Best way of teaching is by learning.
When we learn we are open to exploring, analysing and ready to find something new to add to what is known. Instead of learning quietly one can make it learning openly, allowing others to observe and react and aid in learning. To start and sustain the process of open learning one needs to have courage to ensure that our fears do not come in the way. Fear of loosing higher pedestal, respect, job, opportunity etc.
When people around us observe this method of learning, they become interested, find it easy to communicate and join the process.
When we start teaching we assume the position of a speaker. Our thoughts start reverberating in the mind space and it becomes difficult to listen. Hence it becomes a monologue. Without listening it is not possible to learn or make others learn since during the process the communication is most of the time one way.
While teaching we also assume a position of knowing all about it. Since knowledge on any subject is never finite this position is a false position and therefore obstructs learning.
In any learning environment the participants are at different levels of knowledge. There is no one completely ignorant and will have some impressions in his mind (leaving aside the jargons) if not the reservoir of information. At the same time there is no one who has complete and final knowledge since knowledge is infinite. The knowledge should be allowed to flow freely in order to enrich from each mind and become more substantial.
The one who takes the responsibility to conduct the learning session needs to only share his knowledge and provide direction so that the contributions from everyone remain relevant.
Wednesday, August 6, 2008
The ABC of Life Leads to DEFGH
You are special, you are different
Your are a pleasant present to the world.
You are a unique gift and one of a kind.
Your life is actually lived in your mind.
Count your blessings, not your troubles.
since troubles are like passing clouds!
And solutions are very much WithIN you
Understand your behaviour, gain an attitude of courage, be strong and win within.
Enable your powers, not be limited by problems.
Dream big and positive and you work on them relentlessly.
Change your beliefs and change your life.
Reach for your peak, your purpose and your rewards.
Anxiety and worry are all about past and future
The longer one carries a problem the heavier it gets.
Learn to live in the present and that is the best gift
Live a life of serenity, not a life of regrets.
Love is about giving and forgiving
Not getting and forgetting!
Love is unconditional and not a bargain
Love yourself so that others love you too.
It is never too late to take the first step.
One step is better than no step at all
Do a little bit extra with ordinary things to make it extraordinary
Work on your uncommon asset - the common sense!
The ABC of life leads to DEFGH-
Attitudes, Behaviours & Competencies leads to Development & Empowerment for Future Growth & Happiness.
Your are a pleasant present to the world.
You are a unique gift and one of a kind.
Your life is actually lived in your mind.
Count your blessings, not your troubles.
since troubles are like passing clouds!
And solutions are very much WithIN you
Understand your behaviour, gain an attitude of courage, be strong and win within.
Enable your powers, not be limited by problems.
Dream big and positive and you work on them relentlessly.
Change your beliefs and change your life.
Reach for your peak, your purpose and your rewards.
Anxiety and worry are all about past and future
The longer one carries a problem the heavier it gets.
Learn to live in the present and that is the best gift
Live a life of serenity, not a life of regrets.
Love is about giving and forgiving
Not getting and forgetting!
Love is unconditional and not a bargain
Love yourself so that others love you too.
It is never too late to take the first step.
One step is better than no step at all
Do a little bit extra with ordinary things to make it extraordinary
Work on your uncommon asset - the common sense!
The ABC of life leads to DEFGH-
Attitudes, Behaviours & Competencies leads to Development & Empowerment for Future Growth & Happiness.
BE UNREASONABLE
BE UNREASONABLE
One of my favorite quotes comes from George Bernard Shaw, who noted , " The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends on the unreasonable man." Please think about that idea for a moment. I suggest it's a big one.
Sure, be practical and operate intelligently as you move through your world. I agree, its important to use common sense. True, foolish risks can lead to difficult consequences. But having said that, don't be so scared of failure and disappointment that you fail to dream. Don't always be so reasonable and practical and sensible that you refuse to seize glorious opportunities when they show up. Pust the envelope as to whats possible for you. Remember, critics have always laughed at the visions of bold thinkers and remarkable visionaries. Ignore them. And know that every outstanding piece of human progress was achieved through the heroic efforts of someone who was told their idea was impossible to realize. The world needs more dreamers. Unreasonable souls who fight the urge to be ordinary . Who resist the seduction of complacency and doing things the way they have always been done.You can be one of them . Beginning today.
Kahlil Gibran, in The Prophet, made the point far more beautifully than I ever could, when he wrote, " The lust for comfort murders the passion of the soul."
One of my favorite quotes comes from George Bernard Shaw, who noted , " The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends on the unreasonable man." Please think about that idea for a moment. I suggest it's a big one.
