Positive Work Email Quotes

I’m a modern man, a man for the millennium. Digital and smoke free. A diversified multi-cultural, post-modern deconstruction that is anatomically and ecologically incorrect. I’ve been up linked and downloaded, I’ve been inputted and outsourced, I know the upside of downsizing, I know the downside of upgrading. I’m a high-tech low-life. A cutting edge, state-of-the-art bi-coastal multi-tasker and I can give you a gigabyte in a nanosecond! I’m new wave, but I’m old school and my inner child is outward bound. I’m a hot-wired, heat seeking, warm-hearted cool customer, voice activated and bio-degradable. I interface with my database, my database is in cyberspace, so I’m interactive, I’m hyperactive and from time to time I’m radioactive. Behind the eight ball, ahead of the curve, ridin the wave, dodgin the bullet and pushin the envelope. I’m on-point, on-task, on-message and off drugs. I’ve got no need for coke and speed. I've got no urge to binge and purge. I’m in-the-moment, on-the-edge, over-the-top and under-the-radar. A high-concept, low-profile, medium-range ballistic missionary. A street-wise smart bomb. A top-gun bottom feeder. I wear power ties, I tell power lies, I take power naps and run victory laps. I’m a totally ongoing big-foot, slam-dunk, rainmaker with a pro-active outreach. A raging workaholic. A working rageaholic. Out of rehab and in denial! I’ve got a personal trainer, a personal shopper, a personal assistant and a personal agenda. You can’t shut me up. You can’t dumb me down because I’m tireless and I’m wireless, I’m an alpha male on beta-blockers. I’m a non-believer and an over-achiever, laid-back but fashion-forward. Up-front, down-home, low-rent, high-maintenance. Super-sized, long-lasting, high-definition, fast-acting, oven-ready and built-to-last! I’m a hands-on, foot-loose, knee-jerk head case pretty maturely post-traumatic and I’ve got a love-child that sends me hate mail. But, I’m feeling, I’m caring, I’m healing, I’m sharing-- a supportive, bonding, nurturing primary care-giver. My output is down, but my income is up. I took a short position on the long bond and my revenue stream has its own cash-flow. I read junk mail, I eat junk food, I buy junk bonds and I watch trash sports! I’m gender specific, capital intensive, user-friendly and lactose intolerant. I like rough sex. I like tough love. I use the “F” word in my emails and the software on my hard-drive is hardcore--no soft porn. I bought a microwave at a mini-mall; I bought a mini-van at a mega-store. I eat fast-food in the slow lane. I’m toll-free, bite-sized, ready-to-wear and I come in all sizes. A fully-equipped, factory-authorized, hospital-tested, clinically-proven, scientifically- formulated medical miracle. I’ve been pre-wash, pre-cooked, pre-heated, pre-screened, pre-approved, pre-packaged, post-dated, freeze-dried, double-wrapped, vacuum-packed and, I have an unlimited broadband capacity. I’m a rude dude, but I’m the real deal. Lean and mean! Cocked, locked and ready-to-rock. Rough, tough and hard to bluff. I take it slow, I go with the flow, I ride with the tide. I’ve got glide in my stride. Drivin and movin, sailin and spinin, jiving and groovin, wailin and winnin. I don’t snooze, so I don’t lose. I keep the pedal to the metal and the rubber on the road. I party hearty and lunch time is crunch time. I’m hangin in, there ain’t no doubt and I’m hangin tough, over and out!

Note to self: Try to extend positive feelings associated with Scratch-Off win into all areas of life. Be bigger presence at work. Race up ladder (joyfully, w/smile on face), get raise. Get in best shape of life, start dressing nicer. Learn guitar? Make point of noticing beauty of world? Why not educate self re. birds, flowers, trees, constellations, become true citizen of natural world, walk around neighborhood w/kids, patiently teaching kids names of birds, flowers, etc. etc.? Why not take kids to Europe? Kids have never been. Have never, in Alps, had hot chocolate in mountain café, served by kindly white-haired innkeeper, who finds them so sophisticated/friendly relative to usual snotty/rich American kids (who always ignore his pretty but crippled daughter w/braids) that he shows them secret hiking path to incredible glade, kids frolic in glade, sit with crippled pretty girl on grass, later say it was most beautiful day of their lives, keep in touch with crippled girl via email, we arrange surgery here for her, surgeon so touched he agrees to do surgery for free, she is on front page of our paper, we are on front page of their paper in Alps? Ha ha. Just happy.

Here’s my full list of guidelines for how to apply the principles of this chapter to email communication. 1. Emails should contain as few words as possible. 2. Make it easy to see your central point at a glance, in one screen. 3. Never send an email that could emotionally affect another person unless it’s pure positive feedback. 4. Emotional issues must be discussed by phone; email should be used only to book a time for a call. 5. If you accidentally break rule number four, phone the person immediately, apologize, and discuss the issue by phone.

You’re unhappy and you feel like a failure. PERFECT! Use that sad/angry/disappointed energy. Channel it into what you know, deep down in your heart, you love. Spend the next six months in a state of total obsession. Get up two hours earlier than usual and write before you go to work. Come home and exercise (not optional, sorry), then write for another hour. Read or watch the kind of comedy you love before bed. Don’t waste all your time socializing. Do a little socializing on weekends, but focus. Focus! Save your money. Research part-time work you could do for your company; use your slackness as a way to sell a new position where your boss would get your best from you every hour that you’re there. Pitch it as a win-win. Or pitch working from home half the time to cure your blahs and jack up your productivity. Then overproduce at work, but fit all of your work into a part-time schedule, and fill your prime working hours with writing/comedy. Almost any capable human with a not-that-taxing job can pull this off if they put their mind to it. If you’re a manager, investigate other roles or sell your boss on the fact that you’re managing via e-mail most of the time anyway.

The silent treatment is a form of emotional abuse typically employed by people with narcissistic tendencies. It is designed to (1) place the abuser in a position of control; (2) silence the target’s attempts at assertion; (3) avoid conflict resolution/personal responsibility/compromise; or (4) punish the target for a perceived ego slight. (..) The target, who may possess high emotional intelligence, empathy, conflict-resolution skills, and the ability to compromise, may work diligently to respond to the deafening silence. He or she may frequently reach out to the narcissistic person via email, phone, or text to resolve greatly inflated misunderstandings, and is typically met with continued disdain, contempt, and silence. Essentially, the narcissistic person’s message is one of extreme disapproval (..) The silent treatment is a form of emotional abuse that no one deserves nor should tolerate. If an individual experiences this absence of communication, it is a sure sign that he or she needs to move on and heal. The healing process can feel like mourning the loss of a relationship that did not really exist and was one-way in favor of the ego-massaging person with narcissism.

How does this work in email marketing? One simple example is to start asking subscribers to begin interacting with you in a small way right from when you start communicating with them. Ask them to reply to a message, like or share a blog post, complete a survey. Taking these small steps to interact early on makes it much more likely they’ll be willing to take bigger steps later – like joining you on a webinar, arranging a call with you or buying a product. You can also offer a low cost product early on in your interactions with a subscriber. It’s less of a commitment than a high end product or hiring your services. But by purchasing from you they begin to see themselves as a buyer and they’re more likely to buy again in future. Especially if their buying and post-purchase experience is very positive.

