaths. Relax your muscles, from your toes up to the top of your head.
•Learn to manage your emotions. Remember, you have a choice in how you react in every situation. You can choose to be patient, or choose not to be: it's all up to you.
•Force yourself to slow down. Make yourself speak and move more slowly. It will appear to others as if you're calm – and, by "acting" patient, you can often "feel" more patient.
•Practice active listening and empathic listening. Make sure you give other people your full attention, and patiently plan your response to what they say.
•Remind yourself that your impatience rarely gets others to move faster – in fact, it can interfere with other people's ability to perform complex or highly-skilled work. All you're doing is creating more stress, which is completely unproductive.
•Try to talk yourself out of your impatient frame of mind. Remind yourself how silly it is that you're reacting this way. People often don't mind if a meeting is delayed, just as long as you let them know that you're running late in advance.
•If your impatience causes you to react in anger toward others, use anger management techniques to calm down.
•Some people become impatient because they're perfectionists. However, in addition to causing impatience, perfectionism can actually slow productivity and increase stress. Learn how to stop being a perfectionist with our Coaching Clinic I'm a Perfectionist!
Remember that, although many people are naturally patient, the rest of us need to practice patience for it to become a habit. Becoming more patient won't happen overnight, but do persist – it's so important!
http://www.mindtools.com/pages/article/newTCS_78.htm
Learning to Stay Calm
The key to everything is patience. You get the chicken by hatching the egg, not by smashing it open.
– Arnold Glasgow, American humorist
Here's the problem: You're waiting for someone to finish compiling a report that you need for a meeting. Because of an issue that came up, you're already 15 minutes late.
You can feel your body getting tense, and you're getting quite cross. You start sweating, and suddenly you yell at the person for being slow and putting you behind schedule. You can tell she's hurt, but you can't help it. She's making you late!
Does this sound familiar?
Many of us are impatient at times. Losing control of our patience hurts not only us, but those around us. Impatience raises our stress level and can even cause physical harm to our bodies. Being impatient can also damage relationships.
In this article, we'll examine strategies that you can use to be more patient.
Why Practice Patience?
Others often see impatient people as arrogant, insensitive, and impulsive. They can be viewed as poor decision makers, because they make quick judgments or interrupt people. Some people will even avoid impatient people, because of their poor people skills and bad tempers.
People with these personality traits are unlikely to be at the top of the list for promotions to leadership positions. Impatience can even affect relationships at home.
The more patient you are with others, the likelier you are to be viewed positively by your peers and your managers, not to mention your family and friends.
Signs of Impatience
How do you know when you're being impatient? You will probably experience one of more of the following symptoms:
•Shallow breathing (short breaths).
•Muscle tension.
•Hand clenching/tightening.
•Jiggling/restless feet.
•Irritability/anger.
•Anxiety/nervousness.
•Rushing.
•Snap/quick decisions.
Finding Your Causes
If you experience the symptoms of impatience, your next step is to discover the true cause. Many of us have "triggers." These could be people, phrases, or specific situations (like rush-hour traffic) that regularly cause us to enter an impatient frame of mind.
Make a list of things that cause you to become impatient. If you're having trouble identifying your triggers, use these tips:
•Stop and think about the last time you were impatient. What caused it? You can narrow this down to the root cause by using the 5 Whys technique.
•Ask your family, friends, and co-workers about your impatience. Chances are that they know what gets you "wound up".
•Many people become impatient due to physical factors such as hunger, dehydration, or fatigue. Analyze your body the next time you start to feel impatient. A simple remedy might be a snack and a glass of water!
•Keep a journal with you to record when you start to feel impatient. Write down what the situation is, and why you're getting frustrated.
Identifying your triggers helps because it forces you to examine your actions and uncover why you're doing what you're doing. This knowledge also helps you devise strategies to avoid becoming impatient.
Of course, it would be great if you could avoid the triggers that make you impatient. But for most of us, that's just not possible. So you have to learn to manage impatience instead.
Managing the Symptoms
When you feel impatient, it's important to get out of this frame of mind as quickly as possible. Try these strategies:
•Take deep, slow breaths, and count to 10. Doing this helps slow your heart rate, relaxes your body, and distances you emotionally from the situation. If you're feeling really impatient, you might need to do a longer count, or do this several times.
•Impatience can cause you to tense your muscles involuntarily. So, consciously focus on relaxing your body. Again, take slow, deep breaths. Relax your muscles, from your toes up to the top of your head.
•Learn to manage your emotions. Remember, you have a choice in how you react in every situation. You can choose to be patient, or choose not to be: it's all up to you.
•Force yourself to slow down. Make yourself speak and move more slowly. It will appear to others as if you're calm – and, by "acting" patient, you can often "feel" more patient.
•Practice active listening and empathic listening. Make sure you give other people your full attention, and patiently plan your response to what they say.
•Remind yourself that your impatience rarely gets others to move faster – in fact, it can interfere with other people's ability to perform complex or highly-skilled work. All you're doing is creating more stress, which is completely unproductive.
•Try to talk yourself out of your impatient frame of mind. Remind yourself how silly it is that you're reacting this way. People often don't mind if a meeting is delayed, just as long as you let them know that you're running late in advance.
•If your impatience causes you to react in anger toward others, use anger management techniques to calm down.
•Some people become impatient because they're perfectionists. However, in addition to causing impatience, perfectionism can actually slow productivity and increase stress. Learn how to stop being a perfectionist with our Coaching Clinic I'm a Perfectionist!
Remember that, although many people are naturally patient, the rest of us need to practice patience for it to become a habit. Becoming more patient won't happen overnight, but do persist – it's so important!
http://www.mindtools.com/pages/article/newTCS_78.htm
Subscribe to:
Posts (Atom)
