Wednesday, December 24, 2008
Sunday, November 30, 2008
Tuesday, October 28, 2008
Sunday, September 7, 2008
Saturday, August 30, 2008
Thursday, July 31, 2008
Sunday, June 1, 2008
Tuesday, May 13, 2008
Wednesday, April 30, 2008
Massage and the world of touch therapy
What comes to mind when you hear the word massage? Do you have an accurate, complete and without error definition of the word?
What about the word therapy? Touch therapy to be specific? Will you associate this word with massage?
George Downing, in the book about massage writes beautifully on the why's of massage. This is what he said:
Massage is for your mate, your family, and your friends. It is for grandmothers and babies, for pets, for those you love and, if you are up to it, for those you hate. To do massage is physically to help someone, to take care of them. It is for anyone with whom you feel prepared to share an act of physical caring.
Contrary to myth, massage is a healing art and not an advance sexual technique. Naturally, when practiced by lovers, it can be a beautiful extension of sexuality. The flowing peace and aliveness it so easily brings to the body, can be channeled, if both parties desired things so, in that direction. But this is merely one of the many possibilities that massage holds out to us.
The core of massage lies in its unique way of communicating without words. In itself this is not unusual; by touching and hugging, for example, we often let those around us know that we like them, or that we sympathize with them, or that we believe in their worth. Massage, however, can transpose this kind of message into a new and different key. When receiving a good massage a person usually falls into a mental-physical state difficult to describe. It is like entering a special room until now locked and hidden away; a room the very existence of which is likely to be familiar only to those who practice some form of daily meditation. By itself this state is a gift. However, he who is giving the massage need not stop there. The more he can tuned in to his friend's heightened awareness, the more he can convey something of his own inner self and experience as well. The least touch becomes a statement, like drawing with a fine pen on sensitive paper. Trust, empathy and respect, to say nothing of a sheer sense of mutual physical existence, for this moment can be expressed with a fullness never matched by words.
In its essence massage is something simple. It makes us more whole, more fully ourselves. Your hands have the powers to give this to others. Learn to trust that power and you will quickly find out better than anyone can tell you what massage is really all about.
Vangelis - Chariots of Fire - from Mythodea Concert
What about the word therapy? Touch therapy to be specific? Will you associate this word with massage?
George Downing, in the book about massage writes beautifully on the why's of massage. This is what he said:
Massage is for your mate, your family, and your friends. It is for grandmothers and babies, for pets, for those you love and, if you are up to it, for those you hate. To do massage is physically to help someone, to take care of them. It is for anyone with whom you feel prepared to share an act of physical caring.
Contrary to myth, massage is a healing art and not an advance sexual technique. Naturally, when practiced by lovers, it can be a beautiful extension of sexuality. The flowing peace and aliveness it so easily brings to the body, can be channeled, if both parties desired things so, in that direction. But this is merely one of the many possibilities that massage holds out to us.
The core of massage lies in its unique way of communicating without words. In itself this is not unusual; by touching and hugging, for example, we often let those around us know that we like them, or that we sympathize with them, or that we believe in their worth. Massage, however, can transpose this kind of message into a new and different key. When receiving a good massage a person usually falls into a mental-physical state difficult to describe. It is like entering a special room until now locked and hidden away; a room the very existence of which is likely to be familiar only to those who practice some form of daily meditation. By itself this state is a gift. However, he who is giving the massage need not stop there. The more he can tuned in to his friend's heightened awareness, the more he can convey something of his own inner self and experience as well. The least touch becomes a statement, like drawing with a fine pen on sensitive paper. Trust, empathy and respect, to say nothing of a sheer sense of mutual physical existence, for this moment can be expressed with a fullness never matched by words.
In its essence massage is something simple. It makes us more whole, more fully ourselves. Your hands have the powers to give this to others. Learn to trust that power and you will quickly find out better than anyone can tell you what massage is really all about.