Rich Purnell sipped coffee in the silent building. Only his cubicle illuminated the otherwise dark room. Continuing with his computations, he ran a final test on the software he'd written. It passed. With a relieved sigh, he sank back in his chair. Checking the clock on his computer, he shook his head. 3:42am. Being an astrodynamicist, Rich rarely had to work late. His job was the find the exact orbits and course corrections needed for any given mission. Usually, it was one of the first parts of a project; all the other steps being based on the orbit. But this time, things were reversed. Iris needed an orbital path, and nobody knew when it would launch. A non-Hoffman Mars-transfer isn't challenging, but it does require the exact locations of Earth and Mars. Planets move as time goes by. An orbit calculated for a specific launch date will work only for that date. Even a single day's difference would result in missing Mars entirely. So Rich had to calculate many orbits. He had a range of 25 days during which Iris might launch. He calculated one orbital path for each. He began an email to his boss. "Mike", he typed, "Attached are the orbital paths for Iris, in 1-day increments. We should start peer-review and vetting so they can be officially accepted. And you were right, I was here almost all night. It wasn't that bad. Nowhere near the pain of calculating orbits for Hermes. I know you get bored when I go in to the math, so I'll summarize: The small, constant thrust of Hermes's ion drives is much harder to deal with than the large point-thrusts of presupply probes. All 25 of the orbits take 349 days, and vary only slightly in thrust duration and angle. The fuel requirement is nearly identical for the orbits and is well within the capacity of EagleEye's booster. It's too bad. Earth and Mars are really badly positioned. Heck, it's almost easier to-" He stopped typing. Furrowing his brow, he stared in to the distance. "Hmm." he said. Grabbing his coffee cup, he went to the break room for a refill. ... "Rich", said Mike. Rich Purnell concentrated on his computer screen. His cubicle was a landfill of printouts, charts, and reference books. Empty coffee cups rested on every surface; take-out packaging littered the ground. "Rich", Mike said, more forcefully. Rich looked up. "Yeah?" "What the hell are you doing?" "Just a little side project. Something I wanted to check up on." "Well... that's fine, I guess", Mike said, "but you need to do your assigned work first. I asked for those satellite adjustments two weeks ago and you still haven't done them." "I need some supercomputer time." Rich said. "You need supercomputer time to calculate routine satellite adjustments?" "No, it's for this other thing I'm working on", Rich said. "Rich, seriously. You have to do your job." Rich thought for a moment. "Would now be a good time for a vacation?" He asked. Mike sighed. "You know what, Rich? I think now would be an ideal time for you to take a vacation." "Great!" Rich smiled. "I'll start right now." "Sure", Mike said. "Go on home. Get some rest." "Oh, I'm not going home", said Rich, returning to his calculations. Mike rubbed his eyes. "Ok, whatever. About those satellite orbits...?" "I'm on vacation", Rich said without looking up. Mike shrugged and walked away.

In addition to work, ADHD can significantly impact family life and relationships. The effects of ADHD on relationships are not necessarily negative; in fact, they can bring out many positive attributes. Loved ones may feel energized around you and recognize that your sense of spontaneity and creative expression brings a lot of joy into their lives. On the flip side, friends and family may complain about imbalanced relationships, issues with intimacy, and/or fraught dynamics. If you get easily sidetracked, you may be late to dates with friends and family (or completely forget to meet). You may forget to respond to emails, calls, and test. Family and friends may take these behaviors personally. This can feel hurtful to you when you are trying your best with a brain that works differently than theirs. Of course, this does not have anything to do with how much you care for your loved ones, so communicating what you're going through and strengthening your organizational skills to respect important commitments can keep your treasured relationships humming along smoothly.

Here are my 12 Rules for Living: I go to bed and get up at the same time seven days per week (8 p.m. and 4 a.m., respectively). I stick to my diet, avoid caffeine after 1 p.m., and avoid alcohol within three hours of bedtime. I write for at least sixty minutes first thing every morning. I do not check email before noon and I do not talk on the phone unless it is a scheduled interview or conference call. I act polite and courteous, and I do not swear. I create a to-do list at the start & end of every workday and update my daily gratitude & achievement journal. I do not engage in confrontations with anyone, in-person or online. This is a waste of time and energy. If I have caused harm, I apologize and fix the situation. And then I take a deep breath, relax, breathe out, and re-focus my efforts back on my work and goals. I am guided by these two phrases: “Nothing matters.” – I can only work towards my big goals and my vision of helping others, while the opinions of others do not matter. “It will all be over soon.” – Everything, both good and bad, comes to an end. I must enjoy the good while it lasts, and persevere through the bad until I have beaten it. Everything that happens to me—good and bad—is my personal responsibility. I blame no one but myself. These are the choices I’ve made—this is the life I’m living. I accept the consequences of my actions. I will help ten million men and women transform their lives. I will not be the person I don’t want to be. I will not be petty, jealous, or envious, or give in to any other of those lazy emotions. I will not gossip or speak badly of others, no matter who I am with or what environment I am in. I will not be negative when it is easier to be positive. I will not hurt others when it is possible to help. I will know the temptations, situations and environments in life that I must avoid, and I will, in fact, avoid them, even if it means loosening relationships with others who “live” in those environments. It’s my life and that matters more than what other people think of me. “I will always keep the child within me alive.” – Frank McKinney. I will make time to laugh and play every day. “I will write with honesty and feeling.” – Ted Nicholas. The opinion of others does not matter. What matters is the number of people that I can help by sharing advice and encouragement in my writing. My 12 Rules have made me much happier

More than anything, we have lost the cultural customs and traditions that bring extended families together, linking adults and children in caring relationships, that give the adult friends of parents a place in their children's lives. It is the role of culture to cultivate connections between the dependent and the dependable and to prevent attachment voids from occurring. Among the many reasons that culture is failing us, two bear mentioning. The first is the jarringly rapid rate of change in twentieth-century industrial societies. It requires time to develop customs and traditions that serve attachment needs, hundreds of years to create a working culture that serves a particular social and geographical environment. Our society has been changing much too rapidly for culture to evolve accordingly. There is now more change in a decade than previously in a century. When circumstances change more quickly than our culture can adapt to, customs and traditions disintegrate. It is not surprising that today's culture is failing its traditional function of supporting adult-child attachments. Part of the rapid change has been the electronic transmission of culture, allowing commercially blended and packaged culture to be broadcast into our homes and into the very minds of our children. Instant culture has replaced what used to be passed down through custom and tradition and from one generation to another. “Almost every day I find myself fighting the bubble-gum culture my children are exposed to,” said a frustrated father interviewed for this book. Not only is the content often alien to the culture of the parents but the process of transmission has taken grandparents out of the loop and made them seem sadly out of touch. Games, too, have become electronic. They have always been an instrument of culture to connect people to people, especially children to adults. Now games have become a solitary activity, watched in parallel on television sports-casts or engaged in in isolation on the computer. The most significant change in recent times has been the technology of communication — first the phone and then the Internet through e-mail and instant messaging. We are enamored of communication technology without being aware that one of its primary functions is to facilitate attachments. We have unwittingly put it into the hands of children who, of course, are using it to connect with their peers. Because of their strong attachment needs, the contact is highly addictive, often becoming a major preoccupation. Our culture has not been able to evolve the customs and traditions to contain this development, and so again we are all left to our own devices. This wonderful new technology would be a powerfully positive instrument if used to facilitate child-adult connections — as it does, for example, when it enables easy communication between students living away from home, and their parents. Left unchecked, it promotes peer orientation.

