Jack and Max are walking from religious service. Jack wonders whether it would be all right to smoke while praying.
Max replies, "Why don't you ask the Priest?"
So Jack goes up to the Priest and asks, " Father, may I smoke while I pray?"
The Priest replies, "No, my son, you may not! That's utter disrespect to our religion."
Jack goes back to his friend and tells him what the good Priest told him.
Max says, "I'm not surprised. You asked the wrong question. Let me try."
And so Max goes up to the Priest and asks, "Father, may I pray while I smoke ?"
To which the Priest eagerly replies, "By all means, my son. By all means. You can always pray whenever you want to."
**********
Moral of the story is ... The reply you get depends on the question you ask.
Wednesday, February 21, 2007
Monday, February 5, 2007
Skills of Smart People
In today's competitive world, it pays to be smart. No matter how smart you are, I am sure there is something you could get smarter about. Below are some qualities of smart people. As you read the list, ask yourself: Am I as smart as I could be in this area? How could I get smarter?
1. Make Decisions Intuitively
Smart people listen to and follow their intuition. They know how intuitions and insights come to them and are tuned-in internally to make wise decisions.
2. Be Self-Aware
Smart people are aware of who they are--- strengths, weaknesses, personality, values, etc. As Confucious once said, ?He who knows others is wise, he who knows himself is enlightened,? they know that the most important (and interesting) thing to know about is ?self.?
3. Use Active Reflection
Smart people reflect on and learn from past experiences, finding out what works and what doesn?t, and then adjusts their course of action as needed. They think about things before jumping in, and also take the time after-the-fact to actively reflect to fully understand what happened or didn?t happen.
4. Think Out-of-Box
Smart people can easily entertain new ideas, thoughts, and ways of doing things. They crave progressive and forward thinking information, concepts, and people. They often come up with new and radical ideas on a regular basis.
5. Have An Open-Mind
Smart people are open to different perspectives and see potential where most people don?t. They would agree with what the quote, ?A mind is like a parachute, it only functions when it is open.? They are comfortable with paradoxes and can relate to many sides of an issue or opinion.
6. Be Responsive
Smart people recognize and respond quickly to opportunities and people. They act and react fast, and take care of what needs to be taken care-of, well ahead of schedule.
7. Be Resourceful
Smart people don?t have to know it all, but they do know where to go to get whatever information, resources, training, education that they need. They are well-networked and have people to call on for resource referrals.
8. Question Yourself
Smart people think for themselves. They do not blindly believe things so-called experts say, in fact, they ask deep questions to discover their own truth.
9. Upgrade Your Brain
Smart people stay smart because they are committed to being a lifelong learner. They continuously learn new things, and stay current with their skills, attitudes, and beliefs.
10. Have a Sense of Humor
Smart people do not take themselves or life too seriously. They recognize the importance of finding the fun in the irony and the comedy of everyday life.
11. Take Risks
Smart people are willing to try out new things, knowing that if it doesn?t work out as intended, failure is often cleverly disguised as a learning opportunity. They ?swing out there? often, and it usually pays off.
12. Trust Yourself
Smart people believe and trust themselves first and foremost. They don?t have to check with others to make decisions, they instinctively know what is right for them and they go for it!
13. Write and List Things on Paper
Smart people have a well-developed life strategy that includes a written life vision/mission, purpose, and goals statement. They also write lists---one for ?have to?s? and one for ?want to?s.?
14. Be Productive
Smart people get things done, through whatever organizational/ time management system that works for them. They make the most of each day and take action on important life tasks each and everyday.
15. Use Discernment
Smart people are able to discern (see clearly) other?s reasons and motives, so they selectively choose who and what to align themselves with. They surround themselves with only the highest quality people, programs, and places.
16. Read, Read, Read
Smart people tap into the collective brain power of others by reading books, magazines, articles---anything that is helpful for their own development. They are also able to filter out the information that fits for them and let the rest go.