Sure, be practical and operate intelligently as you move through your world. I agree, its important to use common sense. True, foolish risks can lead to difficult consequences. But having said that, don't be so scared of failure and disappointment that you fail to dream. Don't always be so reasonable and practical and sensible that you refuse to seize glorious opportunities when they show up. Pust the envelope as to whats possible for you. Remember, critics have always laughed at the visions of bold thinkers and remarkable visionaries. Ignore them. And know that every outstanding piece of human progress was achieved through the heroic efforts of someone who was told their idea was impossible to realize. The world needs more dreamers. Unreasonable souls who fight the urge to be ordinary . Who resist the seduction of complacency and doing things the way they have always been done.You can be one of them . Beginning today.
Kahlil Gibran, in The Prophet, made the point far more beautifully than I ever could, when he wrote, " The lust for comfort murders the passion of the soul."
The Brain Science of Persuasion: 7 Automatic Triggers
People make two major mistakes when trying to persuade others:
1. Using the argument that would work best on themselves
2. Overestimating the power of logic and rationality
The scientific study of persuasion has continued for more than half a century, yet executives across all fields make presentations based on these faulty assumptions.
Instead of researching what makes people buy or make decisions, they ask themselves, "What would motivate me to participate in this program or buy this product?"
When learning economics, finance and management, executives refer to outside experts to achieve a level of competence. But when it comes to persuasion skills, most believe they already possess an intuitive understanding of psychological principles, simply by virtue of living life and interacting with others. Consequently, they’re less likely to consult psychological research on how people make decisions.
This overconfidence leads many executives, managers and salespeople to miss opportunities for improving their presentations and efforts to influence others.
The fact is, persuasion can be defined, learned and successfully incorporated into anyone’s communication abilities. It doesn’t matter if you work in sales, marketing or another field directly related to persuasion. Every leader or manager depends on getting things done through others.
Getting Things Done Through Others
Personal and organizational success hinges on how well you persuade people to willingly follow your directions. Your boss may give you specific powers, but execution and results come from successfully influencing others.
So, what have we learned about the process of persuasion that we didn’t know before? What does brain science tell us about the natural processes of decision-making and being influenced? What can we learn to become better persuaders?
Actually, we’ve discovered a great deal in the last 10 to 15 years about how the human brain processes information. With the recent advent of live, real-time brain-imaging technology, we can now look at what happens inside the brain as we process information, make decisions and respond to others.
It’s important to emphasize that our brain isn’t similar to a computer. Author and neuroscientist Richard Restak, MD, puts it this way:
• "We are not thinking machines, we are feeling machines that think." (The Secret Life of the Brain)
• "Your brain is not a logic machine. As it turns out, emotions and feelings about something or someone occur before you’ve made any attempt at conscious evaluation." (Mozart’s Brain and the Fighter Pilot)
Feelings First, Logic Later
Most of us try to persuade by using our best arguments, best data, logical flow charts and rationality to generate the thinking, decisions and actions we seek. Business leaders still believe everyone relies heavily on logic and reason to make decisions. We’ve traditionally believed that emotion wreaks havoc on rationality, especially in business.
As science evolves, we’re starting to realize that emotions come first. Not only do they guide our decisions and actions, but we’re incapable of making decisions without them.
We use the emotional parts of our brain to make rational decisions. Emotional context helps us make the best choices, often in a split second, long before the rational centers of the brain are even activated.
It’s estimated that managers spend 80 percent of their time communicating with others, trying to persuade them to accomplish what needs to be done. But how well have leaders and managers understood how humans process information and make decisions?
Perhaps we should pay attention to what the new brain science tells us about persuasion.
Ethos, Logos and Pathos
Aristotle identified the three basic elements of every persuasive argument:
• Ethos — the credibility, knowledge, expertise, stature and authority of the person trying to persuade
• Logos — the appeal of logic, reason, cognitive thinking, data and facts
• Pathos — the appeal to the emotions; the non-cognitive, non-thinking motivations that affect decisions and actions
These elements are the powerful cornerstones of every persuasive argument or presentation. They aren’t weighted equally, however, and therein lies the hidden secret of unlocking your persuasive powers.
The Secret Key to Unlocking Persuasive Powers
If we pay attention only to these three keys, we still won’t unlock the full potential of our persuasive powers.
Research on the brain during decision-making reveals that we respond to persuasive attempts either analytically or automatically.
Those who respond analytically use a reasoned evaluative approach to come to a decision, but this requires enormous mental energy. The brain uses up reserves of glucose and calories whenever it evaluates. And because it’s human nature to conserve energy, most of us won’t respond with the extra effort required to be analytical.
