Power of Intent

The first Chinese doctor who used acupuncture lived in a cave

over 5,000 years ago. Without needles their tools of choice were pointy stones

and maps of where to place them. Both have been found. The use of needles to alleviate pain began about 200 BCE.

Three forms of proofs make me jittery: tradition, authority and revelation.

Quacks are masters of all three but so are medical school professors. Tread carefully says I when people are in pain. They will try anything and pay dearly for a sliver of hope.

Since Nixon’s presidency acupressure and acupuncture have gained a foothold among patients in the U.S. The proof is as light as a feather yet they flourish

because hope knows no bounds when driven by pain. The Placebo Effect and

a desire to not waste money paid leads to seemingly miraculous cures.

Two Acupressure Samples

If it is non-invasive and has no side effects – it probably will not kill you.

It is free and you can decide whether to continue the experiment.

Feedback from 750 students who complained of annoying headaches including migraines volunteered to be their own guinea pigs. 82% expressed satisfaction.

One

Search with both hands and find your right eyebrow. The acupressure point is

above your right eyebrow within 1.5 inches. Is it dead-center, left-of-center or

right-of-center? Search. It varies with your sensory-motor system. Acupuncturists call the hot-spot a meridian line. It is said to release endorphins and inhibit pain.

Your job is to stimulate above your right eyebrow for 60 seconds in one of two ways:

kneed the 1.5 inch area by massaging the flesh between your thumb and index finger.

A second strategy is to use the nails of your thumb and middle finger to pinch

the 1.5 inch area for about one-minute.

Two

Another acupressure strategy involves the V area between your thumb and forefinger of both hands. The Hot-Spot is ¾ of an inch (one phalange wide)

from your V area web.

Example: Place your right thumbnail into the flesh of the upper (face) of your left hand and your index finger nail onto the flesh of the back of your left hand. Spread the V web wide and pulsate using your nails as points for 60 seconds on each hand.

Does it Really Work? Your decision makes you the Chief Justice of the Supreme Court. It works for me.

Better Science

Professor Scott Frey of the University of Oregon submits evidence that your intention in watching another with a desire to learn creates changes in the structure and function of your brain. Say the magic word – In-tention.

Once again. When we watch with Intent to Repeat, structures of our brain

are excited, triggered and activated to repeat the new behavior.

The evidence (not tradition-authority-revelation) submitted by fMRI (functional

magnetic resonance imagery) indicates our brain structure called the Intraparietal Sulcus lights up like a Christmas tree by our intention to imitate.

Motor Area

Intention to learn and repeat a motor skill you see - shakes awake our own brain.

We are actually mentally repeating (doing the same behaviors) we watch. Our brain

watches as if it were a partner in the performance of the behaviors.

What causes our motor cortex to get into the act? Our intention to learn.

The brain cells involved are called Mirror Neurons, and this report appeared in Neuroscience on December 29, 2006.

The question for Dr. Frey is how does our brain take what it sees and turn it into

a motor program (neural network) for using the new skill?

RasterMaster

We teach the use of a RasterMaster (handheld laser pacer) for speed reading.

There are three ways homo sapiens learn – trial-and-error, observation and listening to an explanation.

Dr. Paul MacLean, divides our brain into a Triune system: Reptilian Complex (instincts), Limbic System (emotions), and NeoCortex (thinking). All three are

cognitive programs working 100% of the time.

We divide our mind into two areas: consciousness (assembling data and analysis), and sub or nonconsciousness - reacting with our ancient instincts and emotions.

Homo sapiens do not use their neocortex in isolation to make decisions; judgments and decision-making are highly influenced and persuaded by our feelings

and instincts. We are not a robot, but a cyborg using all three layers of our brain and all available tools in a collaborative system.

Learning

How do we show students how to use the RM and get them to translate the strategies

into a new motor program?

First they listen to our explanation of Vestibulo-Ocular-Reflex, the 14 muscles of

the eyes, and using peripheral-vision to enlarge our field-of-vision.

Second, they watch the instructor using the RM. They concentrate on what they see with a burning desire to imitate how to 3x their reading speed and 2x their memory.

They trigger their brain to pay attention and learn through the power of human intention.

Third, they use their own RM as a pacer to underline the sentences of the text.

They begin in a random way and transcend into specific strategies of expertise.

Learning the strategies (chunking) is by trial-and-error, stimulus/response and

cause-and-effect.

When we watch with an intention to learn – specific structures of our brain create

engrams (memory trances) of knowledge 90% similar to those producing the motor

skill by live practice.