17. Value Learning
Smart people value the process of learning for learning?s sake. They do not just learn for a specific end---to get a certificate, degree, title, etc. They learn because it is intrinsically rewarding for them.
18. Teach Others
Smart people are the teachers of the world, who share their knowledge with other people. They put themselves out there so the rest of us can benefit, and in exchange, their own learning grows and develops because they are actively talking about, researching, and understanding their subject.
19. Reinvent Yourself
Smart people do not like to stay the same, they love to grow and develop. They often play with their image, brand, company name, and expand or change it entirely. To stay ahead of the game, they often reinvent themselves time and time again.
20. Be Student of Life
Smart people not only know about specific subjects and topics, but also about what it means to be a human being at this time in our evolution. They are insatiably curious and want to know more about becoming bigger and brighter, as a result they naturally evolve.
As Lao Tzu said, ?To gain knowledge, add things everyday. To gain wisdom, remove things everyday.? This is so true, our brain is like a computer and in order for it to function at a higher level, we must always be adding, while simultaneously taking away information that no longer serves us. Think about it, what do you want to remove from your database? And, what new software program will you replace it with?
Thanks to: rittusmalhotra@yahoo.co.in
1. Make Decisions Intuitively
Smart people listen to and follow their intuition. They know how intuitions and insights come to them and are tuned-in internally to make wise decisions.
2. Be Self-Aware
Smart people are aware of who they are--- strengths, weaknesses, personality, values, etc. As Confucious once said, ?He who knows others is wise, he who knows himself is enlightened,? they know that the most important (and interesting) thing to know about is ?self.?
3. Use Active Reflection
Smart people reflect on and learn from past experiences, finding out what works and what doesn?t, and then adjusts their course of action as needed. They think about things before jumping in, and also take the time after-the-fact to actively reflect to fully understand what happened or didn?t happen.
4. Think Out-of-Box
Smart people can easily entertain new ideas, thoughts, and ways of doing things. They crave progressive and forward thinking information, concepts, and people. They often come up with new and radical ideas on a regular basis.
5. Have An Open-Mind
Smart people are open to different perspectives and see potential where most people don?t. They would agree with what the quote, ?A mind is like a parachute, it only functions when it is open.? They are comfortable with paradoxes and can relate to many sides of an issue or opinion.
6. Be Responsive
Smart people recognize and respond quickly to opportunities and people. They act and react fast, and take care of what needs to be taken care-of, well ahead of schedule.
7. Be Resourceful
Smart people don?t have to know it all, but they do know where to go to get whatever information, resources, training, education that they need. They are well-networked and have people to call on for resource referrals.
8. Question Yourself
Smart people think for themselves. They do not blindly believe things so-called experts say, in fact, they ask deep questions to discover their own truth.
9. Upgrade Your Brain
Smart people stay smart because they are committed to being a lifelong learner. They continuously learn new things, and stay current with their skills, attitudes, and beliefs.
10. Have a Sense of Humor
Smart people do not take themselves or life too seriously. They recognize the importance of finding the fun in the irony and the comedy of everyday life.
11. Take Risks
Smart people are willing to try out new things, knowing that if it doesn?t work out as intended, failure is often cleverly disguised as a learning opportunity. They ?swing out there? often, and it usually pays off.
12. Trust Yourself
Smart people believe and trust themselves first and foremost. They don?t have to check with others to make decisions, they instinctively know what is right for them and they go for it!
13. Write and List Things on Paper
Smart people have a well-developed life strategy that includes a written life vision/mission, purpose, and goals statement. They also write lists---one for ?have to?s? and one for ?want to?s.?
14. Be Productive
Smart people get things done, through whatever organizational/ time management system that works for them. They make the most of each day and take action on important life tasks each and everyday.
15. Use Discernment
Smart people are able to discern (see clearly) other?s reasons and motives, so they selectively choose who and what to align themselves with. They surround themselves with only the highest quality people, programs, and places.