In fact, most people slip into automatic response mode whenever possible. We avoid cognitive evaluation because it’s hard work. This doesn’t mean we’re lazy; it’s actually a primitive survival instinct. We automatically take the easy way to conserve energy in case we’re attacked or threatened.
That’s why most people don’t act on logic and reason. We make emotional decisions and then justify them with logic and reason.
The Brain’s Trigger Center
If we had to evaluate every decision before acting, we’d be exhausted. Instead, we rely on the limbic system and our brain’s center for emotions and memories, the amygdala. This part of the brain acts as our personal navigation system, with an internal data bank of triggers.
The more complicated and sophisticated our lives become, the more we rely on simple ways to make decisions and get through each day — a key concept in Malcolm Gladwell’s book Blink. Smart managers, leaders and marketers understand this need.
This doesn’t mean you can skip logical arguments, but it does place less emphasis on reason and more on emotion. When you understand that people want to make rapid, automatic and accelerated decisions, you can make it easier on those you’re trying to influence and increase your success at persuasion.
How do we generate automatic influence? With triggers. Everybody has them. A trigger is any stimulus that will help us make a non-thinking decision or action. A trigger activates a person’s immediate compliance to an attempt to influence.
We are preprogrammed to comply with requests when a trigger is activated. It’s simply a shortcut to avoid the pain and effort of mental activity.
Each of us has infinite triggers, and some are universal. Research has identified seven super triggers. Once you understand them, you’ll see them everywhere — in every request you make, email you write and TV commercial you watch.
Seven Super Triggers
These triggers help us quickly sense and feel the best decision or action to take. They allow us to navigate paths that would be overwhelming and unmanageable if we had to constantly employ cognitive thought.
Most of us, especially marketing people, understand the trigger of benefits. Appeal to what people want, and talk to them in terms of solving a problem or filling a need. This is part of the hope trigger. But it’s only one limited approach. You can improve your chances of persuasion success by using more than one trigger.
Let’s examine the seven triggers that automatically influence others.
1. The Friendship Trigger
We are more easily influenced by people we like, and liking is a prerequisite for the other triggers. Friendship generates trust, and trust activates a strong internal trigger. This is the basis of the marketing axiom "people buy from people they know, like and trust." The best way to activate friendship is through similarity. Find connections and common interests, and listen to the people you wish to influence.
2. The Authority Trigger
We respond with unthinking, automatic compliance to those we believe have authority, credibility and power. Managers and leaders may think they have authority by virtue of their position, but without the likeability factor, this trigger is weakened. The authority trigger works because we assume the person in position of authority has done the evaluation work for us.
3. The Consistency Trigger
Our internal guidance system compels us to be consistent in the way we see ourselves and the peers we admire. We are slaves to consistency and conformity; in fact, these drives are hard-wired into our brain, governed by the amygdala.
The research is clear: Decisions are emotion based. When it’s time to make a decision, we call up an emotional memory that’s similar to the situation at hand, and we’re guided in the same direction.
4. The Reciprocity Trigger
One of the strongest, most universal internal triggers is the law of giving and receiving, or quid pro quo. Reciprocity is the well-documented psychological desire to give back to someone who has given us a gift. It’s another automatic response hard-wired into our brains. Marketers have been using bonus gifts and free samples for years.
5. The Contrast Trigger
Framing a proposition so it appears more desirable than an alternative is a proven automatic compliance technique. How you frame the proposal is critical: Always present the most onerous approach first, followed by what you really want.
6. The Reason Why Trigger
The brain looks for shortcuts to doing mental work. When you present a valid reason to accept a proposition, you achieve compliance. This concept has been successfully applied in myriad situations, and we know it works because we’ve seen the neural networks in the brain’s decision-making process. The amygdala seems to accept any valid reason and doesn’t bother to send the information to the cerebral cortex. When you provide a reason, you persuade successfully.
7. The Hope Trigger
Hope motivates all human activity. We are easily persuaded by those who understand our hopes, wishes and dreams. This is one of the strongest persuaders, underlying all others. We hope our decisions and actions will somehow improve our lives and status, helping us to become more successful and happy. Once we perceive an opportunity to satisfy our hopes, we seldom rely on rational, cognitive thought or logic before we act.
The constant desire for happiness is the foundation for the omnipotent hope trigger. Among the best examples are get-rich-quick scams, gambling and lotteries. The vitamin and cosmetic industries thrive because of the strong hopes and desires their marketing messages trigger. Not a shred of logic or reason is employed in weighing the odds.