Vangelis - Chariots of Fire - from Mythodea Concert
Saturday, March 1, 2008
Project Execution...First WHO…then WHAT…
It is easier to do the WHAT, when the WHO has the same passion working on the job or project that they are in. To help us find out if the WHO that is supposed to be together is in the team, try answering the twelve questions that follow.
Here they are:
1. Do I know what is expected of me at work?
2. Do I have the materials and equipment I need to do my work work right?
3. At work, do I have the opportunity to do what I do best?
4. In the past weeks or months, have I received recognition or praise for doing good work?
5. Does my supervisor, or someone at work, seem care about me as a person?
6. Is there someone at work who encourages my development?
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me feel like my job is important?
9. Are my co-workers committed to doing quality work?
10. Do I have a best friend at work?
11. In the last six months, has someone at work talked to me about my progress?
12. This last year, have I had opportunities at work to learn and grow?
These twelve questions are the simplest and most accurate way to measure the strength of a work team. They may not capture everything you may want to know about your work team, but they do capture most information and the most important information.
These questions can help you and me find out if we’re in an area of concerns we’re supposed to be.
In a scale of 1-5, where 1=you strongly disagree, and 5=you strongly agree, if you get a 5 in all the twelve questions you’re most likely have the right work fit where you are now. If your responses are mostly on the negative: find out why, confront the facts, pray about it, and God will make it known to you- sooner rather than later –what to do next.
– Questions 1-12 are from the book First, Break All the Rules by Marcus Buckingham and Curt Coffman, Simon and Schuster Publisher.
The Lavin Agency presents Marcus Buckingham, one of the world's foremost leadership consultants and author of First, Break All the Rules and Now, Discover Your Strengths .
Here they are:
1. Do I know what is expected of me at work?
2. Do I have the materials and equipment I need to do my work work right?
3. At work, do I have the opportunity to do what I do best?
4. In the past weeks or months, have I received recognition or praise for doing good work?
5. Does my supervisor, or someone at work, seem care about me as a person?
6. Is there someone at work who encourages my development?
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me feel like my job is important?
9. Are my co-workers committed to doing quality work?
10. Do I have a best friend at work?
11. In the last six months, has someone at work talked to me about my progress?
12. This last year, have I had opportunities at work to learn and grow?
These twelve questions are the simplest and most accurate way to measure the strength of a work team. They may not capture everything you may want to know about your work team, but they do capture most information and the most important information.
These questions can help you and me find out if we’re in an area of concerns we’re supposed to be.
In a scale of 1-5, where 1=you strongly disagree, and 5=you strongly agree, if you get a 5 in all the twelve questions you’re most likely have the right work fit where you are now. If your responses are mostly on the negative: find out why, confront the facts, pray about it, and God will make it known to you- sooner rather than later –what to do next.
– Questions 1-12 are from the book First, Break All the Rules by Marcus Buckingham and Curt Coffman, Simon and Schuster Publisher.
The Lavin Agency presents Marcus Buckingham, one of the world's foremost leadership consultants and author of First, Break All the Rules and Now, Discover Your Strengths .
Wednesday, February 27, 2008
Jack Welch On Legacy and Human Resource Management
From the origin of the phrase, You don’t need to be a rocket scientist in order to understand … this…
(Taken from the book "Winning", by Jack Welch)
On the question, “Do you think you will go to heaven?”
After a few seconds of stunned silence, my first answer to this one was, “Well, I sure hope that’s long range planning!”
But after the audience stopped laughing---they were as surprised by the question as I was---the man who asked this question made it clear that he wanted to understand what I considered my legacy.
First off, I hate the word legacy. It just sound so arrogant. Presidents and Prime Ministers have legacies. I ran a company and write a book or two.
…
If there is anything I would like to be remembered for it is that I helped people understand that leadership is helping other people grow and succeed. To repeat myself, leadership is not just about you. It’s about them.
I would also like to be remembered as a huge advocate of candor and meritocracy, and believing everything deserves a chance. And I like to be remembered for trying to make the case that you can never let yourself be a victim.