In the end, Putin won with the aid of Americans who had turned on their own values. The news media assisted greatly by elevating stolen innocuous emails from an insecure party server to a national crisis in which the victims were treated suspiciously. To Trump supporters it validated everything they ever suspected about Hillary Clinton—she hid emails, which meant she was a liar. No matter that Trump voters elected a man who openly embraced white supremacy, rejected diversity, abhorred global engagement, ignored his own corruption, and enlisted his own family and staff as royalty to be worshipped. Trump voters saw these traits as perks. They viewed nepotism, largess, and excess as virtues of a business and political shark. If he vocally stood against virtually all gains America had made in equality and global economic expansion since 1964 and it got him elected, then all the better that he hold those positions. By all means necessary was Trump’s apparent motto for the 2016 election. Russian intelligence lived by that motto too. The spies of the Red Square were shameless enough but the real scandal was that Team Trump saw nothing wrong with it. Trump voters had blindly elected him despite knowing that Russia had intervened in the electoral process. They cared not that Trump’s own surprising level of slavish devotion to Putin was suspicious. It. Did. Not. Matter. Trump had created a cult of personality in the white lower class so that they worshipped his every word and challenged the veracity of anything negative said against him. This worked out well for Putin. For the

Time management also involves energy management. Sometimes the rationalization for procrastination is wrapped up in the form of the statement “I’m not up to this,” which reflects the fact you feel tired, stressed, or some other uncomfortable state. Consequently, you conclude that you do not have the requisite energy for a task, which is likely combined with a distorted justification for putting it off (e.g., “I have to be at my best or else I will be unable to do it.”). Similar to reframing time, it is helpful to respond to the “I’m not up to this” reaction by reframing energy. Thinking through the actual behavioral and energy requirements of a job challenges the initial and often distorted reasoning with a more realistic view. Remember, you only need “enough” energy to start the task. Consequently, being “too tired” to unload the dishwasher or put in a load of laundry can be reframed to see these tasks as requiring only a low level of energy and focus. This sort of reframing can be used to address automatic thoughts about energy on tasks that require a little more get-up-and-go. For example, it is common for people to be on the fence about exercising because of the thought “I’m too tired to exercise.” That assumption can be redirected to consider the energy required for the smaller steps involved in the “exercise script” that serve as the “launch sequence” for getting to the gym (e.g., “Are you too tired to stand up and get your workout clothes? Carry them to the car?” etc.). You can also ask yourself if you have ever seen people at the gym who are slumped over the exercise machines because they ran out of energy from trying to exert themselves when “too tired.” Instead, you can draw on past experience that you will end up feeling better and more energized after exercise; in fact, you will sleep better, be more rested, and have the positive outcome of keeping up with your exercise plan. If nothing else, going through this process rather than giving into the impulse to avoid makes it more likely that you will make a reasoned decision rather than an impulsive one about the task. A separate energy management issue relevant to keeping plans going is your ability to maintain energy (and thereby your effort) over longer courses of time. Managing ADHD is an endurance sport. It is said that good soccer players find their rest on the field in order to be able to play the full 90 minutes of a game. Similarly, you will have to manage your pace and exertion throughout the day. That is, the choreography of different tasks and obligations in your Daily Planner affects your energy. It is important to engage in self-care throughout your day, including adequate sleep, time for meals, and downtime and recreational activities in order to recharge your battery. Even when sequencing tasks at work, you can follow up a difficult task, such as working on a report, with more administrative tasks, such as responding to e-mails or phone calls that do not require as much mental energy or at least represent a shift to a different mode. Similarly, at home you may take care of various chores earlier in the evening and spend the remaining time relaxing. A useful reminder is that there are ways to make some chores more tolerable, if not enjoyable, by linking them with preferred activities for which you have more motivation. Folding laundry while watching television, or doing yard work or household chores while listening to music on an iPod are examples of coupling obligations with pleasurable activities. Moreover, these pleasant experiences combined with task completion will likely be rewarding and energizing.

Securing one's digital assets is a critical concern in today's interconnected world, where cybercriminals lurk in the shadows, constantly seeking vulnerabilities to exploit. When I fell victim to a devastating hack that threatened to compromise all my hard-earned online accounts and valuable digital possessions, I was understandably distraught and overwhelmed. However, my experience with CRANIX ETHICAL SOLUTIONS HAVEN proved to be a true saving grace. This specialized service, staffed by a team of seasoned cybersecurity experts, sprang into action the moment I reached out for help. They quickly assessed the situation, identifying the entry point used by the hackers and methodically working to regain control of my accounts. The process was meticulous and thorough, with the CRANIX ETHICAL SOLUTIONS HAVEN team leaving no stone unturned as they meticulously traced the hacker's digital footprints and systematically shut down each unauthorized access point. Throughout the ordeal, they kept me informed every step of the way, providing clear explanations and reassuring me that my data and assets were in capable hands. Thanks to their tireless efforts and advanced techniques, I was able to reclaim my online identity and restore my peace of mind, emerging from the incident with an even stronger commitment to cyber hygiene and a profound appreciation for the invaluable service that CRANIX ETHICAL SOLUTIONS HAVEN provides. This positive experience has solidified my confidence in their ability to safeguard my digital assets, and I now wholeheartedly recommend their services to anyone facing the daunting prospect of a cyber attack. I will advise you to tell CRANIX ETHICAL SOLUTIONS HAVEN your own side and get the help you need in time. Contact CRANIX ETHICAL SOLUTIONS HAVEN EMAIL: cranixethicalsolutionshaven @ post . com WHATSAPP: +,4,4,7,4,6,0,6,2,2,7,3,0 TELEGRAM: @ cranixethicalsolutionshaven WEBSITE: https: // cranixethicalsolutionshaven . info

It’s a basic fact of their relationship that Olivia wants sex more often than Patrick does, so she ends up initiating most of the time. But Olivia’s experience of being the target of Patrick’s placebo-powered rampant lust the previous night had given her a powerful insight: It had felt good to be open to sex, without feeling driven to have sex. It had felt good to allow sexual desire to pull her gradually and gently toward sex, rather than feeling like it was pushing her. So as the next step in their experiment, they tried flipping their usual dynamic on its head. They set a “date night” and then didn’t do anything to prepare; they just showed up that night in their usual states of mind—Olivia ready to go, Patrick not disinterested, but not actively interested either. And they made Olivia follow her partner’s lead, while Patrick started to explore what kinds of things he could do to shift himself into active interest. They spent a lot of time “preheating the oven”: kissing and talking and massaging—and, surprisingly, a little adventure, moving from the bedroom to the kitchen to feed each other. When Patrick was in charge with full permission to do whatever occurred to him, they tried new things and played together. They learned a lot about what context worked for Patrick, because he had to create that context, had to ask for what felt right. They learned a surprising thing about Olivia, too: When she stayed still enough to move at Patrick’s pace rather than her own naturally faster pace, the gradual buildup and the sustained arousal and the necessity of holding herself back created a context that wasn’t just as good as the context that worked for her. It was unbelievably better. Olivia emailed me: “One of the rules we set was I had to ask for permission before I had an orgasm. And he did not always say yes when I asked. Um, we’ll be doing that again.” In other words: Creating a great sex-positive context for the lower-desire partner resulted in a context that was mind-blowingly, almost painfully erotic for the higher-desire partner. This chapter is about why and how that works.

