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Affiche du document How You Learn Is How You Live

How You Learn Is How You Live

David A. Kolb

1h38min15

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131 pages. Temps de lecture estimé 1h38min.
This book takes a systematic approach to learning that has been long revered in the education field (approximately 75,000 educators take the Kolb Learning Style Inventory each year) and makes it accessible to any reader who wants to be a lifelong learner.What's Your Learning Style?Being a lifelong learner is one of the secrets to happiness, success, and personal fulfillment. But what's the best way to become one? Kay Peterson and David Kolb have the answer. They offer deep, research-based insights into the ideal process of learning and guide you in identifying your dominant style. You'll discover how knowing your learning style can help you with all kinds of everyday challenges, from remembering someone's name to adding a crucial professional skill to your repertoire. This book is a guide to awakening the power of learning that lies within each of us.Contents Foreword xiiiIntroduction xviiChapter One The Learning Way 1Chapter Two I Am a Learner 11Chapter Three My Learning Style, My Life Path 33Chapter Four Building Style Flexibility 77Chapter Five Learning Flexibility and the Road Ahead 103Chapter Six What's Next? Deliberate learning for life 121Notes 137Reference 141Appendix A The KLSI, The Kolb Learning Style Inventory: 149Why you should take the inventory to define your style Appendix B The Style Sheets: The Nine Styles of Learning at a Glance 155
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Affiche du document Crunch Time

Crunch Time

Rick Peterson

1h37min30

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130 pages. Temps de lecture estimé 1h37min.
High-pressure situations can make us panic—but if we can change our perspective, what seemed impossible can suddenly become doable. Legendary pitching coach Rick Peterson is a master at this kind of reframing. He and bestselling author and leadership expert, Judd Hoekstra make this skill available to everyone.Be Your Best Under Pressure!Learn how elite athletes like Michael Jordan, Sandy Cofax, Tom Glavin, and Pedro Martinez, deal with pressure. In his 15 years as a major league pitching coach, with "Moneyball" Oakland A's, NY Mets, Milwaukee Brewers and Baltimore Orioles, Rick Peterson has coached Hall of Famers, Cy Young winners, and many other elite athletes. In this book, he and bestselling author and leadership expert, Judd Hoekstra make this skill available to everyone. From an insider's perspective, learn how you too can become a Crunch Time performer and perform your best in all situations. With fascinating behind-the-scenes examples from some of the top names in sports and business, Rick and Judd offer six powerful reframing strategies to help you see a pressure situation with a new perspective so that it shifts from a threat that can make you panic to an opportunity for you to shine. With a Forward by "Money Ball”, Billy Beane, EVP, Oakland Athletics.Table of Contents Preface.xiii Foreword xvii Introduction: Rick and Izzy 11  Reframing—The Shortest Path from Threat to Opportunity 72  Why Reframing at Crunch Time Is Necessary 193  Reframing from Trying Harder to Trying Easier 374  Reframing from Tension to Laughter 555  Reframing from Anxiety to Taking Control 696  Reframing from Doubt to Confidence 857  Reframing from Failure to a Learning Moment 101 8  Reframing from Prepared to Over prepared 121 
Final Thoughts 139A  Index of Stories 141B  Try This 145
Acknowledgments 151About the Authors 155Endnotes 159Index 167
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Affiche du document Theory U