Six Steps to a Persuasive Presentation
Virtually everything we communicate is a proposal of sorts. All persuasive communication hopes to move someone to do something. The best way to accomplish this is to use the brain’s natural processes.
We make most decisions based on the amygdala’s initial emotional response. If we deal with rationality and logic, it’s to reinforce these emotional decisions with logical information sent after the fact to the prefrontal cortex.
A properly framed presentation will be more easily understood and acted upon by the brain. Here’s a proposed outline for framing a successful presentation that persuades others to act in the direction you desire:
1. Write down your persuasion goal, what you hope to accomplish, what you expect others to do and the ideal time frame.
2. List the questions you’ll ask your audience to determine their perceptions on the issue.
3. List each of the seven internal triggers. Under each one, list every possible item that could apply. Select and prioritize the three or four triggers best suited to the situation.
4. Frame your presentation with the beginning and ending that have the highest impact. The friendship trigger, coupled with the reciprocity trigger, is a great start. You’ll also want early application of the authority trigger.
5. The body of the proposal, including the logic and data, will follow the other trigger information. Minimal application of logic and data will reinforce a positive decision.
6. Finally, frame your closure by defining precisely what you want your audience to do, and determine how you will ask for this action.
1. Using the argument that would work best on themselves
2. Overestimating the power of logic and rationality
The scientific study of persuasion has continued for more than half a century, yet executives across all fields make presentations based on these faulty assumptions.
Instead of researching what makes people buy or make decisions, they ask themselves, "What would motivate me to participate in this program or buy this product?"
When learning economics, finance and management, executives refer to outside experts to achieve a level of competence. But when it comes to persuasion skills, most believe they already possess an intuitive understanding of psychological principles, simply by virtue of living life and interacting with others. Consequently, they’re less likely to consult psychological research on how people make decisions.
This overconfidence leads many executives, managers and salespeople to miss opportunities for improving their presentations and efforts to influence others.
The fact is, persuasion can be defined, learned and successfully incorporated into anyone’s communication abilities. It doesn’t matter if you work in sales, marketing or another field directly related to persuasion. Every leader or manager depends on getting things done through others.
Getting Things Done Through Others
Personal and organizational success hinges on how well you persuade people to willingly follow your directions. Your boss may give you specific powers, but execution and results come from successfully influencing others.
So, what have we learned about the process of persuasion that we didn’t know before? What does brain science tell us about the natural processes of decision-making and being influenced? What can we learn to become better persuaders?
Actually, we’ve discovered a great deal in the last 10 to 15 years about how the human brain processes information. With the recent advent of live, real-time brain-imaging technology, we can now look at what happens inside the brain as we process information, make decisions and respond to others.
It’s important to emphasize that our brain isn’t similar to a computer. Author and neuroscientist Richard Restak, MD, puts it this way:
• "We are not thinking machines, we are feeling machines that think." (The Secret Life of the Brain)
• "Your brain is not a logic machine. As it turns out, emotions and feelings about something or someone occur before you’ve made any attempt at conscious evaluation." (Mozart’s Brain and the Fighter Pilot)
Feelings First, Logic Later
Most of us try to persuade by using our best arguments, best data, logical flow charts and rationality to generate the thinking, decisions and actions we seek. Business leaders still believe everyone relies heavily on logic and reason to make decisions. We’ve traditionally believed that emotion wreaks havoc on rationality, especially in business.
As science evolves, we’re starting to realize that emotions come first. Not only do they guide our decisions and actions, but we’re incapable of making decisions without them.
We use the emotional parts of our brain to make rational decisions. Emotional context helps us make the best choices, often in a split second, long before the rational centers of the brain are even activated.
It’s estimated that managers spend 80 percent of their time communicating with others, trying to persuade them to accomplish what needs to be done. But how well have leaders and managers understood how humans process information and make decisions?
Perhaps we should pay attention to what the new brain science tells us about persuasion.
Ethos, Logos and Pathos
Aristotle identified the three basic elements of every persuasive argument:
• Ethos — the credibility, knowledge, expertise, stature and authority of the person trying to persuade
• Logos — the appeal of logic, reason, cognitive thinking, data and facts
• Pathos — the appeal to the emotions; the non-cognitive, non-thinking motivations that affect decisions and actions
These elements are the powerful cornerstones of every persuasive argument or presentation. They aren’t weighted equally, however, and therein lies the hidden secret of unlocking your persuasive powers.
The Secret Key to Unlocking Persuasive Powers
If we pay attention only to these three keys, we still won’t unlock the full potential of our persuasive powers.