16. Read, Read, Read
Smart people tap into the collective brain power of others by reading books, magazines, articles---anything that is helpful for their own development. They are also able to filter out the information that fits for them and let the rest go.
17. Value Learning
Smart people value the process of learning for learning?s sake. They do not just learn for a specific end---to get a certificate, degree, title, etc. They learn because it is intrinsically rewarding for them.
18. Teach Others
Smart people are the teachers of the world, who share their knowledge with other people. They put themselves out there so the rest of us can benefit, and in exchange, their own learning grows and develops because they are actively talking about, researching, and understanding their subject.
19. Reinvent Yourself
Smart people do not like to stay the same, they love to grow and develop. They often play with their image, brand, company name, and expand or change it entirely. To stay ahead of the game, they often reinvent themselves time and time again.
20. Be Student of Life
Smart people not only know about specific subjects and topics, but also about what it means to be a human being at this time in our evolution. They are insatiably curious and want to know more about becoming bigger and brighter, as a result they naturally evolve.
As Lao Tzu said, ?To gain knowledge, add things everyday. To gain wisdom, remove things everyday.? This is so true, our brain is like a computer and in order for it to function at a higher level, we must always be adding, while simultaneously taking away information that no longer serves us. Think about it, what do you want to remove from your database? And, what new software program will you replace it with?
Thanks to: rittusmalhotra@yahoo.co.in
Tuesday, January 30, 2007
The Challenge of Change
We need to stop thinking like mechanics and to start acting like gardeners.
Challenges of Initiating
These challenges are often sufficient to prevent growth from occurring, almost before it starts. They are consistently encountered at the early stages of significant organizational change. The capabilities to deal with them must be developed under high pressure; but in managing these challenges effectively, organizations develop capabilities much sooner than otherwise for dealing with challenges down the road.
1 Not Enough Time:"We don't have time for this stuff!"
This is the challenge of control over one's time. This challenge is represents a valuable opportunity for reframing the way that workplaces are organized, to provide flexibility and time for reflection and innovation.
2 No Help: "We're like the blind leading the blind!"
Some managers believe that asking for help is a sign of incompetence; others are unaware of the coaching and support they need. Meeting this challenge means building the capabilities for finding the right help, and for mentoring each other to develop successful innovations.
3 Not Relevant: "Why are we doing this stuff?"
A top priority for pilot groups is a clear, compelling case for learning and change. If people are not sufficiently committed to an initiative's goals, a "commitment gap" develops and they will not take part wholeheartedly. Building relevance depends on candid conversations about the reasons for change and the commitments people can make.
4 "Walking the Talk" - Leadership values
What happens when there is a mismatch between the things the boss says and his or her actual behavior? People do not expect perfection, but they recognize when leaders are not sincere or open. If executive and line leaders do not provide an atmosphere of trust and authenticity, then genuine change cannot move forward.
Challenges of Sustaining Momentum
These challenges occur sometime during the first year or two, when the group has clear goals and has discovered that new methods save more than enough time to put them into practice. Now the pilot group's real troubles begin. Sustained activity confronts boundaries - between the work of the pilot group and "internal" attitudes and beliefs, and between the pilot group's needs and the larger-scale company's values and ways of measuring success.
5 Fear and Anxiety: "This suff is ----"
The blanks represent the fact that everyone expresses their fear and anxiety with a different form of defensiveness. ) How do you deal with the concerns of team members about exposure, vulnerability and inadequacy, triggered by the conflicts between increasing levels of candor and openness and low levels of trust? This is one of the most frequently faced challenges and the most difficult to overcome.
6 Assessment and Measurement: "This stuff isn't working"
How do you deal with the disconnect between the tangible (but unfamiliar) achievements of a pilot group and the organization' s traditional ways of measuring success?
7 Believers and Nonbelievers:
"We have the right way!" say pilot group members. "They're acting like a cult!" say their other colleagues and peers.Riding on a wave of early success, speaking their own language, the pilot group becomes increasingly isolated from the rest of the organization. Outsiders, meanwhile, are put off and then turned off by the new, unfamiliar approaches and behavior. These misunderstandings easily accelerate into unnecessary, but nearly unavoidable, opposition.