Theory U

C. Otto Scharmer

3h48min00

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304 pages. Temps de lecture estimé 3h48min.
Access the deepest source of inspiration and visionWe live in a time of massive institutional failure that manifests in the form of three major divides: the ecological, the social, and the spiritual. Addressing these challenges requires a new consciousness and collective leadership capacity. In this groundbreaking book, Otto Scharmer invites us to see the world in new ways and in so doing discover a revolutionary approach to learning and leadership.In most large systems today, we collectively create results that no one wants. What keeps us stuck in such patterns of the past? It's our blind spot, that is, our lack of awareness of the inner place from which our attention and intention originate. By moving through Scharmer's U process, we consciously access the blind spot and learn to connect to our authentic Self-the deepest source of knowledge and inspiration. Theory U offers a rich diversity of compelling stories, examples, exercises, and practices that allow leaders, organizations, and larger systems to cosense and coshape the future that is wanting to emerge.This second edition features a new preface in which Scharmer identifies five transformational trends and describes U process case stories around the world. There are also eight color drawings by Kelvy Bird that capture U journey applications and illustrate the concepts in the book, as well as new resources for applying the principles and practices.Color Insert Images by Kelvy BirdPreface to the Second EditionForeword by Peter SengeAcknowledgmentsIntroductionPart I Bumping into Our Blind SpotChapter 1 Facing the FireChapter 2 The Journey to “U”Chapter 3 Fourfold Learning and ChangeChapter 4 Organizational ComplexityChapter 5 Shifts in SocietyChapter 6 Philosophical GroundingChapter 7 On the ThresholdPart II Entering the U FieldChapter 8 DownloadingChapter 9 SeeingChapter 10 SensingChapter 11 PresencingChapter 12 CrystallizingChapter 13 PrototypingChapter 14 PerformingPart III Presencing: a Social Technology for Profound Innovation and ChangeChapter 15 The Grammar of the Social FieldChapter 16 Individual actionsChapter 17 Conversational actionsChapter 18 Organizational actionsChapter 19 Global actionsChapter 20 Catching Social reality Creation in FlightChapter 21 Principles and Practices of PresencingEpilogue u.school: awareness Based Systems ChangeGlossaryNotesBibliographyIndexAbout the AuthorAbout the Organization
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Affiche du document The Daily Edge