Research on the brain during decision-making reveals that we respond to persuasive attempts either analytically or automatically.
Those who respond analytically use a reasoned evaluative approach to come to a decision, but this requires enormous mental energy. The brain uses up reserves of glucose and calories whenever it evaluates. And because it’s human nature to conserve energy, most of us won’t respond with the extra effort required to be analytical.
In fact, most people slip into automatic response mode whenever possible. We avoid cognitive evaluation because it’s hard work. This doesn’t mean we’re lazy; it’s actually a primitive survival instinct. We automatically take the easy way to conserve energy in case we’re attacked or threatened.
That’s why most people don’t act on logic and reason. We make emotional decisions and then justify them with logic and reason.
The Brain’s Trigger Center
If we had to evaluate every decision before acting, we’d be exhausted. Instead, we rely on the limbic system and our brain’s center for emotions and memories, the amygdala. This part of the brain acts as our personal navigation system, with an internal data bank of triggers.
The more complicated and sophisticated our lives become, the more we rely on simple ways to make decisions and get through each day — a key concept in Malcolm Gladwell’s book Blink. Smart managers, leaders and marketers understand this need.
This doesn’t mean you can skip logical arguments, but it does place less emphasis on reason and more on emotion. When you understand that people want to make rapid, automatic and accelerated decisions, you can make it easier on those you’re trying to influence and increase your success at persuasion.
How do we generate automatic influence? With triggers. Everybody has them. A trigger is any stimulus that will help us make a non-thinking decision or action. A trigger activates a person’s immediate compliance to an attempt to influence.
We are preprogrammed to comply with requests when a trigger is activated. It’s simply a shortcut to avoid the pain and effort of mental activity.
Each of us has infinite triggers, and some are universal. Research has identified seven super triggers. Once you understand them, you’ll see them everywhere — in every request you make, email you write and TV commercial you watch.
Seven Super Triggers
These triggers help us quickly sense and feel the best decision or action to take. They allow us to navigate paths that would be overwhelming and unmanageable if we had to constantly employ cognitive thought.
Most of us, especially marketing people, understand the trigger of benefits. Appeal to what people want, and talk to them in terms of solving a problem or filling a need. This is part of the hope trigger. But it’s only one limited approach. You can improve your chances of persuasion success by using more than one trigger.
Let’s examine the seven triggers that automatically influence others.
1. The Friendship Trigger
We are more easily influenced by people we like, and liking is a prerequisite for the other triggers. Friendship generates trust, and trust activates a strong internal trigger. This is the basis of the marketing axiom "people buy from people they know, like and trust." The best way to activate friendship is through similarity. Find connections and common interests, and listen to the people you wish to influence.
2. The Authority Trigger
We respond with unthinking, automatic compliance to those we believe have authority, credibility and power. Managers and leaders may think they have authority by virtue of their position, but without the likeability factor, this trigger is weakened. The authority trigger works because we assume the person in position of authority has done the evaluation work for us.
3. The Consistency Trigger
Our internal guidance system compels us to be consistent in the way we see ourselves and the peers we admire. We are slaves to consistency and conformity; in fact, these drives are hard-wired into our brain, governed by the amygdala.
The research is clear: Decisions are emotion based. When it’s time to make a decision, we call up an emotional memory that’s similar to the situation at hand, and we’re guided in the same direction.
4. The Reciprocity Trigger
One of the strongest, most universal internal triggers is the law of giving and receiving, or quid pro quo. Reciprocity is the well-documented psychological desire to give back to someone who has given us a gift. It’s another automatic response hard-wired into our brains. Marketers have been using bonus gifts and free samples for years.
5. The Contrast Trigger
Framing a proposition so it appears more desirable than an alternative is a proven automatic compliance technique. How you frame the proposal is critical: Always present the most onerous approach first, followed by what you really want.
6. The Reason Why Trigger
The brain looks for shortcuts to doing mental work. When you present a valid reason to accept a proposition, you achieve compliance. This concept has been successfully applied in myriad situations, and we know it works because we’ve seen the neural networks in the brain’s decision-making process. The amygdala seems to accept any valid reason and doesn’t bother to send the information to the cerebral cortex. When you provide a reason, you persuade successfully.
7. The Hope Trigger
Hope motivates all human activity. We are easily persuaded by those who understand our hopes, wishes and dreams. This is one of the strongest persuaders, underlying all others. We hope our decisions and actions will somehow improve our lives and status, helping us to become more successful and happy. Once we perceive an opportunity to satisfy our hopes, we seldom rely on rational, cognitive thought or logic before we act.