OBAMA WENT THROUGH STAGES. That first day, I was in multiple meetings where he tried to lift everyone’s spirits. That evening, he interrupted the senior staff meeting in Denis McDonough’s office and gave a version of the speech that I’d now heard three times as we all sat there at the table. He was the only one standing. It was both admirable and heartbreaking watching him take everything in stride, working—still—to lift people’s spirits. When he was done, I spoke first. “It says a lot about you,” I said, “that you’ve spent the whole day trying to buck the rest of us up.” People applauded. Obama looked down. On the Thursday after the election, he had a long, amiable meeting with Trump. It left him somewhat stupefied. Trump had repeatedly steered the conversation back to the size of his rallies, noting that he and Obama could draw big crowds but Hillary couldn’t. He’d expressed openness to Obama’s arguments about healthcare, the Iran deal, immigration. He’d asked for recommendations for staff. He’d praised Obama publicly when the press was there. Afterward, Obama called a few of us up to the Oval Office to recap. “I’m trying to place him,” he said, “in American history.” He told us Trump had been perfectly cordial, but he’d almost taken pride in not being attached to a firm position on anything. “He peddles bullshit. That character has always been a part of the American story,” I said. “You can see it right back to some of the characters in Huckleberry Finn.” Obama chuckled. “Maybe that’s the best we can hope for.” In breaks between meetings in the coming days, he expressed disbelief that the election had been lost. With unemployment at 5 percent. With the economy humming. With the Affordable Care Act working. With graduation rates up. With most of our troops back home. But then again, maybe that’s why Trump could win. People would never have voted for him in a crisis. He kept talking it out, trying on different theories. He chalked it up to multiple car crashes at once. There was the letter from Comey shortly before the election, reopening the investigation into Clinton’s email server. There was the steady release of Podesta emails from Wikileaks through October. There was a rabid right-wing propaganda machine and a mainstream press that gorged on the story of Hillary’s emails, feeding Trump’s narrative of corruption.

But this sense of duty and virtue involved a complicated calculation about your positive effect on the White House versus its negative effect on you. In April, an email originally copied to more than a dozen people went into far wider circulation when it was forwarded and reforwarded. Purporting to represent the views of Gary Cohn and quite succinctly summarizing the appalled sense in much of the White House, the email read: It’s worse than you can imagine. An idiot surrounded by clowns. Trump won’t read anything—not one-page memos, not the brief policy papers; nothing. He gets up halfway through meetings with world leaders because he is bored. And his staff is no better. Kushner is an entitled baby who knows nothing. Bannon is an arrogant prick who thinks he’s smarter than he is. Trump is less a person than a collection of terrible traits. No one will survive the first year but his family. I hate the work, but feel I need to stay because I’m the only person there with a clue what he’s doing. The reason so few jobs have been filled is that they only accept people who pass ridiculous purity tests, even for midlevel policy-making jobs where the people will never see the light of day. I am in a constant state of shock and horror.

1. State the situation. “You go right in and hit them with how you see it in the cold light of day, without being too inflammatory or dramatic,” says Rosenberg. She made it clear to the A.M.A. that (a) having no women speakers was wrong, and (b) hiring her would be a step in the right direction. It makes sense that before you can speak persuasively—that is, before you speak from a position of passion and personal knowledge—you need to know where you stand. 2. Communicate your feelings. We downplay the influence of emotions in our day-to-day contacts, especially in the business world. We’re told that vulnerability is a bad thing and we should be wary of revealing our feelings. But as we gain comfort using “I feel” with others, our encounters take on depth and sincerity. Your emotions are a gift of respect and caring to your listeners. 3. Deliver the bottom line. This is the moment of truth when you state, with utter clarity, what it is you want. If you’re going to put your neck on the line, you’d better know why. The truth is the fastest route to a solution, but be realistic. While I knew Phil Knight of Nike wasn’t going to buy anything based on one five-minute conversation on a bus in Davos, Switzerland, I did make sure to get his e-mail and tell him that I’d like to follow up with him again sometime. Then I did so. 4. Use an open-ended question. A request that is expressed as a question—one that cannot be answered by a yes or no—is less threatening. How do you feel about this? How can we solve this problem? The issue has been raised, your feelings expressed, your desires articulated. With an open-ended suggestion or question, you invite the other person to work toward a solution with you. I didn’t insist on a specific lunch date at a specific time with Phil. I left it open and didn’t allow our first exchange to be weighted down by unnecessary obligations

Thanks to the knowledge revolution, we have more information and more choices than ever before. But we also have more decisions to make and less time to make them as the pace of life picks up greater speed with each so-called labor-saving technological advance. The boundaries between home and the workplace are eroding as work reaches people by cell phone and e-mail, anywhere anytime. The rules are also eroding and the temptation to cut corners and bend ethical standards is powerful. Everywhere people are finding it hard to set and maintain boundaries. No is today’s biggest challenge.

4. Give recognition and show appreciation. “The deepest principle of human nature is the craving to be appreciated,” wrote William James, the father of American psychology. It is impossible to be motivated and do great work if you don’t feel that somebody cares and appreciates what you do. Studies have shown that for people to be happy and productive at work, they need to experience positive interactions (appreciation, praise) vs. negative (reprimands, criticism) with their manager in a ratio of at least 3:1. (Watch out: For a marriage to work, you actually need a 5:1 ratio!!) So make it a simple habit to thank people each and every day — and that includes using the word generously in emails to your team. The way people want to receive recognition varies greatly: public vs. private, material vs. immaterial, from peers vs. from superiors, etc. Great managers test different approaches and observe reactions until they find the triggers that work best with each of their people. At MOM’s Organic Market, managers will sometimes publicly recognize employees who have performed well, but CEO Scott Nash has often found that one-on-one comments are most effective.

people have what he calls a natural negativity bias toward email. 8 Goleman found that if the sender felt positive about an email, then the receiver usually just felt neutral. And if the sender felt neutral about the message, then the receiver typically felt negative about it.

I feel good. And victorious. And the feeling lasts. A few weeks after my first poker win, I’m approached by a magazine to write an article. I look back through my old emails. I’ve played with this opponent before: she’s asked me to write in the past, multiple times. It was always a little too small a sum for the effort required, so I’d never actually written anything. Every time I mentioned money, she walked away. Part of me just wants to accept this assignment: it’s interesting, I’ve done a lot of work on the background already, and the money isn’t all that bad. I’ve been offered worse. It would actually be a nice and needed boost at this precise moment. But on some level, part of me must remember: you can’t play scared. You can’t be afraid of how you look. You can’t be afraid someone will walk away because of what you do or don’t do. You have to play smart. And so I decide to check back: I’m not really doing much freelance work these days, I respond. I’m working on my next book. Not a refusal, but something that leaves the action open. Turn the decision momentum so that the power of position is on my side. Do nothing without first gauging my opponent’s reaction. Reveal nothing about the strength of my hand until I have to. A day later, I receive another email: What if we paid you more than we’ve offered in the past? This is an opening, and old me would have jumped at it. New me decides I don’t actually have to jump at anything; the smarter strategy might lie in another direction. I’m not sure that would be enough, I counter, since I really need to be paid more than I am at my home magazine to make it worth my while given the constraints on my time. In effect, I’m calling the bet, but I don’t raise. I simply stay in the hand to see what will happen. Three dollars a word, comes the next email. Done. I’ve won the hand and extracted more value than I ever thought I could from it.