The Daily Edge

David Horsager

1h34min30

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126 pages. Temps de lecture estimé 1h34min.
Wall Street Journal bestselling author David Horsager frequently hears executives lament that their hands are more than full trying to balance the barrage of tasks they face on a daily basis. While he never set out to be a productivity expert, Horsager realized that over the years he has developed and adopted dozens of extraordinarily practical time- and energy-saving techniques that could help today's leader. The key objective is to become so effective in the little things that you have enough time for more meaningful interactions. In The Daily Edge, you'll learn strategies such as identifying the key Difference-Making Actions on which to focus your efforts. Perhaps it is time to set a personal or even company-wide “power hour,” during which you do not attend meetings, answer the phone, or reply to emails, creating the time and space to really focus and get things done. The thirty-five high-impact ideas Horsager introduces in succinct, quick-read chapters are easily implemented and powerful on their own. Taken together, they form a solid wave of efficacy that enables you to get more done, keep your energy up, and make sure that you're able to honor all your relationships, both personal and professional. Tip 190-Day Quick PlanEighteen years ago a man challenged me to not complain for 90 days straight. I couldn't complain about anything, not food, not the weather, nothing. That changed my life. Some people say you can change a habit in 21 days. I question whether that is long enough. While 21 days may be too short, an entire year is too long. Think about it, most people can't keep their New Year's resolutions for even two weeks. People often think, “I have all year to get going on that.” 90 days is a sweet spot. It is a short enough time frame to stay absolutely focused, and yet it is long enough to get more done than most people get done in a whole year. When I lost my weight, the first 90 days were the most important. In those three months, I lost thirty-three pounds, but more importantly, my thinking about food, exercise, and how I spent my time was transformed. Everything changed in 90 days.Most strategic planning is done at an off-site retreat, yet provides little momentum toward action. Instead of an annual planning session, try making a 90-Day Quick Plan. Every 90 days we encourage everyone on our team to create a 90-Day Quick Plan. It gives leaders and teams an actionable framework that provides clarity and leads to tangible results both personally and professionally.Here's how to make it work. Pick an area of your business or life that you'd like to address, and then ask six questions. The plan should take less than 30 minutes to create.Question 1: Where am I? If you do not know where you are today, you cannot know where you would like to be in the future. (If you are doing a 90-Day Quick Plan as a team, ask, “Where are we?” and use “we” in the following questions as well.) Ask this question and you will be able to quickly identify strengths, weaknesses, opportunities, and threats. For example, where am I in my relationship with my kids? Where am I in my health? Where am I in comparison to expected sales? Where are we as far as the number of people we are reaching with our message or product?Question 2: Where am I going in 90 days? Remember, it is not one year or five years like many strategic plans. Thinking about your answer in question 1, where would you like to be in 90 days? Write a clear, quantifiable (numerical if possible) goal. You will likely accomplish more than you thought in just 90 days!Question 3: Why am I going? If the “why” is strong enough, the plan does not need to be perfect. If a building is burning and my kids are in it, I don't need to know every detail—I'm going in because my “why” is so strong. When your team is motivated and unified, they'll do the little things differently. They'll stay passionate and focused, and they'll finish.Question 4: How are we going to get there? How? Keep asking how? until your team commits to taking specific actions.Question 5: How are we going to get there? I press people to ask how? until they have come up with a specific action they will take starting today or tomorrow at the latest.Question 6: How are we going to get there? I have found people must ask how? at least three times before they are clear enough. It may take asking how? seven times in order to get enough clarity. The point is don't stop asking how until you or your team has decided on a specific action that will be taken starting today or tomorrow.Making It HappenI remember when I really got this idea of asking “how?” three times. I was training and consulting with one of the biggest heath care organizations in North America. They needed change! They were losing funding and patients. We were toward the end of our Trust Edge Experience. One hundred fifty top people including the CEO and senior leadership team were all seated at round tables. Each table had defined a specific challenge they were going to tackle. I remember asking one table full of top leaders about what they needed to take action on in order to grow and be more trusted. The table leader said, “We need to be clearer.”I said, “How will you be clearer?”After brainstorming with his group, the table leader said, “We are going to communicate more.”I said, “How?”After more brainstorming, he said, “We are going to hold each other accountable.”I said, “How?”The table, seated with bright minds and fine leaders, had to be pushed three times in order to realize they needed a more specific action plan. They worked together to create a plan for communicating more often and more clearly. An important piece of their plan was how they were going to hold each other accountable to this effort. They were able to start following their plan the very next day.On a personal level, when I decided to lose weight, I kept asking “how?” until I went from “eat less and exercise more” to defining fifteen specific actionable ideas I could implement on a daily basis.With greater clarity around your 90-day plan, you will gain the trust of your team and bottom-line results will follow.Tip 1. 90-Day Quick PlanTip 2. DMA's: Difference-Making ActionsTip 3. Power HourTip 4. FocusTip 5. Decide NowTip 6. SEEDS FirstTip 7. Manage Your EnergyTip 8. Log ItTip 9. Excellence, Not PerfectionTip 10. Plan Tomorrow TodayTip 11. EnergizeTip 12. Go ReadyTip 13. Efficient E-mailTip 14. Phone HabitsTip 15. Maximize MeetingsTip 16. Flight PlanTip 17. Wake UpTip 18. Clear DeskTip 19. Automate
Tip 20. To-Do List ABCsTip 21. Master FasterTip 22. Mind MappingTip 23. Back UpTip 24. Go PaperlessTip 25. ShortcutsTip 26. Don't Go GadgetTip 27. Don't Get HookedTip 28. OptimizeTip 29. BundleTip 30. Get UnstuckTip 31. Stock UpTip 32. Say NoTip 33. ReflectTip 34. Habit ChangeTip 35. People First 
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Affiche du document Find Your Balance Point