Challenges of Systemwide Redesgin and Rethinking
These challenges appear as a pilot group's work gains broader credibility and confronts the established internal infrastructure and practices of the organization.
8 Governance: "They won't give up the power."
As the pilot group's capabilities and activities increase, it runs into the priorities and established processes of the rest of the organization. This leads to conflicts over power and autonomy and to a destructive, "us-versus-them" dynamic that nobody wants - and that could be avoided if the capabilities are in place for organizational redesign.
9 Diffusion: "We keep reinventig the wheel!"
Unless organizations learn to recognize and deal with their mysterious, almost unnoticed inability to transfer knowledge across organizational boundaries, people around the system will not build upon each other's successes.
10 Strategy and Purpose: "Where are we going? and "What are we here for?"
How do you revitalize and rethink the organization' s intended direction for success, its' contribution to its community and its future identity? How do you improve the processes of conversation that lead people to articulate and refine their aspirations and goals for achieving them?
Thanks to: "Ajay Singh Niranjan" ajay_uor@yahoo.com
Challenges of Initiating
These challenges are often sufficient to prevent growth from occurring, almost before it starts. They are consistently encountered at the early stages of significant organizational change. The capabilities to deal with them must be developed under high pressure; but in managing these challenges effectively, organizations develop capabilities much sooner than otherwise for dealing with challenges down the road.
1 Not Enough Time:"We don't have time for this stuff!"
This is the challenge of control over one's time. This challenge is represents a valuable opportunity for reframing the way that workplaces are organized, to provide flexibility and time for reflection and innovation.
2 No Help: "We're like the blind leading the blind!"
Some managers believe that asking for help is a sign of incompetence; others are unaware of the coaching and support they need. Meeting this challenge means building the capabilities for finding the right help, and for mentoring each other to develop successful innovations.
3 Not Relevant: "Why are we doing this stuff?"
A top priority for pilot groups is a clear, compelling case for learning and change. If people are not sufficiently committed to an initiative's goals, a "commitment gap" develops and they will not take part wholeheartedly. Building relevance depends on candid conversations about the reasons for change and the commitments people can make.
4 "Walking the Talk" - Leadership values
What happens when there is a mismatch between the things the boss says and his or her actual behavior? People do not expect perfection, but they recognize when leaders are not sincere or open. If executive and line leaders do not provide an atmosphere of trust and authenticity, then genuine change cannot move forward.
Challenges of Sustaining Momentum
These challenges occur sometime during the first year or two, when the group has clear goals and has discovered that new methods save more than enough time to put them into practice. Now the pilot group's real troubles begin. Sustained activity confronts boundaries - between the work of the pilot group and "internal" attitudes and beliefs, and between the pilot group's needs and the larger-scale company's values and ways of measuring success.
5 Fear and Anxiety: "This suff is ----"
The blanks represent the fact that everyone expresses their fear and anxiety with a different form of defensiveness. ) How do you deal with the concerns of team members about exposure, vulnerability and inadequacy, triggered by the conflicts between increasing levels of candor and openness and low levels of trust? This is one of the most frequently faced challenges and the most difficult to overcome.
6 Assessment and Measurement: "This stuff isn't working"
How do you deal with the disconnect between the tangible (but unfamiliar) achievements of a pilot group and the organization' s traditional ways of measuring success?
7 Believers and Nonbelievers:
"We have the right way!" say pilot group members. "They're acting like a cult!" say their other colleagues and peers.Riding on a wave of early success, speaking their own language, the pilot group becomes increasingly isolated from the rest of the organization. Outsiders, meanwhile, are put off and then turned off by the new, unfamiliar approaches and behavior. These misunderstandings easily accelerate into unnecessary, but nearly unavoidable, opposition.
Challenges of Systemwide Redesgin and Rethinking
These challenges appear as a pilot group's work gains broader credibility and confronts the established internal infrastructure and practices of the organization.