Think on Paper The power of this technique lies in its simplicity. Here’s how it works: You start with a list of everything you have to do for the coming day. Think on paper. You then place an A, B, C, D, or E next to each item on your list before you begin the first task. An “A” item is defined as something that is very important, something that you must do. This is a task that will have serious positive or negative consequences if you do it or fail to do it, like visiting a key customer or finishing a report that your boss needs for an upcoming board meeting. These items are the frogs of your life. If you have more than one A task, you prioritize these tasks by writing “A-1,” “A-2,” “A-3,” and so on in front of each item. Your A-1 task is your biggest, ugliest frog of all. ”Shoulds” versus “Musts” A “B” item is defined as a task that you should do. But it has only mild consequences. These are the tadpoles of your work life. This means that someone may be unhappy or inconvenienced if you don’t do one of these tasks, but it is nowhere as important as an A task. Returning an unimportant telephone message or reviewing your e-mail would be a B task. The rule is that you should never do a B task when an A task is left undone. You should never be distracted by a tadpole when a big frog is sitting there waiting to be eaten. A “C” task is defined as something that would be nice to do but for which there are no consequences at all, whether you do it or not. C tasks include phoning a friend, having coffee or lunch with a coworker, and completing some personal business during work hours. These sorts of activities have no effect at all on your work life. A “D” task is defined as something you can delegate to someone else. The rule is that you should delegate everything that someone else can do so you can free up more time for the A tasks that only you can do. An “E” task is defined as something that you can eliminate altogether, and it won’t make any real difference. This may be a task that was important at one time but is no longer relevant to you or anyone else. Often it is something you continue to do out of habit or because you enjoy it. But every minute that you spend on an E task is time taken away from an A task or activity that can make a real difference in your life. After you have applied the ABCDE Method to your list, you will be completely organized and ready to get more important things done faster.

We often feel the most stress, or the most emotionally hijacked, when we stare into the void of our jam-packed to-do list, in-box, or desk top. One look at the towering pile of papers looming on our desk, or the 300 unread e-mails, and our feelings of control fly right out the window.

In the world of marketing, the term is “opt-out”—a genius invention, really, that takes supreme advantage of human psychology. Opt-out marketing is when people are added to mailing lists without ever consciously consenting, so that if they want to stop the barrage of promotional e-mails, they must actively unsubscribe themselves.

Sustain a positive outlook. Cultivate a can-do spirit, and you will be an inspiration to employees. And, when that's a tall order, fake it until you make it! • Be known as a fair person. Employees want to be treated fairly, and you must take the necessary steps to make sure they feel that is the case. • Keep an eye on morale. Morale at the workplace can be affected positively or negatively by an incident that, although it might seem insignificant to you, might be very important to your employees. A contented group of employees will do more and better work than an unhappy group. • Set an example. If you want your employees to work hard and succeed, then set an example by doing so yourself. Be a spectacular role model! • Take responsibility for your actions. If something goes wrong and it's your fault, step up to the plate and acknowledge whatever it is that went wrong and why. • Maintain your sense of humor. Don't take yourself too seriously, and don't be in such a hurry that you haven't got time to tell or listen to a positive (tasteful) story. Studies suggest laughter and good humor go a long way in helping employees function well in the workplace. • Acknowledge good work through praise. Everyone wants to hear “well done” now and then, so make sure you acknowledge good work. Say it privately and say it within earshot of others, too. • Give credit for ideas. If one of your employees comes up with a great idea, by all means give that person the credit he or she deserves. Don't allow anyone to take an employee's idea and pass it off as his own. (Managers are sometimes accused of stealing an employee's idea; be scrupulous about avoiding even a hint of such a thing.) Beyond the basic guidelines listed above, a good manager must possess other positive qualities: • Understanding: Conventional wisdom dictates that you walk in someone else's shoes before you judge her. Keep that in mind when dealing with people in the workplace. • Good communication skills: Keep your communication skills in good working order. You might want to join speaking organizations to learn how to be a better public speaker. But don't stop there. You communicate when you send a memo, write e-mail, and lead a meeting. There's no such thing as being a “perfect” communicator. An excellent manager will view the pursuit of this art as a work in progress. • Strong listening skills: When was the last time you really listened to someone when he was talking to you? Did you give him your full, undivided attention, or was your mind thinking about five other different things? And when you are listening, do you really know what it is people are trying to tell you? (You might have to ask probing questions in order to get the message.) • Leadership: Employees need good leaders to help guide them, so make sure your leadership skills are enviable and on-duty. • Common sense: You'll need more than your fair share if you expect to be a good manager of people. Some managers toss common sense out the window and then foolishly wonder what happened when things go wrong. • Honesty: Be honest and ethical in all of your business dealings — period! • A desire to encourage: Encouragement is different than praise. Encouragement helps someone who hasn't yet achieved the goal. Employees need your input and encouragement from time to time in order to be successful, so be prepared to fill that role.

Second Week Of June 2012 I agreed to be Dr. Arius’ case study. In my reply to the psychiatrist, I wrote: Good Day Dr. A. I’m surprised and flattered that you consider me an appropriate candidate to conduct a case study on my unique E.R.O.S., Bahriji, elite Arab Household, and secondary school experiences. As much as I am delighted to agree to your proposed challenge and to answer your questionnaires to the best of my abilities, I also have questions for you for which I would like answers before being an active participant in the survey. * Are you planning to publish professional psychiatric papers and publications to your findings? Or are you working on this project solely for your personal interest? * If your research reveals a positive alternative to the current accepted educational norm, are you planning to actively advocate for change? As you are aware, I can only provide you with my personal opinion on my educational experiences. I cannot speak for other  E.R.O.S. members. Before I agree to undergo this case study, I wish to make it very clear that I only speak for myself. Under no circumstances will I undermine to reveal the actual names of people and places, or jeopardize their society and individual standing in any way. I am obligated to honor my oath of confidentiality and pledge never to reveal the true identity of the clandestine society. As long as you are aware of my pledge, I am happy to answer your questions to the best of my ability. Although I have not known you for very long, I consider you a trusted friend. My intuition tells me you are a man of integrity. I have always trusted my inner voice and it has never failed me. I look forward to your next correspondence and your answers to my questions. I hope all is going splendidly in your part of the world. Keep me posted on the progress of your gay organization. It is good to receive your emails as always. Yours truly, Young.

Early July 2012 In one of my email response to Andy, I wrote: Hi beloved ex-Valet, I’m glad you expressed interest in co-writing one of the five A Harem Boy Saga books. The fourth book will be the best to commence our collaboration if you are serious about working on this joint project with me. I’ll be more than delighted to incorporate your valuable opinions and I’m positive your voice will add credence to the series. The first 3 books center on our first three Arab Household experiences and the numerous interesting and varied characters we encountered during our services. The fourth book is devoted solely to our loving relationship and functioning as a gay couple within the E.R.O.S. context in the late sixties and early seventies epoch. This will be “our” book; a tell-all about our love, our heartaches, our separation and our recent reconnection. This will also give us time to map-out and brainstorm the topics we’ll like to include in the manuscript. Are you are open to my suggestions? I have a few chapters left to complete A Harem Boy Saga – Book II that I had originally considered titling Passion. Recently a more appropriate word has manifested and that word is Unbridled. Maybe we can use Passion for the book we’ll co-write together? Tell me more about your life in New Zealand. As always I love to catch up on your news after our separation. I eagerly await your next correspondance. Forever Yours, Young.

How to locate find out on a Garmin GPS Device Complete Guideline How about receiving message or email on phone that your son/daughter has reached school safely when they actually do so? Don’t you will be relaxed and concentrate more on your work? If you your question how can I do this? Then the answer is with the help of Garmin GPS device. And if next question comes like this How to locate find out on a Garmin GPS Device? Then read complete information mention on page. What Is Garmin GPS Device? Garmin GPS is a device that works on the concept of Global Positioning System. With this device you will not only be able to locate your position, but also you will be able to locate position of person or thing easily. With Garmin there are multiple devices available that works fine to solve all your needs. Garmin GTU10, GPS locator works in same way. This devise is attached to stuff whose location need to be tracked. Person can monitor the activity of items in their smart phone or computer. Benefits of Garmin Locator • You can attach Garmin locator device in your kid bag and draw a virtual parameter of area which you want to track. Once your child reach within the area or out of that area, you will get notification on your phone via mess or email. • Similarly, the position of your pet, car, lovable things can also be tracked • Have you seen in movies how the heroes track location of villain by sending a framed victim with GPS to their location? I am pretty sure devices of Garmin are used there. • With the help of this device accidental bus, cars or any person’s location can be identified too. Check Out Details with Garmin Team So, if you are interested to know more about Garmin devices and How to locate find out on a Garmin GPS Device then give a call to Garmin tech support team. They will answer to all your concerns with perfection. Among all GPS devices Garmin GPS are best. One can trust on accuracy of data present. There are time comes when devices face some hiccups but not often. Also, for that Garmin customer care is there to help users. They can be reached via all communication method i.e. through call, email and online chat. The details for same are mention on web page.

