ATTITUDE !!!!!

After an international beer conference in London , all the world's top brewery bosses decide to go out for a beer together. The Chairman of Budweiser says, 'I'd like the most refreshing beer in the world, 'The King of Beers': give me a Budweiser.' The bartender takes a bottle from the shelf and opens it for him.

The Chairman of Guinness says, 'I'd like the only beer in the world worth really, truly waiting for: give me a Guinness.' The bartender serves him. The Chairman of Carlsberg says, ' I would like the world's best beer, drunk in more countries than any other: give me a Carlsberg.' He gets it. Vijay Mallya sits down, looks around and says, 'Just give me a Coke.' The bartender looks at him, shrugs, and serves him.

The other brewery bosses laugh loudly and say, 'Hey Vijay, how come you aren't drinking a Kingfisher?'' Listen,' says Vijay Mallya, 'If you guys aren't drinking beer, neither will I......

Now that's what I call Attitude !!!!!!

A Simple Secret to Stop Procrastination.....

There's an old saying that says...

"If the first thing you do when you wake up in the morning is eat a live frog, then nothing worse can happen for the rest of the day!"

Brian Tracy says that your "frog" should be the most difficult item on your things to do list, the one you're most likely to procrastinate on; because, if you eat that first, it'll give you energy and momentum for the rest of the day. But, if you don't...and let him sit there on the plate and stare at you while you do a hundred unimportant things, it can drain your energy and you won't even know it.

The 80/20 Rule is one of the most helpful of all concepts of time and life management. It is also called the "Pareto Principle" after its founder, the Italian economist Vilfredo Pareto, who first wrote about it in 1895. Pareto noticed that people in his society seemed to divide naturally into what he called the "vital few", the top 20 percent in terms of money and influence, and the "trivial many", the bottom 80 percent.

He later discovered that virtually all economic activity was subject to this principle as well. For example, this principle says that 20 percent of your activities will account for 80 percent of your results, 20 percent of your customers will account for 80 percent of your sales, 20 percent of your products or services will account for 80 percent of your profits, 20 percent of your tasks will account for 80 percent of the value of what you do, and so on. This means that if you have a list of ten items to do, two of those items will turn out to be worth five or ten times or more than the other eight items put together.

Number of Tasks versus Importance of Tasks : Here is an interesting discovery. Each of the ten tasks may take the same amount of time to accomplish. But one or two of those tasks will contribute five or ten times the value of any of the others.

Often, one item on a list of ten tasks that you have to do can be worth more than all the other nine items put together. This task is invariably the frog that you should eat first.

Focus on Activities, Not Accomplishments : The most valuable tasks you can do each day are often the hardest and most complex. But the payoff and rewards for completing these tasks efficiently can be tremendous. For this reason, you must adamantly refuse to work on tasks in the bottom 80 percent while you still have tasks in the top 20 percent left to be done.

Before you begin work, always ask yourself, "Is this task in the top 20 percent of my activities or in the bottom 80 percent?" The hardest part of any important task is getting started on it in the first place. Once you actually begin work on a valuable task, you will be naturally motivated to continue. A part of your mind loves to be busy working on significant tasks that can really make a difference. Your job is to feed this part of your mind continually.

Motivate Yourself : Just thinking about starting and finishing an important task motivates you and helps you to overcome procrastination. Time management is really life management, personal management. It is really taking control of the sequence of events. Time management is having control over what you do next. And you are always free to choose the task that you will do next. Your ability to choose between the important and the unimportant is the key determinant of your success in life and work.

Effective, productive people discipline themselves to start on the most important task that is before them. They force themselves to eat that frog, whatever it is. As a result, they accomplish vastly more than the average person and are much happier as a result. This should be your way of working as well......

Courtsey : http://www.simpletruths.com/

Candles & Candles !!!!!

Tourists to India - information in a lighter vein.....

The answers are the actual responses by the website officials, who obviously have an excellent sense of humour.........

Q : Does it ever get windy in India? I have never seen it rain on TV, how do the plants grow? (UK).

A: We import all plants fully grown and then just sit around watching them die.

Q : Will I be able to see elephants in the street? (USA)

A: Depends how much you've been drinking.

Q: I want to walk from Delhi to Goa- can I follow the railroad tracks? (Sweden)

A: Sure, it's only three thousand kms, take lots of water.

Q: Is it safe to run around in the bushes in India? (Sweden)

A: So it's true what they say about Swedes.

Q: Are there any ATMs (cash machines) in India? Can you send me a list of them in Delhi, Chennai, Calcutta and Bangalore? (UK)

A: What did your last slave die of?

Q: Can you give me some information about hippo racing in India? (USA)

A: A-fri-ca is the big triangle shaped continent south of Europe. In-di-a is that big triangle in the middle of the Pacific & Indian Ocean which does not.. oh forget it. ...... Sure, the hippo racing is every Tuesday night in Goa. Come naked.