Find Your Balance Point

Tracy Brian

56min15

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75 pages. Temps de lecture estimé 56min.
Accomplish what matters mostBecause we all have too much to do, it feels like our lives are out of balance. But Brian Tracy and Christina Stein argue that imbalance results not so much from doing too much but from doing too much of the wrong things. They provide a process that enables you to sort out what is most important to you from among the many activities you could focus on. When you can efficiently identify and accomplish what really matters to you, you've found your balance point. CHAPTER ONEDetermine Your Values and Start from the Right PlaceIn the pages ahead, you will learn how to discover who you really are; what values drive your beliefs, attitudes, and actions; and exactly what you need to do to create a plan that ensures a life of passion, purpose, and self-direction.Clarity Is EssentialThe starting point of designing a wonderful life is for you to develop absolute clarity about who you are and what matters to you. This means that you must be clear about your values. It seems that successful, happy people know what their values are and what they stand for, and they refuse to compromise them. Most of the great men and women of history have been admired because of their character, because of their adherence to a set of values that enabled them to overcome incredible adversity and go on to accomplish extraordinary things. And this can be true for you as well.Everything happens for a reason. Success and happiness are not accidents. Failure and underachievement are not accidents either. There are definite reasons for everything that happens, and most of these reasons are contained within yourself.Fortunately, you can control the things that you think, say, and do, and by controlling them, you can design the kind of life that you want and create the kind of future that is possible for you.When you become clear about your values and what is truly important to you, it becomes easier to make a plan for your future. People who know what they want and are clear about what they are working toward feel engaged and inspired by their lives. Developing clarity about your values is the essential first step to creating a happy life. When you become clear about these values, you will start operating from your own personal balance point.What Are Values?Your values lie at the core of your character and your personality. Values are the foundation of your self-concept. They are like the axle around which your entire life turns. They are the primary drivers and motivators that push you forward. They determine who you are and who you are not, what matters to you and what does not.You've heard the saying “life is a journey.” Let's use that idea to help illustrate the role that values play in your life. On your life journey you will travel to many destinations. Just as you wouldn't just jump in your car and drive or hop on a plane and fly off somewhere, you wouldn't start without a clear destination. Your values largely determine which destination you choose. Do you prefer warm weather or cool weather? A city vacation or a seaside holiday? Luxury or budget? Are you interested in museums and other cultural experiences? The destination you choose and the trip you take will be a reflection of what is important to you, very much a reflection of your values. These values lie at the core of the person you really are inside, your self-concept.Your Self-ConceptYour self-concept is your bundle of beliefs and ideas about yourself and your world. It is how you think and feel about yourself and every part of your life. It is the central or master program of your subconscious computer. Your self-concept precedes and predicts your performance and effectiveness in everything you do.According to humanistic psychologist Carl Rogers, your self-concept is made up of three parts, like three overlapping spheres, each touching the other. These are your ideal self, your self-image, and your self-esteem. Let's look at each of them in order.Your Ideal SelfYour ideal self is a combination of all the values and virtues that you admire in yourself and in others. It is a picture of the perfect person that you would like to be at some time in the future. Your ideal self is your vision of the very best person that you could possibly become.Your Self-ImageYour self-image is the second part of your self-concept. This is the person you see on the inside and think of yourself as being. It is often called your “inner mirror”—you always behave on the outside the way you see yourself behaving on the inside.You might identify yourself by your physicality, by the social roles you play, or by your personality traits. All improvements in your outer life begin with an improvement in how you think about yourself—your mental and physical self-image.Your Self-EsteemThe third part of your self-concept, your self-esteem, is perhaps the most important part of your personality. This is the “reactor core” of your personality, the energy source and center that determines the power of your personality. Your level of self-esteem is the foundation of your self-confidence, the most important quality of all for success in a busy, competitive world.Your self-esteem is defined as “how much you like yourself.” The more you like yourself, or even love yourself, the better you do at anything that you attempt. And the better you do at your work and in other areas of your life, the more you like and respect yourself. Each aspect feeds the other: the more you like yourself, the better you do, and the better you do, the more you like yourself, in a continuing upward spiral of higher performance and higher self-esteem.Your self-esteem is greatly affected by the relationship between your self-image and your ideal self. The more consistent the person you see yourself as being today is with your ideal self—the person you would like to be in the future—the higher will be your self-esteem.The greater the distance between the person you see yourself as being today and the person you want most to be, the lower will be your self-esteem and self-confidence. When you are clear about your values and your ideals and you live every day in a manner that is consistent with those values, your self-image will move closer toward your ideal self, your self-esteem will increase, and you will feel a tremendous sense of self-respect and personal pride. This is our goal for you throughout this book.The link between your self-image and your ideal self is why it is said that all problems in your personal life can be solved by a return to values, to the very best that is in you.Select Your ValuesWhat are your values? This is a great question! How do you determine what your values are today, and how do you decide what