8 Governance: "They won't give up the power."
As the pilot group's capabilities and activities increase, it runs into the priorities and established processes of the rest of the organization. This leads to conflicts over power and autonomy and to a destructive, "us-versus-them" dynamic that nobody wants - and that could be avoided if the capabilities are in place for organizational redesign.
9 Diffusion: "We keep reinventig the wheel!"
Unless organizations learn to recognize and deal with their mysterious, almost unnoticed inability to transfer knowledge across organizational boundaries, people around the system will not build upon each other's successes.
10 Strategy and Purpose: "Where are we going? and "What are we here for?"
How do you revitalize and rethink the organization' s intended direction for success, its' contribution to its community and its future identity? How do you improve the processes of conversation that lead people to articulate and refine their aspirations and goals for achieving them?
Thanks to: "Ajay Singh Niranjan" ajay_uor@yahoo.com
Monday, January 29, 2007
“How to Be an Entrepreneur”
The Five Step Program
Identify the problem
Become an expert
Work Hard
Work Hard
Work Hard
Identifying a problem is the first step. Care should be taken to distinguish between problems and symptoms. You are better off addressing the problem rather than futzing around with the symptoms. You have to be an expert for that.
You become an expert by learning, some of which comes from experience, and which in turn comes from trying out different things and learning from the inevitable failures. Failing fast and failing frequently is a good thing if you learn from them. But to my mind the most important thing of all is to THINK DIFFERENT.
How does one think differently? At the very least it requires a big vocabulary. Not the GRE word list, of course, but concepts. You need to understand the world from a wide variety of perspectives. And that requires at the very least reading widely outside your domain of expertise.
For people who have a technology and business background, I would suggest history, anthropology, economics, science, literature, etc. This will help you understand and appreciate the connections that link everything around you and you will be able to figure out how to build stuff that will be useful and thus people will pay to get the stuff and you will be a successful entrepreneur.
Oh yes, the bit about working hard. Without the hard work, you’d have to be very lucky to be successful. And I believe that luck does not fully explain the most successful ones. Unfortunately, the capacity to work hard is, I think, built sometime in one’s formative years. So in a sense, your basic nature determines if you can be an entrepreneur.
What I have described above is not exactly verbatim but faithful in spirit. I ended my talk with that favorite quote from the architect Daniel Burnham (1864-1912) who said:
Make no little plans. They have no magic to stir men’s blood and probably themselves will not be realized. Make big plans; aim high in hope and work, remembering that a noble, logical diagram once recorded will never die, but long after we are gone will be a living thing, asserting itself with ever-growing insistency. Remember that our sons and grandsons are going to do things that would stagger us. Let your watchword be order and your beacon beauty. Think big.
Author : Atanu Dey Source :http://www.deeshaa. org
Identify the problem
Become an expert
Work Hard
Work Hard
Work Hard
Identifying a problem is the first step. Care should be taken to distinguish between problems and symptoms. You are better off addressing the problem rather than futzing around with the symptoms. You have to be an expert for that.
You become an expert by learning, some of which comes from experience, and which in turn comes from trying out different things and learning from the inevitable failures. Failing fast and failing frequently is a good thing if you learn from them. But to my mind the most important thing of all is to THINK DIFFERENT.
How does one think differently? At the very least it requires a big vocabulary. Not the GRE word list, of course, but concepts. You need to understand the world from a wide variety of perspectives. And that requires at the very least reading widely outside your domain of expertise.
For people who have a technology and business background, I would suggest history, anthropology, economics, science, literature, etc. This will help you understand and appreciate the connections that link everything around you and you will be able to figure out how to build stuff that will be useful and thus people will pay to get the stuff and you will be a successful entrepreneur.
Oh yes, the bit about working hard. Without the hard work, you’d have to be very lucky to be successful. And I believe that luck does not fully explain the most successful ones. Unfortunately, the capacity to work hard is, I think, built sometime in one’s formative years. So in a sense, your basic nature determines if you can be an entrepreneur.