Q: Which direction is North in India? (USA)

A: Face south and then turn 180 degrees. Contact us when you get here and we'll send the rest of the directions.

Q: Can I bring cutlery into India? ( UK)

A: Why? Just use your fingers like we do.

Q: Can you send me the Indiana Pacers matches schedule? (France)

A: Indiana is a state in the Unites States of...oh forget it. Sure, the Indiana Pacers matches are played every Tuesday night in Goa, straight after the hippo races. Come naked.

Q: Can I wear high heels in India? ( UK )

A: You're a British politician, right?

Q: Are there supermarkets in Bangalore, and is milk available all year round? (Germany)

A: No, we are a peaceful civilization of vegan hunter/gatherers. Milk is illegal.

Q: Please send a list of all doctors in India who can dispense rattlesnake serum. (USA)

A: Rattlesnakes live in A-meri-ca which is where YOU come from. All Indian snakes are perfectly harmless, can be safely handled and make good pets.

Q: Do you have perfume in India? ( France)

A: No, WE don't stink.

Q: I have developed a new product that is the fountain of youth. Can you tell me where I can sell it in India? (USA)

A: Anywhere significant numbers of Americans gather.

Q: Do you celebrate Christmas in India? (France)

A: Only at Christmas.

Q: Will I be able to speak English most places I go? (USA)

A: Yes, but you'll have to learn it first

Q: Can I see Taj Mahal anytime? (Italy)

A: As long as you are not blind, you can see it anytime.

Q: Do you have Toilet paper? (USA)

A: No, we use sand paper. (we have different grades)

CHANGE AND LEADERSHIP.....

"When patterns are broken, new worlds emerge."~Tuli Kupferburg

Change is not easy. But it is simple. Things will always change. We don't have a choice about that, but we do have a choice on how we react to change. The choice really boils down to this...either we manage change, or it will manage us.

As a leader, however, deciding to make changes is the easy part. Getting your people on board is much more difficult. Why is that? Quite simply, change is an emotional process. We are all creatures of habit who usually resist it, and welcome routine. Uncharted waters are scary!

The truth, of course, is that change can be a wonderful gift. In fact, it is the key that unlocks the doors to growth and excitement in any organization. And, most importantly, without it...your competition will pass you by. As a leader, a big part of success will be your ability to inspire your team to get out of their comfort zones; to assure them that even though they are on a new path, it's the right path, for the right reasons.

This may sound trite to some leaders, but during times of change, getting your team to believe it can be done is the most important thing you can do. It won't happen overnight, but through continuous reinforcement, listening, encouragement and most of all earning their trust, it will happen. And, when it does, A TEAM CAN BECOME UNSTOPPABLE!

This quote says it best... "A good leader inspires people to have confidence in their leader.... A great leader inspires people to have confidence in themselves." ~Anonymous

Courtsey : www.simpletruths.com

Techniques of Leading People...

What are your techniques for leading when you don't have formal authority or, when you do, for leading quietly despite your explicit role ???

Whether you're a manager, a frontline worker, or an independent contractor, at one time or another you've surely had to influence, or even improve, the performance of people who don't formally report to you. Experience in all three roles teach some basic principles about leading without authority. These principles work even in roles where you might assume authority is a given.....

1. Let your enthusiasm for the work be contagious. Every job, project, and activity has unique fundamentals that, when respected, naturally enhance the endeavor. Engineers who truly revere math and physics, for example, tend not only to build better things but also to motivate other people (whom they often don't manage) with their love of the discipline. That doesn't mean you need to be a purist, ignoring all external motivators, to succeed in leading people you don't formally manage. But if what really drives you is the core of the challenge itself — and you let other people see that — most of them will be drawn toward your goal organically. Even in the classroom, where I am explicitly the one in charge, my passion for the subject moves students much more than any directive I give.

2. Demonstrate excellence without being cocky or solicitous of approval. Bearing the burden of someone else's ego is always a turn-off, whether the ego is already big or in need of puffing up. When an ego-driven person is your direct manager, you just hold your nose and do your best to perform in spite of the stench. But, let's face it, you're not going to waste your time following someone like that if she doesn't have real authority over you. Demanding egos have a way of hogging center stage and masking the inherent excellence of the performance. If people sense that a leader is seeking validation, the best she can hope for is muted applause. Needy leaders are rarely inspiring.

3. Don't be overinvested in outcomes. Leaders who don't have formal authority come under suspicion when they act more like a team captain than a curious scientist. Both know that outcomes matter, but the scientist subordinates the importance of outcomes as she leads quietly, whereas the captain — even one who isn't driven by ego — tends to foreground them. In essence, the effective informal leader is inquisitive rather than watchful. The distinction is subtle, and the scientist approach is not one you should try to fake. But those who truly embody it make better unofficial leaders — and better teachers, too.

courtsey : Harvard Business Review

The Power of Prayer - Get's you High !!!!!