values are most important to you going forward?There are two ways to determine your current values. The first is to look at your behaviors or actions on a day-to-day, hour-by-hour, and minute-to-minute basis. Your true values and beliefs are most often expressed in your actions. What you say or hope or wish or intend to do or be in the future does not really matter. Only your actions in the moment tell you, and everyone around you, what you truly value and who you really are deep inside.The second way to assess your values is to look at how you behave under stress. When you are under stress or pressure and you are forced to choose one action or another, your choice will express your true values.For example, ask yourself, “If I found out today that I had only six months to live, how would I spend my time?” Your answer to this question will tell you what is most important to you in life at this moment.You can also determine what you truly value by looking at what makes you the happiest and what qualities you most respect and admire in others.Clarifying your true values is not easy. Some people choose to attend intensive, three-day seminars on the subject of values clarification to help them develop absolute clarity about what is important to them in every area of life. These seminars are often life changing for the simple reason that most people, even highly educated and intelligent people, are unclear and unsure about what their values really are or what they should be.But once you are clear about your values, and their order of priority in your life, and you resolve to live consistent with these values, you will feel a tremendous sense of liberation and exhilaration. Life will become simple and clear. You will know what to do and what not to do. Decision making will become easier. You will feel that you are becoming the very best person you can possibly be.Let's talk now about three different kinds of values: character values, life category values, and values around roles and identities.Character ValuesFollowing is a list of character values, also referred to as “virtues.” Virtues are the admirable and desirable qualities and strengths that make up a person's character. They are usually developed early in life as the result of parental influence and example. Virtues can also be developed in adulthood by repetition and practice and by refusing to allow exceptions.Read through this list and ask yourself, “What kind of person am I?” Circle those words that you believe best describe your character and guide your choices and actions today, or jot them down on a piece of paper. Also circle or write down those virtues and values that you would most like to develop in the future. This combination constitutes your ideal self.AcceptingAccountableAssertiveBraveCautiousCommittedCompassionateConfidentConsiderateContentCooperativeCourageousCourteousCreativeCuriousDefiantDependableDeterminedDevotedDiligentDisciplinedDiscreteEloquentEmpathicEnthusiasticFaithfulFlexibleFocusedForgivingFriendlyFrugalGenerousGentleGracefulGratefulHelpfulHonestHumbleHumorousIdealisticImpartialIndustriousInnocentJoyfulJustKindKnowledgeableLiberalLovingLoyalModerateModestObedientOpen-mindedOptimisticOrderlyPassionatePatientPeacefulPersistentPiousPrudentPunctualPurposefulRationalResourcefulRespectfulResponsibleRighteousSelflessSelf-sacrificingServicingSensitiveSincereSpontaneousSteadfastStrongTactfulTolerantTrustingTrustworthyTruthfulVitalWiseZealousNow, look at your selections and choose the one value that is most important to you. (This is not easy!) Continue through your selected values and decide which is your second most important value and then your third, fourth, and fifth. This is a great exercise and an excellent starting point.Which are the most important values in your life today? (Write them here or on a piece of paper.)1. ____________________________________________2. ____________________________________________3. ____________________________________________4. ____________________________________________5. ____________________________________________Identifying which values are most important to you, and their order of importance, helps you live a more successful, balanced life for three reasons. The first reason is that the values you admire and desire the most are unique and personal to you. To achieve balance in your life, you need to be clear and committed to what matters most to you.The second reason is that the more your daily words and actions are consistent with your most deeply felt values, the higher will be your self-esteem and the more you will like and respect yourself. The more self-esteem you enjoy, the greater will be your self-confidence. The more self-confidence you have, the more energy and determination you will have to move forward and achieve your goals. Nothing will stop you.The third reason why clarity regarding your values is essential is that to determine how to set goals and priorities, you need to know what you really want and care about more than anything else.Life Category ValuesWe are shaped and motivated by the qualities of our character and the values we place on each different part, or category, of our lives. In achieving balance in our day-to-day lives, it is usually the life category values where we strive to achieve balance the most.Before you can achieve success in your personal and professional lives, you must first determine what “success” looks like for yourself. Finding your balance point requires that you decide what is most important to you among these categories and then where and how you should invest your time and energy.Look through the following list and circle the words or phrases that describe the most important elements of your life, both present and in the future, or write them down on a piece of paper. You may select all of them or only a few; there is no right answer—only what is right for you.Romantic partnershipsFamilyChildrenParentsFriendsSocial lifeMoneyWorkCareerHomeTravelMaterial thingsReligionHealthFitnessEducationSpiritualityCommunityWhich are your five most important categories, those areas that take up, or that you wish would take up, most of your time?1. ____________________________________________2. ____________________________________________3. ____________________________________________4. ____________________________________________5. ____________________________________________Does your life reflect all the categories you listed? Are there certain categories that are important to your happiness and fulfillment but to which you are not devoting enough time and energy?You may find that you selected many of the categories, but not all of them are of the same importance to you. Later we will discuss how to prioritize your values and live a life that accurately reflects the significance you give each one. In addition, you