2014 One of Andy’s email messages   Young, I’m surprised you asked if I had sexual liaisons with any of the household members without your knowledge. What do you think?               Whatever you did, I did. We were young and enjoying life. Judging from your writing, I take it that you, like me, had a positive experience. Our separation is my one regret.               I was hurt when you didn’t agree to go to New Zealand with me; I wanted to care for you. I also understood that down under wasn’t the fashion world you wanted to be a part of. To succeed as individuals, we needed to be apart. We are both career-driven individuals, and you would not have been happy in New Zealand, especially during the seventies.               I needed to be away from my family, and the University of Canterbury offered me the solace I desired. Still, those early years of our separation were heart-wrenching times. Even though I enjoyed my engineering studies tremendously, I was lost without you. I took to engineering like a fish to water. If you had been there, with me but unhappy, it would have diverted my attention from my studies. The universe always has its way of working things out to make us stronger and more resilient.

Handling Resignations   In the course of an organization’s work, boards and officers may be confronted with the resignation of a fellow officer, board member, or committee chairman. There are two reasons people resign from office. The first reason is that something arises in the personal life of the officer that demands his or her time and attention. The officer feels at this time that he or she can’t fulfill the duties of the office and do justice to the organization, so the officer submits a resignation. The second reason is that there is a rift or severe disagreement within the organization. An officer may become angry, disheartened, or vengeful, so he or she submits a resignation. The first thing that the organization should do after it receives a resignation is to figure out why the person is resigning. If the organization really needs this person’s active input, it should find a way to keep him or her. If the person is resigning because of lack of time, then perhaps the organization can appoint an assistant to help with the work. If the person is resigning because he or she can’t attend the meetings, the organization should consider changing the meeting date and time. If the person submits his or her resignation because of organizational problems, the organization needs to look at how its members communicate with each other. Perhaps the members need to be more willing to allow disagreements and hear what others are saying. If an organization strictly obeys the principle of majority rule while protecting the rights of the minority, it can resolve problems in an intelligent, kind, and civil way. A resignation should be a formal letter that includes the date, the name of the person to whom it is addressed, the reason for the resignation, and the person’s signature. The person resigning can mail his or her letter to the secretary or hand it to the secretary in person. Under no circumstance should the secretary or president accept an oral resignation. If a resignation is given to the officer this way, he or she should talk with the person and find out the reasons for the resignation. Perhaps just talking to the person can solve the problem. However, an officer who insists on resigning should put it in writing and submit it to the secretary. This gives the accepting body something to read and consider. Every resignation should be put to a vote. When it is accepted, the office is vacant and should be immediately filled according to the rules for filling vacancies stated in the bylaws. If an officer submits a resignation and then decides to withdraw it, he or she can do this until a vote is taken. It is unjust for a secretary or governing body not to allow a withdrawal of the resignation before a vote is taken. The only way a resignation can’t be withdrawn is if some rule of the organization or a state statute prohibits it. When submitting the resignation, the member resigning should give it to the secretary only and not mail it to everyone in the organization. (An e-mail resignation is not acceptable because it is not signed.) Sending the resignation to every member only confuses matters and promotes gossip and conjecture in the organization. If the member later decides to withdraw his or her resignation, there is much more explaining to do. The other members may see this person as unstable and not worthy of the position.

Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide

Studies have shown that for people to be happy and productive at work, they need to experience positive interactions (appreciation, praise) vs. negative (reprimands, criticism) with their manager in a ratio of at least 3:1. (Watch out: For a marriage to work, you actually need a 5:1 ratio!!) So make it a simple habit to thank people each and every day — and that includes using the word generously in emails to your team.

Even when you think no one is watching, good people, kind people, smart people, the senior people you want to work with and for, recognize this kind of work. We see you. We praise your work and talk about how amazing you are in secret boss e-mails we send to each other: “If you ever have a position open, this is the person you should hire.” “Oh, I just heard you hired X, that was a VERY SMART move.” We go out of our way for you. We recommend you for jobs you don’t even know you want. Your goodness, coupled with hard work and skill, means something, even when you feel most despondent, even when you’re dealing with dark office bullshit. Even when you think it does not, your greatness counts.

You need a good process for qualifying prospects before they get to you so you’re not stuck doing demos with people who will pay you $30 a month or are the wrong fit for your product. Dialing in your positioning, website, and marketing is one way to make sure you’re attracting the right prospects and weeding out those who aren’t a good match. Using a qualifying form to schedule a demo is also good. Have them put in the company’s name, the company’s size, their best work email, and other information you need to know. Weeding through those prospects can be time-consuming—especially if you have a dual funnel with low-priced and enterprise-level tiers. Here’s a hack: At Drip, anytime someone clicked “Book a Demo,” they got a pop-up that asked for their name and value metric (i.e., how many subscribers they had). If they put in a low number, they were redirected to a page with a video demo, a 10-minute screencast of me walking through the product. If they put in a high number, they were directed to our scheduling link to book a time for a more extensive conversation. As Drip grew, the cutoff number for in-person demos grew, too. At first, we were doing demos for people in our lowest tiers because it was early and we wanted to learn about our market by talking to anyone we could. Bit by bit, we ratcheted up the number on the form based on how many salespeople had the bandwidth to run demos.

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THINGS I LEARNED FROM DAVID CARR: A LIST Listen when you enter a room. Don’t buy into your myth. Don’t be the first one to talk, but if you do talk first, say something smart. Speak and then stop; don’t stutter or mumble; be strong in what you have to say. Be defiant. You have to work the phones. Call people. Don’t rely on emails. Ask questions but ask the right questions. Ask people what mistakes they’ve made so you can get their shortcuts. Know when enough is enough. Make eye contact with as many people as possible. Don’t be in shitty relationships because you are tired of being alone. Be grateful for the things you have in this life. You are lucky. Practice patience even though it’s one of the hardest things to master. Failure is a part of the process, maybe the most important part. Alcohol is not a necessary component of life. Street hotdogs are not your friend. Remind yourself that nobody said this would be easy. If more negative things come out of your mouth than positive, then Houston, we have a problem. We contain multitudes. Always love (See band: Nada Surf). Have a dance move and don’t be afraid to rock it. Don’t go home just because you are tired. Don’t take credit for work that is not yours. If your boss does this, take note. Be generous with praise and be specific in that praise: “That line was killer.” Cats are terrible; they poop in your house. Say what you mean and mean what you say. Do the next right thing. Our dogs are us. Only cuter. And finally: You are loved and you belong to me, the world, and yourself. BOOKS I READ WHILE WRITING THIS BOOK The Night of the Gun: A Reporter Investigates the Darkest Story of His Life—His Own by David Carr The Art of Memoir by Mary Karr The Year of Magical Thinking by Joan Didion The Gilded Razor: A Memoir by Sam

