Hi , remember me , Sara, yup, i'ts me 8 years later...😃😆 I do feel a bit different but i'm still the same old Sara .And i am obssesed with unicorns!!!!💕
Saturday, March 2, 2019
Wednesday, March 7, 2012
Thursday, October 6, 2011
Tuesday, August 9, 2011
Health
How to increase metabolism Rate (Video) : -http://www.howcast.com/videos/186262-How-To-Speed-Up-Your-Metabolism
How to drink more water every day : http://www.wikihow.com/Drink-More-Water-Every-Day
Increase Metabolism Naturally - 3 Tips to Speed Up Your Metabolic Rate : http://ezinearticles.com/?Increase-Metabolism-Naturally---3-Tips-to-Speed-Up-Your-Metabolic-Rate&id=2033117
Why Metabolisum slow down once you start losing weight :
- You are 200 lbs and your body needs 2500 calories a day to sustain itself.
- You cut down your caloric intake to 2000 calories.
- You lose 25 lbs. Now your body only needs 2250 calories to sustain itself because it's carrying less weight.
- If you continue with your 2000 calorie per day diet (the diet that helped you lose the first 25 lbs) you will still be losing, but at half the speed. In order to maintain a steady weight loss you will need to reduce your caloric intake further. However, it is at the utmost importance you do not try to consume fewer calories than your RMR!
- Another possible problem: If you continue with your 2000 calorie per day diet (the diet that helped you lose the first 25 lbs) you may actually gain weight back because of varying levels of exercise. Let's say you lose 50 lbs. on your 2000 calorie diet. Your sustaining calories might be 1800. You're actually consuming enough calories to gain weight, but how would that happen if you had stayed on your diet? This can happen when your exercise has burned through many calories. If you slowed on exercise at this point you would actually gain weight again. The point here is to recheck your RMR when you lose weight and compare it to your consumption.
Tips & Advice
Dietary advice
On your plate
Eat a lot of vegetables and protein (for example meat) and be careful with carbohydrates (for example potatoes, pasta or rice).
To completely remove fat from your diet is not a good idea. But choose soft fats instead of hard ones: for example, olive oil, rapeseed oil or peanut oil. You can make tasty, healthy dressings with linseed and sesame oils.
Water, that is. You should drink two litres of water every day.
It's only human to crave sweet things, but try to limit the amount and thereby the number of calories! You can control the craving with Herbalife protein snacks. Have one or two per day, for example as a snack.
Exercise advice
Walking is the world's easiest exercise, and the best way to get started. You don't need new clothes or expensive equipment; you just have to go outside and start walking. But of course it's good to reward yourself with some nice walking gear when you have managed to make walking a habit!
Muscles don't just look nice, they also increase your fat burning rate, since muscles require energy 24 hours a day. But remember to rest between sessions! Muscles can be broken down with excessive training, and need peace and quiet to build up and become stronger.
You don't have to go to the gym or run 10 kilometres a day if you don't enjoy it. It works well if you just take a little time for some daily exercise. What about testing some of these simple everyday methods?
Take the stairs instead of the lift.
Take a short walk at lunchtime; extra pleasant in the fine summer weather!
Dance to your favourite music
Tidy the house, shovel snow or take a walk.
Thursday, March 17, 2011
The Devil's Advocacy Technique :Decision Making Techniques
The Devil's Advocacy Technique
Purpose: Use this job aid to help you perform the devil's advocacy technique to evaluate a potential business decision.
| Devil's Advocacy Technique | Tips |
|---|---|
| List the evidence opposing your business decision. | List all evidence (reasons) opposing your potential business decision you know to be true. This is called "first-order evidence." List all unsubstantiated evidence opposing your decision that, if found to be true, would bode against making that choice. This is called "second-order evidence." |
| Explain both sides of the argument to a colleague and obtain his or her input. | Provide the colleague or friend with evidence that supports the potential business decision. Provide evidence that argues against the decision. Do not give your colleague any indication how you feel about the merits of the potential decision. This negates the biasing effects of persuasion. Note: Once you obtain your colleague's input, re-evaluate the desirability of your potential decision. Take to heart both the colleague's advice as well as the opposing evidence you cited. |
Course: Making Decisions Dynamically
PMI Analysis : Decision Making Tool
PMI Analysis
Purpose: Use this job aid to help you conduct a PMI analysis to evaluate a business decision.
| PMI Analysis Step | Tips |
|---|---|
| List the "pluses" of the decision. | Pluses are any prospective advantages or gains you expect to receive shortly after implementing the business decision in question. Rate each plus on a scale from +1 to +5. A score of +1 signifies a negligible advantage, while a score of +5 represents a strong, much-desired benefit. |
| List the "minuses" of the decision. | Any potential near-term drawback or liability associated with your proposed business decision represents a minus in your PMI analysis. You score minuses on a scale from a relatively inconsequential -1 to a catastrophic -5. |
| List the "interesting" aspects of the decision. | Interesting aspects are the extended implications of taking any business action. They can either be pluses or minuses in your analysis. |
| Analyze the results. | Tally the final score by totaling the scores of the pluses, minuses, and interesting aspects. Use the same rating scale as above to determine the strength of your endorsement of the potential decision. For example, if a decision receives a final score of -4, you should be skeptical about its likelihood for success. Your skepticism should wane as final scores approach zero. On the other hand, if the potential decision rates a +4, your confidence in its success should be high. Your confidence should wane as scores approach zero. |
Course: Making Decisions Dynamically
Wednesday, March 16, 2011
Leadership lessons
Leadership by Example 1
In the 1930's there was a young boy who had become addicted to and obsessed with eating sugar. His mother decided to get help and took the long and hot journey with her son walking many miles and hours under the scorching sun.