will learn how to establish your values and priorities and how they may change in importance throughout your life.Role and Identity ValuesWhen asked to describe themselves, people often mention the roles they play and the jobs they do. Just as certain virtues are more meaningful to us than others, we also place different degrees of importance on our various identities and activities. Each person usually has multiple identities, each of which is more or less important than the others.One person may value creative expression and identify strongly with being an artist. That same person may identify her role as a professional to be more central to her overall identity. She would therefore describe herself first as a professional and second as an artist. For many women, this is a particularly challenging exercise. Often, women who establish themselves in a career and then stop to raise a family find themselves struggling between their role as a professional and their role as a mother. For these women, determining how to divide their time is absolutely essential to establishing their personal balance point and to feeling happy and confident about how they spend their time.As you go through the following exercise, be aware that a significant characteristic of values, especially our values around roles, is that they are constantly changing and evolving. At some points in your life you may identify more strongly with one role and then at a later point you may find yourself or imagine yourself connected to another. Circle or write down on a piece of paper the roles that you identify with and that are important to you now or that may be important sometime in your future.ChildMotherFatherGrandmotherGrandfatherWifeHusbandFriendTeacherStudentLeaderEmployerEmployeePartnerArtistProfessionalStepmotherStepfatherAuntUncleSisterBrotherCitizenDevout followerOf the roles you selected, which one do you identify with the most? Second most? Third? Fourth? Fifth? You can list roles relevant to your life right now or a combination of the roles you play now and the roles you hope to play in the future.1. ____________________________________________2. ____________________________________________3. ____________________________________________4. ____________________________________________5. ____________________________________________Becoming clear about what drives you, what you value, and how you prioritize those values is essential to creating your personal life design and learning how to operate from your balance point. Without crystal clear awareness of what truly matters to you, your path will be unclear, your foundation will not feel solid, and you will never experience the true balance and harmony that is possible for you.Once you take the time to think about the values discussed in this chapter and acknowledge how integral they are to your overall sense of happiness, you will probably want to change the way you live your life and get yourself back on track. You will see clearly what you need to change to begin operating from your own balance point. This clarity will enable you to feel more empowered to become the kind of person who can achieve any goal you set for yourself.Prioritizing Your ValuesYou need to be clear about your values if you want to live a happy life. You must also be clear about the priority in which you organize your values. Which value is most important to you? Which value is second most important to you? Which value is third, and so on? This order of priority largely determines the structure of your personal-ity—what you think and feel, what you say, and what you do—especially when you are forced to choose between one value and another.Imagine that you know two people, one person who values security above all else and another person who values opportunity or new experiences above all else. Here's the question: Would there be a difference between these two people in terms of their character and personality? Would the difference be small or large? The answer is that the difference would be enormous. The two people would be completely different from each other in their beliefs, expectations, attitudes, and behaviors.Two ExamplesImagine two men: one is a lawyer and the other is a salesman. The lawyer goes to work early in the morning and comes home late at night. He often has to work on projects during the weekend and has little extra time to spend with his two young sons. However, he loves his job and feels fully engaged at work. He feels proud of his accomplishments and knows that he is providing well for his family.The salesman travels extensively for work and is often away from home several days at a time. When he is home, he divides his time between his family and professional projects he is working on. He too places tremendous value on his ability to provide for his family.Both men highly value their careers, take pride in their achievements, and feel good about their accomplishments.You may think that because both of these men spend the majority of their time working, their lives are out of balance. But the reality is that these men both enjoy their work and highly value their ability to provide for their families. They are actually living their lives in alignment with their highest values and are therefore in balance.No two people operate from the same balance point. People are different and contribute in unique ways to society. No two are exactly the same.Learning to operate from your balance point requires that you stop comparing yourself to others and start to appreciate the differences that exist among people. What is right for you and what is right for someone else do not have to be the same. When you are clear about your own personal values and you decide to live by them, without compromise, you can feel calm and confident no matter what others do or say. You can then find and maintain your own balance point.ACTION EXERCISES1. Every day for a week, ask yourself, “What do I value the very most in life?” Your first answers to this question may be automatic but not necessarily accurate. Keep asking, and let your thoughts go where they lead you. You may be surprised at your final answer.2. Imagine that you could have two words inscribed on your tombstone to summarize the kind of person you became in your lifetime. What two virtues or qualities would you want inscribed after the words, “Here lies (you). He/She was (two qualities).”?Introduction: Too Much to Do, Too Little Time1. Determine Your Values and Start from the Right Place2. Discover What Holds You Back3. Create Your Vision and Be Powered by Clarity4. Contribute with Purpose5. Set and Achieve All Your Goals 6. Set Your Priorities and Simplify Your LifeConclusion: Four Ways to Energize Your Life
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Affiche du document Refire! Don't Retire