The constant desire for happiness is the foundation for the omnipotent hope trigger. Among the best examples are get-rich-quick scams, gambling and lotteries. The vitamin and cosmetic industries thrive because of the strong hopes and desires their marketing messages trigger. Not a shred of logic or reason is employed in weighing the odds.
Six Steps to a Persuasive Presentation
Virtually everything we communicate is a proposal of sorts. All persuasive communication hopes to move someone to do something. The best way to accomplish this is to use the brain’s natural processes.
We make most decisions based on the amygdala’s initial emotional response. If we deal with rationality and logic, it’s to reinforce these emotional decisions with logical information sent after the fact to the prefrontal cortex.
A properly framed presentation will be more easily understood and acted upon by the brain. Here’s a proposed outline for framing a successful presentation that persuades others to act in the direction you desire:
1. Write down your persuasion goal, what you hope to accomplish, what you expect others to do and the ideal time frame.
2. List the questions you’ll ask your audience to determine their perceptions on the issue.
3. List each of the seven internal triggers. Under each one, list every possible item that could apply. Select and prioritize the three or four triggers best suited to the situation.
4. Frame your presentation with the beginning and ending that have the highest impact. The friendship trigger, coupled with the reciprocity trigger, is a great start. You’ll also want early application of the authority trigger.
5. The body of the proposal, including the logic and data, will follow the other trigger information. Minimal application of logic and data will reinforce a positive decision.
6. Finally, frame your closure by defining precisely what you want your audience to do, and determine how you will ask for this action.
Tuesday, August 5, 2008
Planning a Workshop - Organizing and Running a Successful Event
Anyone who has ever planned a workshop will tell you that it's a big job. And planning a good one? Well, that takes organization, focus, and a lot of creativity.Running a workshop is useful whenever you need a group of people to DO something together, rather than just report on what they’ve done. Examples include bringing experts together to solve complex problems, designing sophisticated processes that need the input of many different people, and making decisions that take into account the views of different individuals and groups. Some people HATE going to workshops. Done wrong, they can be a huge waste of time and money. However, if they're planned well, they can be incredibly valuable for everyone involved. This is why advance planning is critical.
So how do you prepare for a workshop that will be not only relevant and productive, but memorable as well?
Before the WorkshopFollow these steps to make sure your workshop is a valuable experience for everyone:
Step 1: Define the Goals Every workshop must have a goal. Do you need to improve your company's hiring procedures? Do you want to teach managers how to be better organizers? Do you need to do some team building with a newly formed team? Many workshops are a waste of time because there's no clear goal kept at the center of the discussion. Without this clear goal, there's really no point in getting people together.
Step 2: Decide Who Will AttendKnowing who will attend directly relates to your objective. For example, if your workshop's goal is to develop a detailed solution to a problem, then you probably want 10 or fewer key attendees. If your goal is centered on education, then you might be happy with a much larger group, which divides into smaller groups for discussion.Make a list of the people who need to be there. Try to be as specific as possible, but leave a few openings for last-minute additions.
Step 3: Choose the Right LocationIf you have 10 attendees, then the conference room down the hall will probably be just fine. But if you have 50 people, you may have to find an outside location that's large enough.Think about the logistics and practical details of your workshop when you choose the location. Will everyone be able to see your visual aids? If you need a certain technology, like teleconferencing, will the location support it? Are there appropriate facilities for breakout sessions? Will everyone be able to reach the venue? Will you need to organize accommodation for people who are coming from a long way away? And what catering facilities does the venue provide?
Step 4: Create an AgendaNow that you know your primary objective and who will attend, you can start to develop an outline of how you'll achieve the workshop's goal.
Main Points - Create a list of main points to discuss, and then break down each larger point into details that you want to communicate to your audience.
Visual Aids - List the visual aids, if any, you'll use for each point. If you need technical support, this helps the people providing it to determine where they need to focus their efforts.
Discussions & Activities - Take time to list exactly which group discussions and activities you'll have at which point in the workshop. How much time will you allow for each exercise? Make sure your activities are appropriate for the size of the group, and ensure that your venue has the resources (for example, seminar rooms) needed to run sessions.
Remember, the more detailed your plan, the more you'll ensure that your workshop will run to schedule - and be successful.
Step 5: Develop a Follow-up PlanThe only way to find out if your workshop was a success is to have an effective follow-up plan. Create a questionnaire to give to all participants at the end of the event, and give them plenty of opportunity to share their opinions on how well it went. Although this can be a bit scary, it's the only way to learn - and improve - for the next time.It's also important to have a plan to communicate the decisions that were reached during the workshop. Will you send out a mass email to everyone with the details? Will you put it on your company's intranet? People need to know that their hard work actually resulted in a decision or action, so keep them informed about what's happening after the workshop has ended.