She finally reached Gandhi and asked him to tell her son to stop eating sugar, it wasn't good for his health. Gandhi replied, "I cannot tell him that. But you may bring him back in a few weeks and then I will talk to him." The mother was confused and upset and took the boy home.
Two weeks later she came back. This time Gandhi looked directly at the boy and said ""Boy, you should stop eating sugar. It is not good for your health." The boy nodded his head and promised he wouldn't. The boy’s mother was puzzled. She asked "Why didn't you tell him that two weeks ago when I brought him here to see you?"
Gandhi smiled and said "Mother, two weeks ago I was eating a lot of sugar myself."
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Leadership Lesson: Trust through Empathy
The Right Way to Respond to Failure
My wife Eleanor and I were visiting some friends on a Saturday when their nine-year-old daughter, Dana*, came home. She was close to tears, barely holding it together.
"Oh sweetie," her mom said. "What happened at the swim meet?"
Dana is an excellent swimmer. She trains hard, arriving at swim practice by six most mornings and swimming some afternoons as well. And her efforts are rewarded; she often wins her events, scoring points for her swim team. It is clear she is very proud of these wins.
It isn't like that for all her endeavors. She struggles with some subjects in school, doing extra math homework to keep up with the other kids and getting special help with her reading. But she always works hard.
"I was disqualified," she told us. She swam the race well, but dove in a fraction of a second before the starting gun went off: a false start.
We were in the foyer of the house and she sat down on the bottom stair of the staircase, her swim bag still on her shoulder, staring into space, almost expressionless.
"Honey," her dad said, "there are a lot more swim meets in the season. You'll have other chances to win."
I told her, "The fact that you left the block prematurely means you were at your edge. You're trying not to waste a millisecond in hesitation. That's the right instinct. You misjudged the timing but that's OK. The more you do this, the better you'll get at it."
"Every swimmer on every team has been disqualified at some point," Eleanor said. "It's part of the sport."
"I'm sure your coach will help you practice your starts before the next meet," her mom said, "and you'll figure out exactly when to spring off the block so that you don't waste a second but you don't dive too early either. You'll get it."
Nothing we said seemed to have any impact on her. Nothing changed her expressionless stare. Nothing helped.
Then her grandmother Mimi walked over.
We were all standing over Dana, when Mimi moved through us and sat down next to her. She put her arm around Dana and just sat there quietly. Eventually, Dana leaned her head on Mimi's shoulder. After a few moments of silence Mimi kissed Dana's head and said, "I know how hard you work at this, honey. It's sad to get disqualified."
At that point, Dana began to cry. Mimi continued to sit there, with her arm around Dana, for several minutes, without saying anything.
Eventually Dana looked up at Mimi, wiped her tears, and said, simply, "Thanks Mimi." And I thought, every leader, every manager, every team member, should see this.
All of us except Mimi missed what Dana needed.
We tried to make her feel better by helping her see the advantage of failure, putting the defeat in context, teaching her to draw a lesson from it, and motivating her to work harder and get better so it doesn't happen again.
But she didn't need any of that. She already knew it. And if she didn't, she'd figure it out on her own. The thing she needed, the thing she couldn't give herself, the thing that Mimi reached out and gave her?
Empathy.
She needed to feel that she wasn't alone, that we all loved her and her failure didn't change that, She needed to know we understood how she was feeling and we had confidence that she would figure it out.
I wanted every leader, manager, and team member to see that, because the empathetic response to failure is not only the most compassionate, it's also the most productive.
Empathy communicates trust. And people perform best when they feel trusted.
When I sit with you in your mistake or failure without trying to change anything, I'm letting you know that you're okay, even when you don't perform. And, counter-intuitively, feeling okay about yourself — when you fail — makes you feel good enough to get up and try again.
Most of us miss that. Typically, when people fail, we blame them. Or teach them. Or try to make them feel better. All of which, paradoxically, makes them feel worse. It also prompts defensiveness as an act of self-preservation. (If I'm not okay after a failure, I'd better figure out how to frame this thing so it's not my failure.)
Our intentions are fine; we want the person to feel better, to learn, to avoid the mistake again. We want to protect our teams and our organizations.
But the learning — the avoidance of future failures — only comes once they feel okay about themselves after failing. And that feeling comes from empathy.
Thankfully, the expression of empathy is fairly simple. When someone has made a mistake or slipped up in some way, just listen to them. Don't interrupt, don't offer advice, don't say that it will be all right. And don't be afraid of silence. Just listen.
And then, after some time, reflect back what you heard them say, what you feel they're feeling. That's it.
I said simple, not easy. It's hard to just listen and reflect back. It's hard not to give advice or solve a problem. Hard, but worth the effort.
After some time, Dana got up from the stairs, we all had dinner, and then she went to watch some TV.
We were talking in the living room when she came in to say good night.
"How are you feeling?" I asked her.
"OK, I guess." She shrugged. "I'm still bummed."
I almost told her not to worry, that it would be OK, that she would feel better in the morning, that there was always the next race, that she had lots of time to practice.
Almost.
"I understand," I told her. "It's a bummer."
Debate, discussion and feedback will help us evolve together…
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