Refire! Don't Retire

Ken Blanchard

1h00min00

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80 pages. Temps de lecture estimé 1h00min.
Bestselling author Ken Blanchard and leading psychologist Morton Shaevitz offer advice, based on both research and personal experience, for infusing the second half of your life with passion, energy, and excitement.Refire! Don't Retire asks readers the all-important question: as you look at the years ahead, what can you do to make them satisfying and meaningful? Ken Blanchard and Morton Shaevitz point out that some people see their later years as a time to endure rather than as an exciting opportunity. Both research and common sense confirm that people who embrace these years with energy and gusto—rather than withdrawing and waiting for things to happen—consistently make the rest of their lives the best of their lives.In the trademark Ken Blanchard style, the authors tell the compelling story of Larry and Janice Sparks, who discover how to see each day as an opportunity to enhance their relationships, stimulate their minds, revitalize their bodies, and grow spiritually. As they learn to be open to new experiences, Larry and Janice rekindle passion in every area of their lives. Readers will find humor, practical information, and profound wisdom in Refire! Don't Retire. Best of all, they will be inspired to make all the years ahead truly worth living. Introduction by Ken Blanchard and Morton Shaevitz 1 – A Wake Up Call2 – A Visit with Dr. JeffreyThe First Key: Refiring Emotionally3 – Love Is the Key4 – Building Relationships5 – Nothing OrdinaryThe Second Key: Refiring Intellectually6 – Mental Stimulation and ChallengeThe Third Key: Refiring Physically7 – A Moment of Truth8 – Dealing with SetbacksThe Fourth Key: Refiring Spiritually9 – The Big Picture10 – Another Perspective11 – The Refiring Gang12 – Sharing the ExperienceAcknowledgmentsAbout the Authors
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Affiche du document Flight Plan

Flight Plan

Tracy Brian

59min15

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79 pages. Temps de lecture estimé 59min.
The bestselling book by Rhonda Byrne, The Secret, talks about the powerful effects of visualizing success and activating the Law of Attraction. But many people are finding out that just thinking about what they want, while it’s a good start, isn’t enough. In Flight Plan, Brian Tracy reveals the real keys to accomplishing any long-term, meaningful success. Using the metaphor of an airplane trip, Flight Plan helps you chart a course to greater achievement, happiness, and personal fulfillment. Brian has personally gone from rags to riches using these principles. He has taught them to 4 million people in 46 countries and become one of the top success teachers and gurus on personal performance in the world. People who learn and apply the formula in Flight Plan experience immediate changes and long-lasting improvements in every area of life. The best news is that success is not a matter of luck, chance or mysterious forces, any more than an airline flight is. A favorable tailwind will make for a faster flight, a strong headwind will mean delays, but a pilot reaches his or her destination by skillfully maneuvering the plane in accordance with the physical laws that govern flight. Success is no different. By learning to skillfully apply the laws and principles outlined in Flight Plan, you will be able to fulfill your complete potential and become everything you are capable of becoming.
Accès libre
Affiche du document MARKETING SPIRITUEL : LES CLÉS DE LA CONNAISSANCE DE SOI POUR BOOSTER VOTRE BUSINESS EN TOMBANT AMOUREUX DE VOS CLIENTS