During the Workshop - Getting People Involved
Once you have a solid advance plan, figure out how to bring some excitement into your event. You know the topics that you want to cover, but how will you make the information fun and memorable for your team?Getting everyone involved is key to a successful workshop. If you stand up and talk for three hours, you're just giving a lecture - not facilitating a workshop. Everyone needs to participate.Creating group exercises is different for each workshop. Keep these tips in mind:
Many people are nervous about speaking up in an unfamiliar group. If you plan group exercises, keep the size of each group small, so people are more comfortable talking and interacting.
Mix up different types of people in each group. For example, if several departments participate in your workshop, don't put members of the same department in their own group. By encouraging people to interact with other departments, they can learn to look at things from different perspectives.
Determine how you'll record the ideas from each group. Will participants shout them out while you write them down? Or will they write down their own ideas and then give them to you? This is a small, but important, detail that's often overlooked.
If you have five or fewer groups, spend time allowing the entire team to evaluate the ideas from each smaller group. This is a great way to narrow down your list of ideas, and let the good ones really shine.
Remember; spend as much time as you can create fun and interesting group exercises. These will likely keep everyone interested and participating.
Overall Workshop Tips
Here are some more ideas for running a successful workshop:
If you plan the meeting, you may want to facilitate it as well. Learn how to do this effectively in The Role of a Facilitator.
Start the meeting with a few Icebreakers to get everyone relaxed and comfortable.
If your workshop's goal is to address a difficult or sensitive topic, it's especially important to get the group comfortable before starting. One way is to tell a story that's loosely related to the topic before you begin discussing the difficult issue.
Sometimes, not everyone has to stay for the entire workshop. For instance, the CEO might be too busy to attend the whole session. Identify which sections your busiest participants need to attend, and suggest in advance when they might want to arrive and leave. They'll appreciate your consideration.
Where possible, avoid holding your workshop after lunch, between 2:00 and 3:00 in the afternoon. For many people, this is their slowest, most unproductive time of day. Your group will probably be more energetic if you schedule the event in the morning or late afternoon. (If you have to run the workshop in the early afternoon, make sure there's plenty of strong coffee available!)
If your workshop's ultimate goal is to make a decision about something, the more people who attend, the less likely it is that you'll reach a decision. Here, try to keep the number of people attending to a minimum (for example, by issuing minutes after the event to people who are just interested.) It's also important to become familiar with the different strategies for team decision making. See our article on Organizing Team Decision Making to learn more.
Key Points:
There's no doubt that planning a great workshop is a lot of work. But if you spend time thinking through the details, everyone will get full value from the event. The workshop's goal should be at the center of all your planning. Creative exercises will get everyone relaxed and involved, and don't forget to follow up afterward: Although it can be scary to hear what people really thought of all your hard work, it's the only way you'll improve your next event.
When Your Shoes Don't Fit
In the past I would wear any type of shoe, including high heels, clogs and other fashionable, but uncomfortable shoes. Now I find myself selecting shoes, not so much for their appearance, but by whether they will allow me to stand for eight hours as I conduct daylong seminars.
Many times we buy shoes, not for their fit and comfort, but based on how good they look. There are aspects of our lives that are aptly described by the shoe analogy. We see a nice looking pair of (currently stylish) shoes. We ask to try them on and find that the store is out of that particular style in our size. We may insist that they bring another size and we try to make that size work because we really want those shoes NOW! Or, perhaps the store may have them in our size and although they don't feel right, we still buy and wear them, regardless of the pain.
Often we may select our friends, our relationships, our jobs or other aspects of our lives with the same mentality. They may not fit and they may pinch, but they look good to others.
Take a job that does not fit. The title may be impressive, the benefits may be good, and the pay may be respectable, but every day we go to work at a job or a company that does not fit. We may find ourselves pinched, constrained, rubbed the wrong way or blistered.
Perhaps we have chosen friends who are too restricted in their thinking, which does not meet our desire to have a more tolerant and positive view of the world. We may even be involved in a personal relationship with someone whose constricting demands may keep us from moving forward with our personal growth. Other people may bind us by their personal fears in an attempt to keep us as small as they may feel.
Why do we do these things? Often the response to that question is, "because they or it looks so good." Should it be so important to us to be admired by others that we will suffer pain and discomfort in our lives?
So what is a person to do? Select your shoes carefully, being concerned first of all for the fit. Understand also that our feet do grow as we grow older. If you try to fit your size 8 foot into a size 7 shoe just because you have always worn a size 7, be prepared for your feet's rebellious response.