What I have described above is not exactly verbatim but faithful in spirit. I ended my talk with that favorite quote from the architect Daniel Burnham (1864-1912) who said:
Make no little plans. They have no magic to stir men’s blood and probably themselves will not be realized. Make big plans; aim high in hope and work, remembering that a noble, logical diagram once recorded will never die, but long after we are gone will be a living thing, asserting itself with ever-growing insistency. Remember that our sons and grandsons are going to do things that would stagger us. Let your watchword be order and your beacon beauty. Think big.
Author : Atanu Dey Source :http://www.deeshaa. org
Learning Disabilities at Work
Seven learning disabilities which are often responsible for organizational failure: - Prof. Peter Senge (MIT)
1 - I am my position
2 - The enemy is out there
3 - The illusion of taking charge
4 - The fixation on events
5 - The parable of the boiled frog
6 - The delusion of learning from experience
7 - The myth of the management team
[1]-I am my own position is when people focus only on their position within the organization and have little sense of responsibility for the results produced -when all positions interact.
[2]-The enemy is out there syndrome is when we focus only on our position; we do not see how our own actions extend beyond the boundary of that position.
[3]-The illusion of taking charge is that we should face up to difficult issues, stop waiting for someone else to do something, and solve problems before they grow into crises but proactiveness is really reactive ness in disguise.
[4]-The fixation on events leads to “event” explanations that are true for now but distract us from seeing the longer-tenri patterns of change behind the events and understanding the causes of the patterns to events.
[5]-The parable of the boiled frog is in relation to the maladaptation of organizations to recognize gradually building threats to survival; just as the frog placed in a pot of water brought to boiling temperature will not attempt to jump out of the pot but adjusts to the temperature and slowly dies.
[6]-The delusion of learning from experience is when our actions have consequences in the distant future or part of the larger operating system, which makes it impossible to learn from direct experience.
[7]-The myth of the management team because teams in business tend to spend their time fighting for turf, avoiding anything that will make them look bad personally, and pretending that everyone is behind the team’s collective strategy.
Thanks to: "Ajay Singh Niranjan" ajay_uor@yahoo.com
1 - I am my position
2 - The enemy is out there
3 - The illusion of taking charge
4 - The fixation on events
5 - The parable of the boiled frog
6 - The delusion of learning from experience
7 - The myth of the management team
[1]-I am my own position is when people focus only on their position within the organization and have little sense of responsibility for the results produced -when all positions interact.
[2]-The enemy is out there syndrome is when we focus only on our position; we do not see how our own actions extend beyond the boundary of that position.
[3]-The illusion of taking charge is that we should face up to difficult issues, stop waiting for someone else to do something, and solve problems before they grow into crises but proactiveness is really reactive ness in disguise.
[4]-The fixation on events leads to “event” explanations that are true for now but distract us from seeing the longer-tenri patterns of change behind the events and understanding the causes of the patterns to events.
[5]-The parable of the boiled frog is in relation to the maladaptation of organizations to recognize gradually building threats to survival; just as the frog placed in a pot of water brought to boiling temperature will not attempt to jump out of the pot but adjusts to the temperature and slowly dies.
[6]-The delusion of learning from experience is when our actions have consequences in the distant future or part of the larger operating system, which makes it impossible to learn from direct experience.
[7]-The myth of the management team because teams in business tend to spend their time fighting for turf, avoiding anything that will make them look bad personally, and pretending that everyone is behind the team’s collective strategy.
Thanks to: "Ajay Singh Niranjan" ajay_uor@yahoo.com
One Day I Decided to Quit !!
One day I decided to quit...I quit my job, my relationship, my
Spirituality... I wanted to quit my life.
I went to the woods to have one last talk with God. "God", I said. "Can you
give me one good reason not to quit?" His answer surprised me...
"Look around", He said. "Do you see the fern and the bamboo?"
"Yes", I replied.