Does the best learning program combines all three systems: listening, watching and trial-and-error?

Endwords

Professor Frey concludes: it is the intention of the learner not the visual stimulus they view that is the killer application.

For scholars: it is our parietal-frontal mirror neurons, which encode what they see into brain cells of our primary motor cortex.

The evidence is scientific and persuasive yet we prefer the tri-pronged approach

of seeing, hearing and doing. You decide.

See ya,

copyright © 2007

H. Bernard Wechsler

Author of Speed Reading For Professionals, published by
Barron’s. Business partner of Evelyn Wood, creator of
speed reading, graduating 2 million, including the
White House staffs of four U.S. Presidents.

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  Much has been written about the benefits and risks of starting a business. To succeed you need a plan and the right information. Many small business people started off without the safety  net of a paycheck, others started smaller, nurturing their entrepreneurial dreams in their spare time while hanging on to their day jobs for financial security. What they set out to do is to become involved in a pursuit that will allow them to have control over their lives and to spend more time with their families. They also want to become financially independent. But, what does it take to become an entrepreneur? Can anyone become financially successful as an entrepreneur?

How can you narrow down these possibilities to find the type of business that’s right for you?  Do you want to start a business but you are not sure which business is best suited for you?   The single most important success factor for entrepreneurs is choosing the right business. It takes determination, skills and insight to make it as an entrepreneur.

 Often the best way to identify which type of business to start is to examine where your expertise and passions intersect. Therefore evaluate your expertise and passions. Your expertise is your level of knowledge and familiarity with a specific subject, your knowledge, education, skills and abilities. Your passions are the pursuits that you find personally inspiring or enriching, your hobbies and interests. Starting a business that combines your expertise and passions is an excellent idea. You will choose the type of business that complements your experience, interests, past experiences and knowledge background.  Before you put too much work into your future business, make sure that the area you choose is the right one for you. There’s no right or wrong business – but there are businesses that are right or wrong for you.

Often, those who write books and offer concepts find themselves creating a thinking concept, but not offering timely, tactical tips for building your business.  We believe that there is nothing which will convince a reader our ideas and programs are sound faster than presenting a series of ideas which can be implemented quickly, and – in most cases – quite reasonably. These ideas are meant to motivate you to think outside of the box and identify overlooked opportunities as fresh possibilities to grow a business. This is intended to impress upon you that it takes a combined, integrated and systematic approach to attract clients. These breakthrough ideas are also meant to motivate you to stretch yourself and start examining products you have never been interested in before and to get a fresh new perspective and ideas and insights into areas you have not considered previously. You will begin to see the connection and start looking at business with a new vision, and stop accepting the norm.

That said, observation and study of successful people demonstrate that there are basic techniques, skills and abilities that can be learnt, applied and replicated in almost any business venture. Your attitude, perseverance and persistence will determine if you will join the ranks of the successful business people. This guide will provide you with practical, easy to use and understand strategies and techniques and will put you on your path to building and growing your successful part-time or full-time business.

 

 See more at  www.longlife4learning.com  
 

 

 

 

Justice Mandhla is the author of The Complete Building Blocks Guide on How to run your Business Marathon and he spends a great deal of his full-time writing days researching and writing about business start-ups, marketing and advertising strategies.

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The 5 big mistakes Managers cannot afford to make in these times!

It’s no longer news to us that things are tough. We are constantly hearing about the economy being in crisis, how redundancies are soaring and how many businesses are finding it difficult to survive let alone thrive!

With all this gloom and doom about what are organisations to do to maintain a positive vision for the future? Of course it’s vital that we keep up-to-date with current developments but we also need to be focusing on economic recovery and ‘getting our own house in order’ so that our organisations can emerge stronger than ever from this economic downturn.

Whilst delivering Management Masterclasses, Coaching and Courses I regularly come into contact with many managers and leaders and whilst many of the issues remain the same there seems to be a few areas which are becoming more problematic.

The feedback I have been getting of late is that Managers and Leaders are observing lower levels of motivation and performance from their people, and these aren’t just the people who are usually low achievers but even usually high flyers are being affected.

When you think about it it’s obvious that the negativity we are constantly bombarded with is going to make people more insecure and uncertain about the future and have a significant effect on performance. But people are also experiencing a lot of change in terms of changes to teams, bosses, colleagues, job roles etc. In some cases this is leading to decreased morale, increased conflict within teams, more stress and lower productivity.

Even people who aren’t experiencing any changes at the moment seem ‘less optimistic and motivated that usual’ as one Manager put it. So how can Managers and Leaders improve motivation and performance of their people in these challenging times without resorting to big pay increases and numerous other benefits?