If you are working in the same job, which you have outgrown and which brings you no pleasure, try expanding it into a better fitting position. If you are in a relationship with a person because he or she (or the situation) looks good but brings you no happiness, find a way to work with that person to make the relationship beneficial for both.
Affirmation:“If the shoe fits, I will wear it. If it does not, I will measure my feet and my expectations to determine if my needs have outgrown my former shoe size.”
40 Tips for a Better Life
1. Take a 10-30 minute walk every day. And while you walk, smile. It is the ultimate anti-depressant.
2. Sit in silence for at least 10 minutes each day.
3. Go to bed earlier and get more sleep.
4. When you wake up in the morning complete the following: 'Today, my primary purpose is to __________.'
5. Live with the 3 E's -- Energy, Enthusiasm, and Empathy.
6. Play more games and read more books than you did last year.
7. Make time to practice meditation, and prayer. They provide us with daily fuel for our busy lives.
8. Spend time with people over the age of 70 and under the age of 6.
9. Dream more while you are awake.
10. Eat more foods that grow on trees and plants and eat less food that is manufactured or packaged in factories.
11. Drink green tea and plenty of water. Eat blueberries, wild Alaskan salmon, broccoli, almonds & walnuts.
12. Try to make at least three people smile each day.
13. Clear clutter from your house, your car, your desk and let new energy flow into your life.
14. Don't waste your energy on gossip, issues of the past, negative thoughts or things you cannot control. Instead invest your energy in the positive present moment.
15. Realize that life is a school and you are here to learn. Problems are simply part of the curriculum that appear and fade away like algebra class but the lessons you learn will last a lifetime.
16. Eat breakfast like a king, lunch like a prince and dinner like a college kid with a maxed out charge card.
17. Smile and laugh more. It will keep the NEGATIVE BLUES away.
18. Life isn't fair, but it's still good.
19. Life is too short to waste time hating anyone.
20. Don't take yourself so seriously. No one else does.
21. You won't win every argument. Agree to disagree.
22. Make peace with your past so it won't spoil the present.
23. Don't compare your life to others. You have no idea what their journey is all about.
24. No one is in charge of your happiness except you.
25. Frame every so-called disaster with these words: 'In five years, will this matter?'
26. Forgive everyone for everything.
27. What other people think of you is none of your business.
28. Remember, God heals everything.
29. However good or bad a situation is, it will change.
30. Your job won't take care of you when you are sick. Your friends will. Stay in touch.
31. Get rid of anything that isn't useful, beautiful or joyful.
32. Envy is a waste of time. You already have all you need.33. The best is yet to come.
34. No matter how you feel, get up, dress up and show up.
35. Do the right thing!
36. Call your family often. Or email them to death!
37. Each night before you go to bed complete the following: I am thankful for __________. Today I accomplished _________.
38. Remember that you are too blessed to be stressed.
39. Enjoy the ride. You only have one ride through life so make the most of every moment, every single day.
40. Please share this with those you care about.
Saturday, August 2, 2008
CONVERSATIONS WITH GOD
I have established laws in the universe that makes it possible to have - to create - exactly what you choose. These laws cannot be violated nor can they be ignored . You cannot not follow the law, for these are the way things work .You cannot operate outside of it.
Every moment of your life you have been operating inside of it .......
You are in partnership with God. My promise to you is to give you what you ask . Your promise is tomask to understand the process of asking and the answering .
Eckhart Tolle
Every moment of your life you have been operating inside of it .......
You are in partnership with God. My promise to you is to give you what you ask . Your promise is tomask to understand the process of asking and the answering .
Eckhart Tolle
End the delusion of Time
The more you are focused on time _ the past and future _ the more you miss the Now , the most precious thing there is.Why is it the most precious thing? Firstly because it is all there is . The eternal present is the space within which your whole life unfolds, the one factor that remains constant .Life is now .There was never a time when your life was not now, nor will there ever be. Secondly the Now is the only point of access into the timeless and formless realm of Being.
Eckhart Tolle - The Power of now
THE POWER OF NOW
The joy of being
As soon as you honor the present moment all unhapinessand struggle disolve,and life begins to flow with joy and ease. When you act out of present moment awareness whatever you do becomes imbued with a sense of quality , care and love _ even the most simple action.
Eckhart Tolle
As soon as you honor the present moment all unhapinessand struggle disolve,and life begins to flow with joy and ease. When you act out of present moment awareness whatever you do becomes imbued with a sense of quality , care and love _ even the most simple action.
Eckhart Tolle
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