Now, it is no secret that I’ve made plenty of mistakes in my career. I’ve made some bad acquisitions, hired some wrong people, and moved too slowly on some opportunities. And that is just a fraction of the list.
As for my personal life, I have four great children and nine terrific grandchildren. My love ad admiration for them cannot be expressed with words, and their happy fulfilling lives today give me no end of pleasure. I had two marriages, however, that did not work out. Life goes on and usually for the better, but no one lives through two divorces and feels proud that they happened.
So, as for heaven, who knows? I’m sure not perfect, but if there are any points given out for caring about people with every fiber of your being and giving life all you’ve got every day, then I suppose I have a slot.
Given the choice, of course, I’d rather not find out anytime soon!
There’s so much more to do.
On Human Resource Management
…
Ted threw open the shutters and let the light shine in. HR processes soon became transparent, and more importantly, they began to make sense. By the time Ted retired in 1985, HR was on its way to doing exactly what it should: listening to people vent, brokering internal differences, and helping managers develop leaders and build careers. That’s why the best HR people are a kind of hybrid: one part pastor, who hears all sins and complains without recrimination, and one part parent, who loves and nurtures, but gives it to you fast and straight when you’re off track.
I’ve found over the years that the best pastor-parent types have usually run something once in their careers---a factory, a product line, or another function. But I’ve also seen some come right up through HR. Either way, the best have stature beyond their rank and title. They know the business---its every detail.They understand the tension between marketing and manufacturing, or between two executives who once went after the same job. They see the hidden hierarchies in people’s minds---the invisible org chart of … connections that exists in every company. They know the players and the history.
Along with stature, pastor-parent types have got integrity oozing out of them. That integrity comes from unrelenting candor and trustworthiness. Pastor-parents listen with uncommon care, tell the truth, and hold confidences tight.
They also know how to settle a disagreement.
We’d all like to believe that good companies don’t need referees. But they do. People get passed over…interdivisional issues…perception error…
For an interview with Jack Welch, Author / Former Chairman & CEO, GE; Suzy Welch, Author / Former Editor, Harvard Business Review, Book: "Winning" [Publisher: Harper Business], watch and listen:
(Taken from the book "Winning", by Jack Welch)
On the question, “Do you think you will go to heaven?”
After a few seconds of stunned silence, my first answer to this one was, “Well, I sure hope that’s long range planning!”
But after the audience stopped laughing---they were as surprised by the question as I was---the man who asked this question made it clear that he wanted to understand what I considered my legacy.
First off, I hate the word legacy. It just sound so arrogant. Presidents and Prime Ministers have legacies. I ran a company and write a book or two.
…
If there is anything I would like to be remembered for it is that I helped people understand that leadership is helping other people grow and succeed. To repeat myself, leadership is not just about you. It’s about them.
I would also like to be remembered as a huge advocate of candor and meritocracy, and believing everything deserves a chance. And I like to be remembered for trying to make the case that you can never let yourself be a victim.
Now, it is no secret that I’ve made plenty of mistakes in my career. I’ve made some bad acquisitions, hired some wrong people, and moved too slowly on some opportunities. And that is just a fraction of the list.
As for my personal life, I have four great children and nine terrific grandchildren. My love ad admiration for them cannot be expressed with words, and their happy fulfilling lives today give me no end of pleasure. I had two marriages, however, that did not work out. Life goes on and usually for the better, but no one lives through two divorces and feels proud that they happened.
So, as for heaven, who knows? I’m sure not perfect, but if there are any points given out for caring about people with every fiber of your being and giving life all you’ve got every day, then I suppose I have a slot.
Given the choice, of course, I’d rather not find out anytime soon!
There’s so much more to do.
On Human Resource Management
…
Ted threw open the shutters and let the light shine in. HR processes soon became transparent, and more importantly, they began to make sense. By the time Ted retired in 1985, HR was on its way to doing exactly what it should: listening to people vent, brokering internal differences, and helping managers develop leaders and build careers. That’s why the best HR people are a kind of hybrid: one part pastor, who hears all sins and complains without recrimination, and one part parent, who loves and nurtures, but gives it to you fast and straight when you’re off track.