There are a number of ‘mistakes’ that Managers and Leaders should know about if they are to avoid the dire consequences of people’s low morale, motivation and poor performance. These are the top 5 that I have encountered and are in no particular order.

1)      Lack of or bad communication. Communication is key! How many times have you heard that said? But despite everyone appearing to be aware of this fact, people are still being left in the dark about what’s going on in their organisation, department, team.  As a lack of this sort of communication breeds uncertainty, insecurity and fear it’s vital that busy Managers and Leaders make even more time to keep the lines of communication open and flowing.

 

2)      Inadequate or destructive feedback. Everyone needs feedback and anyone who says they don’t is either not being entirely honest or unbelievably lacking in self awareness. So this issue is not so much about feedback but more about the type of feedback. Again everyone seems to have heard the expression ‘constructive feedback’ but how many people actually give it? That is, giving feedback which encourages and motivates people rather than the opposite! Managers could improve the performance of their staff almost instantly with the right kind of feedback.

 

3)      Misunderstanding what motivates people. You’ve probably been taught from an early age to treat people as you would like to be treated and whilst this isn’t a bad thing, when applied to motivation it certainly isn’t the best way. You probably already understand that people aren’t motivated by the same things so trying to guess what motivates someone or thinking that what motivates you will work on someone else won’t necessarily get you the best results. So how do you work out how best to motivate your people? Since motivation is a highly individual thing the only way you’ll know is to get to know the individuals, find out what makes them tick and what’s important to them. In short ask them! And perhaps more importantly listen to the response!

 

4)      Expecting your people to be ‘mind readers’. If I had a £1 for every time someone within an organisation had told me that they weren’t clear what their current and future work priorities were I would be a very rich woman! It seems incredible that something so simple, eg: telling people what is required and the standard that is required, could be so often overlooked. Of course, the best way is to mutually agree meaningful and achievable objectives with specific success criteria so people can take ownership and know what ‘great’ looks like.

 

5)      Not developing people in a downturn. Can you afford to keep developing people? Can you afford not to? It’s true that training budgets have been trimmed and L&D professionals are under increasing pressure to keep costs down. But surely only the most foolhardy of companies would take the short term view of putting people development on hold? It is imperative that companies continue to develop their staff and this doesn’t have to mean expensive training courses. Think creatively and source short practical courses which don’t cost the earth but deliver the necessary skills not just loads of concepts and theories.

 

My intention has been to give you some ‘food for thought’, I hope I’ve achieved that. Avoiding these ‘mistakes’ will ensure that your people remain motivated, positive and performing at their best.

Smart companies know that it is essential to pay attention to these points in order to prepare for economic recovery and emerge stronger than before. Are you in one of those smart companies?

 

This article was written by Sara Knights, Director, The Leading Edge, which delivers Management & Leadership Development Masterclasses, Courses and Executive Coaching. For more information see :-www.theleadingedge.org.uk, email: info@theleadingedge.org.uk

Sara Knights is an expert in management and leadership development. She delivers leading edge development solutions and runs Masterclasses, courses and delivers executive coaching. Contact her @ info@theleadingedge.org.uk or visit our website www.theleadingedge.org.uk

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Accidents at work cost companies a significant amount of money each year, not only in worker’s compensation fees, but also in loss of work. Many of the accidents are preventable and are due to some oversight on the part of the employee or in some instances on the part of the company. Basic health and safety training on the jobsite can prevent dangerous and costly work related accidents.

For your companies’ health and safety training needs there is Principal People. Principal People aim to improve workplace health and safety by providing a full range of safety training on a variety of focuses. Their idea is to prevent accidents on the jobsite by offering training to all employees. By raising awareness of the perils of an unsafe work environment, Principal People hope to avoid the devastation that comes with loss of work or life caused by work accidents.

Not only can health and safety training help to prevent profit loss, but up to date seminars can actually make your company eligible for government funding in a variety of safety subjects. Principal People will help you get the funding that you need to make your business a safe and efficient workplace. That is just one example of how Principal People goes above and beyond customer service. At Principal People, their goal is to help you reach your health and safety goals. They will do whatever it takes.

Principal People is local, which means you don’t have to pay extra for the cost of travel. Their facility is located centrally in Chertsy Surrey, and has a network of health and safety training centres located around the UK to be able to serve you locally. Chances are there is a centre nearby that can help you meet your health and safety training needs today!

Visit us at : www.principalpeople.co.uk

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