Friday, 27 November 2015

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Wednesday, 25 November 2015

Exploding Myths About Learning - Brian E Walsh

When I was a child, and a string of Christmas tree lights went out, it was my job to replace each bulb one-by-one to discover which one was burned out. To enrich our effectiveness in work or study, we need to first uncover what is obstructing our progress. We need to ensure that we are sufficiently hydrated and nourished. A person dehydrated by just five percent has a diminished cognitive ability of thirty percent. The right types of food will supply the brain with its fuel - glucose. As well, our immediate surroundings must be factored in. Things like temperature, illumination, cleanliness, acoustics, and support materials. A competitive atmosphere is built into the school format, and this discourages some who are less visual or auditory than others.

Ninety-five percent of our behaviors are automatic. They are driven by the subconscious mind, which faithfully carries out clear directives. Like computer programs, these patterns or habits are often established in early childhood, and operate flawlessly until they are changed. This can explain self-sabotage, difficulties with motivation, discipline, and attitudes.

Whether you are a student, or already in the workforce, you have a need to take in information in the most efficient manner possible. For the next few moments, suspend your belief in everything you know about how to learn. Keep an open mind to new concepts.

Some people still believe that incoming data (information) reaches the conscious mind first, and then somehow gets processed so that some of it finally reaches long-term memory. Actually, the opposite is true. Initially, all data hits the subconscious for processing. The brain's priority is survival. If the new information isn't threatening, then it is compared to existing data. If it's not needed, it is deleted. The remaining data is sorted and filtered. Some is handed off to the conscious mind for processing, and some is consigned to long-term memory. This all happens in a flash. The subconscious mind operates at 800 times the speed of the conscious mind.

Why can't people remember things when they are nervous? I am sure that you've heard of the body's reaction to threat. It's called fight-or-flight. It is typified by rapid breathing, and a diversion of oxygenated blood from the visceral area to muscles. As well, blood moves from the brain's thinking area (frontal lobes) to that part of the brain that is responsible for survival reactions (reptilian brain). Under stress, we just don't think as well.

We learn by taking in information through all our senses. The top three ways we learn is seeing, hearing, and touching. Most instructors do not think that learning through touch and movement is useful beyond the lower grades. Generally speaking, school systems cater to visual and auditory learners. Those whose principal learning mode is kinesthetic (touch, movement, experience) operate at a distinct disadvantage. This group makes up a large portion of high-school dropouts.

The concept of different learning styles goes far beyond just visual, auditory, and kinesthetic. I am sure you know that most people have a dominant hand and a dominant brain hemisphere. People also have a dominant foot, dominant eye, and dominant ear. The configuration of how any one person is wired may show one of a possible 32 unique learning styles.

Occasionally, trainers instruct according to how they themselves learn. They blatantly disregard the fact that many of their learners do not share the same approach. This non-inclusive teaching can be remedied by including a number of simple measures. The use of flip charts in lieu of presentation slides is more kinesthetic. It encourages learners to pace themselves with the lesson as it progresses, rather than "reading ahead" and not listening to the instructor. Flip chart pages can be placed around the room to be used as review points. These reviews are done at the beginning of the next class, in groups of three walking around the room (kinesthetic activity). The small group format increases the chance that each student will be discussing the points with classmates whose learning styles are different. This enables new perceptions to emerge.

Born in the U.K. and raised near Montreal, Brian Walsh was a journalist and broadcaster before joining a major international company. For much of his 30-year career he was involved in human resources, specifically training.

While living in the Canadian arctic, Brian studied anthropology and Neurolinguistic Programming (NLP). Those experiences combined with extensive international travel prepared him for working with other cultures. He was then transferred to China where he served as his company's General Manager.

After his return to North America, he elected early retirement to further his earlier interest in NLP and hypnotherapy. He returned to formal study, and within four years had achieved his Ph.D. His dissertation, which focused on accelerated learning techniques, inspired his passion and his first book, Unleashing Your Brilliance.

Dr. Walsh is dedicated to personal growth and enrichment through his books, live workshops, teleclasses, audio and video products, and his many articles. He is a master practitioner of NLP, an acupuncture detoxification specialist, an EFT practitioner, and a clinical hypnotherapist.

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Developing Your Extraordinary Mindset Opportunities - Neal_Burgis, Ph.D.

Just like artists who unleash their talent for being creative, you too can develop your own inspired creativity using the talents you have. Since your thoughts, attitudes, and expectations affect everything you do as a leader, you need to also look at your priorities as well as identify success factors for your company. Your critical goals and strategies to achieve these talents and successes are good places to begin. Experience new ways of thinking, not just about leadership, but about everything you do.

But business is business, and you want to get to the top and stay there. What do you do to make that happen? In paving your way toward becoming a better leader than you have been, the following tips are what I found for Developing an Extraordinary Mindset of Opportunities for those of you who want to become extraordinary leaders and those of you who are leaders and want to become even more
extraordinary leaders:

1. Develop Extraordinary Mindsets: Since your beliefs or the way you think produce the specific results you want, ask yourself, "Do I have a solid understanding of my game plan?" If so, begin to create attainable goals that will generate powerful results. If not, begin by writing down what you have already accomplished, and then add to that list what you want to accomplish as a business leader.

2. Develop Leadership Bench Strength: Be ready to strengthen your leadership capabilities. Tap into your natural strength areas of high performance management, articulating and implementing your vision, inspiring your people, having integrity, being accountable, as well as even more importantly, make things happen.

If you feel that some of your skills need a helping hand, build on them. Leading a team or a department is different from managing a team or a department. With that in mind, having a foundation of leadership skills on which to build gives you the opportunity to strengthen those skills when you use them and to gain other skills in the process. By integrating your new skills with the skills you already have, you are able to perform your job more effectively. It is vital that you acquire new skills that will enable you to perform effectively. Do not ignore any weaknesses you find either - work on improving them.

3. Focus your Mind: Evaluate your skills, knowledge, and competencies. Start by writing down a list of the things you have accomplished that were so exceptional that they gave you better results than what you expected. Manage your time according to your priorities. Also, when you make a decision, make sure you have both short- and long-term goals in mind. (Your legacy is also on the line here).

4. Take Control of Your Creativity: Do not analyze the reasons that something did not work to the exclusion of improving the situation so that it will work the next time. That is a waste of energy and time. At times you may need to go beyond traditional thinking when you are met with a challenge. Thinking more creatively by first brainstorming about how to solve a problem or in implementing a policy might be what is needed. Having an exchange of ideas with others can trigger the beginning of what you are looking for regarding a solution to a problem or even a new product or service that your company is looking to produce.

5. Exceptional People Skills: Have you ever wondered how some people can walk into a room full of strangers and leave with new friends and business acquaintances? This is where your interpersonal skills come into play as they are related to all of your other competencies. Look at how your skills are compared to those of Daniel Goleman's Emotional Intelligence. (See Goleman's book entitled: Working with Emotional Intelligence as there are just too many to list here.)

6. View Obstacles as Opportunities: Do not think of the downside of what is holding you back or of how this is going to stop you from getting to where you want to go. Instead, think of obstacles as stepping stones and think of ways to get over what is stopping you. Learn to develop new ways of thinking about opportunities. You will be amazed of your improved communication skills, team-work, commitment to your work, as well as your increased organizational performance.

7. Forward Thinking: Knowing what to lead and aligning your skills with confidence and practical ideas to challenge issues with practical and creative solutions encourages the leader to think beyond the confines of traditional leadership. Since it provides you with different perspectives, your insights become unique for solving the issues at hand.

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