1.​Testimonials: Let others do the talking for you. If you have satisfied customers, place a few testimonials on your website. Testimonials give potential customers the gift of going second. They know others have worked with you and attained success. Avoid stacking ten to twenty testimonials; otherwise you run the risk of positioning yourself as the hero. Three is a great number to start with and will serve the need most customers have to make sure you know what you are doing. Also, avoid rambling testimonials that heap endless praise on your brand. It won’t take long for a customer to trust you, so keep a testimonial brief. 2.​Statistics: How many satisfied customers have you helped? How much money have you helped them save? By what percentage have their businesses grown since they started working with you? A simple statement like the e-mail marketing platform Infusionsoft’s “125,000 users trust [our] award-winning automation software”6 is all your potential customer needs. Moreover, this scratches the itch of the left-brained consumer who loves numbers, statistics, and facts. 3.​Awards: If you’ve won a few awards for your work, feel free to include small logos or indications of those awards at the bottom of your page. Again, there’s no need to make a big deal about it, but awards go a long way in earning your customer’s trust, even if they’ve never heard of the award. 4.​Logos: If you provide a business-to-business product or service, place logos of known businesses you’ve worked with in your marketing collateral. Customers want to know you’ve helped other businesses overcome their same challenges. When they recognize another business you’ve worked with, it provides social proof you have the ability to help them win the day.

When Mom says “bong,” she means her nebulizer. It turns water into vapor, and she huffs it all day like a singer breathing hot mist before a performance. Except Mom’s machine is handheld. I’m surprised she doesn’t carry it in a gun sling. But my mom is not just inhaling water. “Let’s get some colloidal silver in those lungs,” she says. Second to prayer, colloidal silver is Mom’s insurance policy on life. She makes her own, soaking two silver rods in a glass vat of water that sits next to her kitchen sink. I’ll let her explain it. This is from one of her emails telling me how to live forever: “I use distilled water and 99% pure silver rods. The rods are connected to a positive and negative charge (think of a jumper cable for your car) and they are immersed in the distilled water. Some people leave the rods in the water 2–4 hours. I leave mine in for 8–12 hours so my silver water is extra strength and powerful…I drink ¼ cup colloidal silver in a glass of water before bed, and have for years and years. RARELY am I ever sick. I take a bottle of colloidal silver on every trip (especially overseas) in case I pick up a stomach bug or am around anyone who is sick. I use it on wounds, use it for pink eye, ear infections, the flu, and more because it kills over 600 viruses and most bacteria, including MRSA. There are also studies that show the benefits of colloidal silver against cancer.” Every time I’m home, she gives me a bottle of the stuff to take back to Los Angeles. I, like a good millennial, googled its effectiveness. The scientific establishment seems to believe that colloidal silver does approximately nothing good, and in large quantities, some bad. Perhaps you’ve seen the viral meme of the old blue man? He consumed so much colloidal silver that his skin dyed blue from the inside. He looks like a Smurf with a white beard. Well, he looked like a Smurf. He’s dead. Maybe from something common like heart failure, but… When I told my mother this, she wouldn’t hear it. “I know it works. I’ve been using it for years. I don’t care what those articles say. I’ve read hundreds of articles about it.

Don’t drink any alcohol, period—and if you absolutely, positively must, limit yourself to one drink before about 6 p.m. Alcohol probably impairs sleep quality more than any other factor we can control. Don’t confuse the drowsiness it produces with quality sleep. Don’t eat anything less than three hours before bedtime—and ideally longer. It’s best to go to bed with just a little bit of hunger (although being ravenous can be distracting.) Abstain from stimulating electronics, beginning two hours before bed. Try to avoid anything involving a screen if you’re having trouble falling asleep. If you must, use a setting that reduces the blue light from your screen. For at least one hour before bed, if not more, avoid doing anything that is anxiety-producing or stimulating, such as reading work email or, God help you, checking social media. These get the ruminative, worry-prone areas of our brain humming, which is not what you want. For folks who have access, spend time in a sauna or hot tub prior to bed. Once you get into the cool bed, your lowering body temperature will signal to your brain that it’s time to sleep. (A hot bath or shower works too.) The room should be cool, ideally in the midsixties. The bed should be cool too. Use a “cool” mattress or one of the many bed-cooling devices out there. These are also great tools for couples who prefer different temperatures at night, since both sides of the mattress can be controlled individually. Darken the room completely. Make it dark enough that you can’t see your hand in front of your face with your eyes open, if possible. If that is not achievable, use an eye shade. I use a silky one called Alaska Bear that costs about $8 and works better than the fancier versions I’ve tried. Give yourself enough time to sleep—what sleep scientists call a sleep opportunity. This means going to bed at least eight hours before you need to wake up, preferably nine. If you don’t even give yourself a chance to get adequate sleep, then the rest of this chapter is moot. Fix your wake-up time—and don’t deviate from it, even on weekends. If you need flexibility, you can vary your bedtime, but make it a priority to budget for at least eight hours in bed each night. Don’t obsess over your sleep, especially if you’re having problems. If you need an alarm clock, make sure it’s turned away from you so you can’t see the numbers. Clock-watching makes it harder to fall asleep. And if you find yourself worrying about poor sleep scores, give yourself a break from your sleep tracker.

What’s Slipping Under Your Radar? Word Count: 1096 Summary: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. Keywords: Dr. Karen Otazo, Global Executive Coaching, Leadership Article Body: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. At work, one of Ben’s greatest strengths is keeping his focus no matter what. As a strategic visionary, he keeps his eyes on the ongoing strategy, the high-profile projects and the high-level commitments of his group. Even on weekends Ben spends time on email, reading and writing so he can attend the many meetings in his busy work schedule. Since he is so good at multi-processing in his work environment, he assumed he could do that at home too. But when we talked, Ben was surprised to realize that he is missing a crucial skill: keeping people on his radar. Ben is great at holding tasks and strategies in the forefront of his mind, but he has trouble thinking of people and their priorities in the same way. To succeed at home, Ben needs to keep track of his family members’ needs in the same way he tracks key business commitments. He also needs to consider what’s on their radar screens. In my field of executive coaching, I keep every client on my radar screen by holding them in my thinking on a daily and weekly basis. That way, I can ask the right questions and remind them of what matters in their work lives. No matter what your field is, though, keeping people on your radar is essential. Consider Roger, who led a team of gung-ho sales people. His guys and gals loved working with him because his gut instincts were superb. He could look at most situations and immediately know how to make them work. His gut was great, almost a sixth sense. But when Sidney, one of his team of sales managers, wanted to move quickly to hire a new salesperson, Roger was busy. He was managing a new sales campaign and wrangling with marketing and headquarters bigwigs on how to position the company’s consumer products. Those projects were the only things on his radar screen. He didn’t realize that Sidney was counting on hiring someone fast. Roger reviewed the paperwork for the new hire. It was apparent to Roger that the prospective recruit didn’t have the right background for the role. He was too green in his experience with the senior people he’d be exposed to in the job. Roger saw that there would be political hassles down the road which would stymie someone without enough political savvy or experience with other parts of the organization. He wanted an insider or a seasoned outside hire with great political skills. To get the issue off his radar screen quickly, Roger told Human Resources to give the potential recruit a rejection letter. In his haste, he didn’t consult with Sidney first. It seemed obvious from the resume that this was the wrong person. Roger rushed off to deal with the top tasks on his radar screen. In the process, Sidney was hurt and became angry. Roger was taken by surprise since he thought he had done the right thing, but he could have seen this coming.