"When I planted the fern and the bamboo seeds, I took very good care of
them. I gave them light. I gave them water. The fern quickly grew from the
earth. Its brilliant green covered the floor. Yet nothing came from the
bamboo seed. But I did not quit on the bamboo. In the second year the Fern
grew more vibrant and plentiful. And again, nothing came from the bamboo
seed. But I did not quit on the bamboo." He said.
"In year three there was still nothing from the bamboo seed. But I would not
quit. In year four, again, there was nothing from the bamboo seed. I would
not quit." He said.
"Then in the fifth year a tiny sprout emerged from the earth. Compared to
the fern it was seemingly small and insignificant...But just 6 months later
the bamboo rose to over 100 feet tall. It had spent the five years growing
roots. Those roots made it strong and gave it what it needed to survive. I
would not give any of my creations a challenge it could not handle." He said
to me.
"Did you know, my child, that all this time you have been struggling, you
have actually been growing roots?"
"I would not quit on the bamboo. I will never quit on you."
"Don't compare yourself to others." He said. "The bamboo had a different
purpose than the fern. Yet they both make the forest beautiful."
"Your time will come", God said to me. "You will rise high"
"How high should I rise?" I asked.
"How high will the bamboo rise?" He asked in return.
"As high as it can?" I questioned
"Yes." He said, "Give me glory by rising as high as you can."
I left the forest and bring back this story. I hope these words can help you
see that God will never give up on you.
He will never give up on you!
Thanks to: "Shenoy, Sheshagiri" sheshagiri.shenoy@veco.com
Spirituality... I wanted to quit my life.
I went to the woods to have one last talk with God. "God", I said. "Can you
give me one good reason not to quit?" His answer surprised me...
"Look around", He said. "Do you see the fern and the bamboo?"
"Yes", I replied.
"When I planted the fern and the bamboo seeds, I took very good care of
them. I gave them light. I gave them water. The fern quickly grew from the
earth. Its brilliant green covered the floor. Yet nothing came from the
bamboo seed. But I did not quit on the bamboo. In the second year the Fern
grew more vibrant and plentiful. And again, nothing came from the bamboo
seed. But I did not quit on the bamboo." He said.
"In year three there was still nothing from the bamboo seed. But I would not
quit. In year four, again, there was nothing from the bamboo seed. I would
not quit." He said.
"Then in the fifth year a tiny sprout emerged from the earth. Compared to
the fern it was seemingly small and insignificant...But just 6 months later
the bamboo rose to over 100 feet tall. It had spent the five years growing
roots. Those roots made it strong and gave it what it needed to survive. I
would not give any of my creations a challenge it could not handle." He said
to me.
"Did you know, my child, that all this time you have been struggling, you
have actually been growing roots?"
"I would not quit on the bamboo. I will never quit on you."
"Don't compare yourself to others." He said. "The bamboo had a different
purpose than the fern. Yet they both make the forest beautiful."
"Your time will come", God said to me. "You will rise high"
"How high should I rise?" I asked.
"How high will the bamboo rise?" He asked in return.
"As high as it can?" I questioned
"Yes." He said, "Give me glory by rising as high as you can."
I left the forest and bring back this story. I hope these words can help you
see that God will never give up on you.
He will never give up on you!
Thanks to: "Shenoy, Sheshagiri" sheshagiri.shenoy@veco.com
Do you get anxious at work?
Panic - Heart racing. Palms sweating. Breathing rapid and shallow. Mouth dry. Knees knocking.
Whether it's a pop quiz, a job interview, a spider, an impromptu speech, a crowded elevator, a dirty restroom, the view from a cliff, a shot at the clinic, a flight across the ocean, a first kiss, or a trip to a crowded shopping center, we all have something that fills us with panic. In severe cases, we can develop anxiety disorders in which panic attacks occur at seemingly random moments.
Whether you have a case of the pre-speech jitters or a full-blown panic attack, the physical symptoms are easily recognized. However, what we need to see clearly are the thoughts going through our mind whenever we feel anxious.