MARKETING SPIRITUEL : LES CLÉS DE LA CONNAISSANCE DE SOI POUR BOOSTER VOTRE BUSINESS EN TOMBANT AMOUREUX DE VOS CLIENTS

Emmanuel A. Lembegue

2h21min00

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188 pages. Temps de lecture estimé 2h21min.
Ce livre présente une loi de marketing appelée "la loi de la prééminence" conceptualisée par Jay Abraham, leader mondial en consulting marketing. Selon cette loi, pour réussir en affaires, il faut aimer les gens qui gravitent autour de votre entreprise, c'est-à-dire prendre à cœur leur succès. Aimer vos clients signifie s'engager à créer des produits et services meilleurs que la concurrence. Et mettre tout en œuvre pour que les clients utilisent correctement lesdits produits et services. Les gens ressentent cette attitude, ça les met à l’aise avec vous, ils vous adorent et c’est ainsi que vous finissez par occuper naturellement dans leurs esprits/cœurs une place de choix, une place prééminente, par rapport à tous vos concurrents. Ce livre a donc pour but de vous donner les clés et les exercices pour mieux vous connaître vous-même, ainsi que les autres. Afin de mieux saisir et manifester l’amour en vous, le vrai. Et faire qu’il devienne finalement plus aisé pour vous d’aimer sincèrement et profondément vos clients, partenaires, collaborateurs et autres. Et pouvoir ainsi accroître votre bien-être et améliorer prodigieusement votre business. Mais en plus il aborde des sujets tels que des astuces pour augmenter les revenus de votre entreprise, des méthodes pour communiquer efficacement et vendre avec succès. Les conseils pour exprimer et prouver la différence unique de votre produit/service. Et la compréhension des motivations fondamentales de vos prospects et clients (par exemple en comprenant et utilisant les propriétés noires du psychisme humain).
Accès libre
Affiche du document Forging a Laboring Race

Forging a Laboring Race

R.D. Lawrie Paul

3h03min00

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244 pages. Temps de lecture estimé 3h03min.
Foregrounds the working black body as both a category of analysis and lived experience“How does it feel to be a problem?” asked W.E.B. DuBois in The Souls of Black Folk. For many thinkers across the color line, the “Negro problem” was inextricably linked to the concurrent “labor problem,” occasioning debates regarding blacks’ role in the nation’s industrial past, present and future. With blacks freed from the seemingly protective embrace of slavery, many felt that the ostensibly primitive Negro was doomed to expire in the face of unbridled industrial progress. Yet efforts to address the so-called “Negro problem” invariably led to questions regarding the relationship between race, industry and labor writ large. In consequence, a collection of thinkers across the natural and social sciences developed a new culture of racial management, linking race and labor to color and the body. Evolutionary theory and industrial management combined to identify certain peoples with certain forms of work and reconfigured the story of races into one of development and decline, efficiency and inefficiency, and the thin line between civilization and savagery.Forging a Laboring Race charts the history of an idea—race management—building on recent work in African American, labor, and disability history to analyze how ideas of race, work, and the “fit” or “unfit” body informed the political economy of early twentieth-century industrial America.
Accès libre
Affiche du document Humble Inquiry, 3rd Edition

Humble Inquiry, 3rd Edition

Edgar H. Schein

1h07min30

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90 pages. Temps de lecture estimé 1h07min.
The global bestseller with over 300,000 copies sold returns in its 3rd edition to continue teaching people how to effectively ask and obtain accurate answers to questions across all mediums.With 30% new material, including how to apply humble inquiry while working remotely, this updated edition is the definitive book on bringing humility back into your life.In an increasingly divisive era where communication is often dominated by assertiveness and directive leadership, this bestselling guide offers a refreshing and essential perspective on the power of asking instead of telling. This updated 3rd edition offers practical advice for how to build relationships based on curiosity and foster collaboration and trust between team members.Lessons in this book will help you:•Build healthy relationships with people from different occupational, professional, and national cultures•Create psychologically safe work climates that allow people to feel safe to share what they know•Foster teamwork and bust hyper-competitiveness through open communication, trust, and coordinationIn this new edition, updates have been made to 30% of the book that delves into the fresh challenges inherent in today's workplace, including new stories and case examples as well as an entire additional chapter with a focus on humble inquiry in the context of remote and hybrid work.
Accès libre

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