First, articulate the kernel segments for which you don’t have a thoughtful point of view. Just knowing what you don’t know gives you permission for that confidence about the things that you do know, and in the process allows you be honest about what you don’t know. Heck, just whip out the list when a client asks a question about anything on it. They are fine with advice-givers who are human, and merely saying “no” from time to time can give real meaning to your “yes” statements. “Honestly, I’ve been asking that same question and I don’t think I have it figured out yet. [Reaching down] Here are my notes so far, and this will provide that opportunity to finally figure it out. Any thoughts along the way would be welcome. Thanks.” Second, determine all the methods that would motivate you, as a unique individual, to develop a given position. This might include a public speaking engagement, a repeatable section to include in proposals, an article you can place for publication, an interview with a journalist seeking expertise, a seminar you will teach, some internal training to prepare for, or a handout to be used at predictable conversation intersections when talking to clients in person. Third, group the topics by platform, order the topics in each group by descending level of importance, and assign a date to each item. About that: You cannot fully explore one of these topics and then craft the language to present it in less than two weeks; typically it requires a month or two. Fourth, ignite the research (less than you’ll guess) and insight generation (more than you’ll guess) by articulating a compressed 2,400–3,600 words for each topic. Fifth, begin what academia calls the peer review process. Release it to the brutal public for feedback, disagreement, and “this strikes me as right” commentary. If nobody reads your blog, that’s like winning a race with no opponents; you can just skip that and cast it far and wide instead. Email it to everyone not already tired of you and wait. Or just let that one cynical employee eagerly make you wince as they’ve always dreamed of doing. Sixth, over the following years, strip out what later seems like filler and replace it with more substance. Work on it long enough each time to make it shorter and shorter.

Provide a full biography. Some of your readers will be more interested in your full bio. This is the place to provide it. You should share your education, your work history, any books you have written, current interests or hobbies, your family, and so forth. The more you can be a real person, the more people will connect with you. 105 10. Tell them how to contact you. Why hide this? Make it easy. Though it sometimes creates additional work for me, I enjoy hearing from my readers and even answering questions as time permits. (Make it clear what not to contact you about too.) You will also want visitors to follow you on Twitter and Facebook, so provide links to those pages. Finally, you might want to create a separate About page for your Twitter profile so you can make your page more specific to Twitter followers. This is the page you then link to in your Twitter profile. While this list provides a top ten, there are a couple of additional items you might want to include. These are, in my opinion, optional: 11. Include a photo or video. Since I currently have several on my sidebar already (they rotate with every screen refresh), I don’t have a separate one on my About page. If you don’t have one there, please do include one on your About page. People want to see what you look like! And, please, if you’re forty, don’t use your high school graduation picture or a Photoshopped photo. Be authentic. Be real. You might also consider adding a short video welcome. This could add even more personality and warmth. 12. Add a colophon. Publishers used to add these at the end of books to describe details about the fonts and paper used. You can use it to describe the technologies you are using in your blog (e.g., blogging system, themes, hosting service, and so on), along with design notes about type fonts, photography, and anything else you deem noteworthy. You’d be surprised at how many e-mails I get about these items every week. 13. Consider a disclaimer. This is especially important if you work for someone else. You don’t want your readers to confuse your blog posts with your company or organization’s official position.

About I am the chairman of Thomas Nelson Publishers, the largest Christian publishing company in the world and the seventh largest trade book publishing company in the U.S. This is my personal blog. It is focused on “intentional leadership.” My philosophy is if you are going to lead well, you must be thoughtful and purposeful about it. I write on leadership, productivity, publishing, social media, and, on occasion, stuff that doesn’t fit neatly into one of these categories. I also occasionally write about the resources I am discovering. My goal is to create insightful, relevant content that you can put to work in your personal and professional life. If you are in a position of leadership—or aspire to be—then this blog is for you. I typically post three to four times a week. To make sure you don’t miss my newest posts, you can subscribe via RSS or e-mail. I also accept a limited amount of advertising. My Top Posts If you are new to my site, you might want to start with my most popular posts. Here are my top three in each category: Leadership • Creating a Life Plan • The Importance of a Leader’s Heart • Five Characteristics of Weak Leaders Productivity • Yes, You Can Stay on Top of E-mail • How to Shave 10 Hours Off Your Work Week • Slay Your Dragons Before Breakfast Publishing • Advice to First-Time Authors • Literary Agents Who Represent Christian Authors • Writing a Winning Book Proposal Social Media • Do You Make These 10 Mistakes When You Blog? • The Beginners Guide to Twitter • 12 Reasons to Start Twittering Miscellany • My Take on the Vibram FiveFingers Running Shoes • 20 Questions to Ask Other Leaders • Whatever Happened to Modesty?

Deep in my core I believed I could sell this apartment. I was positive I could. Ready, set, GO! I called everyone. I spent the entire day emailing and calling people, trying to find a buyer. I never stopped believing I could pull this off. And it worked—I found one! After two weeks of negotiations, contracts were signed. Sold!

In her later e-mails to me, Nancy struggled to capture the existential reality of trauma. “I want to tell you what a flashback is like. It is as if time is folded or warped, so that the past and present merge, as if I were physically transported into the past. Symbols related to the original trauma, however benign in reality, are thoroughly contaminated and so become objects to be hated, feared, destroyed if possible, avoided if not. For example, an iron in any form—a toy, a clothes iron, a curling iron, came to be seen as an instrument of torture. Each encounter with a scrub suit left me disassociated, confused, physically ill and at times consciously angry. “My marriage is slowly falling apart—my husband came to represent the heartless laughing people [the surgical team] who hurt me. I exist in a dual state. A pervasive numbness covers me with a blanket; and yet the touch of a small child pulls me back to the world. For a moment, I am present and a part of life, not just an observer. “Interestingly, I function very well at work, and I am constantly given positive feedback. Life proceeds with its own sense of falsity. “There is a strangeness, bizarreness to this dual existence. I tire of it. Yet I cannot give up on life, and I cannot delude myself into believing that if I ignore the beast it will go away. I’ve thought many times that I had recalled all the events around the surgery, only to find a new one. “There are so many pieces of that 45 minutes of my life that remain unknown. My memories are still incomplete and fragmented, but I no longer think that I need to know everything in order to understand what happened. “When the fear subsides I realize I can handle it, but a part of me doubts that I can. The pull to the past is strong; it is the dark side of my life; and I must dwell there from time to time. The struggle may also be a way to know that I survive—a re-playing of the fight to survive—which apparently I won, but cannot own.

Rightsize Your Home | Downsizing Expert | Sydney Belinda Woolrych, Downsizing Expert has written a comprehensive and insightful guide on how to best go about finding a more appropriately sized home. At long last, we have the ultimate guide to planning a stress-free Downsize so you can feel more positive about your next move. Rightsize Your Home has been helping empty nesters since 2008. Through our experience, it led to the creation of the ultimate downsizing products for seniors. The online courses and the membership program are specifically developed for seniors who are thinking of downsizing or what we call 'Rightsizing'. If you've been wanting to Rightsize but have been putting off or avoiding the big move altogether, the downsizing products for seniors could be the life-changing influence you've been waiting for! Like many thousands of mature Australians, you are not alone. Transitioning from your family home can feel incredibly overwhelming and stir up mixed emotions from the past. We have the ultimate guide to planning a stress-free Downsize so you can feel more positive about your next move. You will find all aspects of Downsizing covered by Belinda and expert contributors in a quest to answer all of your questions and help you overcome the fear and challenges that so often present. HQ + Other Locations’ Business Addresses 1 Mona Vale Road Suite 16 Mona Vale, Australia Business Email Id hello@rightsizeyourhome.com.au Pin Code or Zip Code NSW 2103 Working Phone No or Mobile No 61 1300 870 272

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