No matter what triggers your personal panic parade-- complete with lively emotions, colorful thoughts, and sizzling sensations--there is one key element that gets the party started.
No, it's not just stress. It isn't your personality type. It's not solely your past memories or the way your mother raised you or your particular physical challenges.
It is simply this: you are lacking in self-esteem.
Okay, now did you automatically start with the "But I am perfectly confident! I am totally competent! I feel just fine about myself!" rebuttal? Ah, good. Watch that.
We just hate it when someone suggests we might not have rock-solid self-esteem, and yet we are pros when it comes to bashing ourselves. Aren't we funny?
We'd rather believe that our anxiety is due to biological factors so we can take a pill to deal with it. But masking panic is not the same as managing panic. If you want to transcend your anxiety, you've got to get to the bottom of it.
The truth is that we only panic about things we don't feel confident handling.
If we don't handle a particular situation well, we dread the next time we must face it. We doubt that we will ever handle it skillfully even if we have done so in the past. We worry about it--and then worry about worrying! Fearful avoidance becomes our new way of responding.
Before we know it, we're stuck in panic purgatory.
Insert mindfulness here. Don't ask for anxiety--ask your anxiety. Focus on the first thought you have when that panic starts bubbling up and gently ask, "Why? Watch...then ask again. Play through several "why" cycles—and learn.
Panic is simply misguided attention. We must learn to watch the ROOT (some element requiring greater self- esteem) instead of the RESULT (all-night panic party) of our anxiety.
Ask your anxiety and listen carefully. Use mindfulness to help you redirect your attention, and you will learn to disconnect that panic button for good
Thanks to: "Shenoy, Sheshagiri" sheshagiri.shenoy@veco.com
Whether it's a pop quiz, a job interview, a spider, an impromptu speech, a crowded elevator, a dirty restroom, the view from a cliff, a shot at the clinic, a flight across the ocean, a first kiss, or a trip to a crowded shopping center, we all have something that fills us with panic. In severe cases, we can develop anxiety disorders in which panic attacks occur at seemingly random moments.
Whether you have a case of the pre-speech jitters or a full-blown panic attack, the physical symptoms are easily recognized. However, what we need to see clearly are the thoughts going through our mind whenever we feel anxious.
No matter what triggers your personal panic parade-- complete with lively emotions, colorful thoughts, and sizzling sensations--there is one key element that gets the party started.
No, it's not just stress. It isn't your personality type. It's not solely your past memories or the way your mother raised you or your particular physical challenges.
It is simply this: you are lacking in self-esteem.
Okay, now did you automatically start with the "But I am perfectly confident! I am totally competent! I feel just fine about myself!" rebuttal? Ah, good. Watch that.
We just hate it when someone suggests we might not have rock-solid self-esteem, and yet we are pros when it comes to bashing ourselves. Aren't we funny?
We'd rather believe that our anxiety is due to biological factors so we can take a pill to deal with it. But masking panic is not the same as managing panic. If you want to transcend your anxiety, you've got to get to the bottom of it.
The truth is that we only panic about things we don't feel confident handling.
If we don't handle a particular situation well, we dread the next time we must face it. We doubt that we will ever handle it skillfully even if we have done so in the past. We worry about it--and then worry about worrying! Fearful avoidance becomes our new way of responding.
Before we know it, we're stuck in panic purgatory.
Insert mindfulness here. Don't ask for anxiety--ask your anxiety. Focus on the first thought you have when that panic starts bubbling up and gently ask, "Why? Watch...then ask again. Play through several "why" cycles—and learn.
Panic is simply misguided attention. We must learn to watch the ROOT (some element requiring greater self- esteem) instead of the RESULT (all-night panic party) of our anxiety.
Ask your anxiety and listen carefully. Use mindfulness to help you redirect your attention, and you will learn to disconnect that panic button for good
Thanks to: "Shenoy, Sheshagiri" sheshagiri.shenoy@veco.com
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