I’ve found over the years that the best pastor-parent types have usually run something once in their careers---a factory, a product line, or another function. But I’ve also seen some come right up through HR. Either way, the best have stature beyond their rank and title. They know the business---its every detail.They understand the tension between marketing and manufacturing, or between two executives who once went after the same job. They see the hidden hierarchies in people’s minds---the invisible org chart of … connections that exists in every company. They know the players and the history.
Along with stature, pastor-parent types have got integrity oozing out of them. That integrity comes from unrelenting candor and trustworthiness. Pastor-parents listen with uncommon care, tell the truth, and hold confidences tight.
They also know how to settle a disagreement.
We’d all like to believe that good companies don’t need referees. But they do. People get passed over…interdivisional issues…perception error…
For an interview with Jack Welch, Author / Former Chairman & CEO, GE; Suzy Welch, Author / Former Editor, Harvard Business Review, Book: "Winning" [Publisher: Harper Business], watch and listen:
Thursday, January 17, 2008
Money matters
The Money Myths and Principles Most People Believed In
(Taken from the book Uncommon Cents by Lynn Robbins)
More money will solve my money problems. (Correct)
Greater income than outgo will solve my money problems. (More Correct)
Following a budget inhibits my freedom of choice. (Correct)
Following a budget brings greater control over important choices. (More Correct)
The chequebook balance is my best spending barometer. (Correct)
The chequebook balance cannot forecast the unexpected. (More Correct)
I spend according to my needs. (Correct)
Most people spend according to emotion. (More Correct)
Going into debt gives me choices now instead of having to wait. (Correct)
Going into debt decreases my future options. (More Correct)
Money is intrinsically valuable. (Correct)
Money can only be exchanged for things of value. (More Correct)
My present financial situation is a result of circumstances and events out of my control. (Correct)
My present financial situation is a result of decisions I made based on the money principles I believe in. (More Correct)
Other “Money” Matters We Believed In
(Taken from another book entitled A Millionaire's Notebook by Steven K. Scott)
1. Commitment and motivation are more important than credentials or résumés.
2. Do everything you can to make those you work with successful.
3. Make those under your authority successful, and you’ll get an incredible ride on top of their rocket.
4. If it’s not fun, you probably won’t succeed, and any other way of getting rich is a waste of life.
If you are interested in a deeper analysis and study of the above principles you can go to Life Matters: Creating a Dynamic Balance of Work, Family, Time, & Money
(Taken from the book Uncommon Cents by Lynn Robbins)
More money will solve my money problems. (Correct)
Greater income than outgo will solve my money problems. (More Correct)
Following a budget inhibits my freedom of choice. (Correct)
Following a budget brings greater control over important choices. (More Correct)
The chequebook balance is my best spending barometer. (Correct)
The chequebook balance cannot forecast the unexpected. (More Correct)
I spend according to my needs. (Correct)
Most people spend according to emotion. (More Correct)
Going into debt gives me choices now instead of having to wait. (Correct)
Going into debt decreases my future options. (More Correct)
Money is intrinsically valuable. (Correct)
Money can only be exchanged for things of value. (More Correct)
My present financial situation is a result of circumstances and events out of my control. (Correct)
My present financial situation is a result of decisions I made based on the money principles I believe in. (More Correct)
Other “Money” Matters We Believed In
(Taken from another book entitled A Millionaire's Notebook by Steven K. Scott)
1. Commitment and motivation are more important than credentials or résumés.
2. Do everything you can to make those you work with successful.
3. Make those under your authority successful, and you’ll get an incredible ride on top of their rocket.
4. If it’s not fun, you probably won’t succeed, and any other way of getting rich is a waste of life.
If you are interested in a deeper analysis and study of the above principles you can go to Life Matters: Creating a Dynamic Balance of Work, Family, Time, & Money
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