e Panorama 20

Welcome Nav Samvat 2064

...Inside This Issue ...

y Magnet People Their Secrets & How to Learn From Themy The Universe as a Hologram (Part - I)y Accept the Change y The Art of Givingy Why we cannot tolerate Criticism y 10 Principles for the new year

e-Panorama Nov 07. Year2,Vol.20 http://groups.google.com/group/ePanorama

Newsletter of Bharuch District Management Association

0 Page # 1 of 15

:: Magnet People :: Their Secrets & How to Learn From Them

There are too many people in leadership positions, trying to be charismatic and too few aretruly magnetic. Self centred fake leaders shrink the potential of those who follow them andperpetuate dependency. The difference between Magnetic People and charismatic one are :

Charismatic Magnetic

Tend to be selfish UnselfishUsually Takers GiversUsually insecure and always need applause Secure without itTrust words to keep loyalty Rely on actionConcentrate on creating favourable impression Create commitmentFocus on themselves Focus on the cause or Job to be done

Magnetic people are exemplary mentors, leaders and character models. Theyattract people because, they help them without expecting constant praise orunquestioning alliance. Magnet people are always objective. When it is time tosolve a problem, make a decision, or implement a change, Magnetic People askthese questions What are the facts? Where is the evidence? Why Should Ibelieve you?

They want facts first. After facts are in hand they welcome opinions, judgements andimpressions. This does not mean magnet people are automatons who value reason alone. Onthe contrary, they are ready and willing to consider the social, political, emotional andrelationship aspects of a decision once they have the evidence. But before they start downthe track, they want to know whether they are dealing with a mountain or a molehill.

Besides examining the evidence carefully, they also listen carefully. They surroundthemselves with people who speak freely, ethically, honestly. No yes Menhere! They know that selecting people whose only function is to agree will notlead to the best decision. They want to be influenced toward the best decision.not the one that might be politically acceptable.

Magnet people work toward the best possible decisions because they concentrate on ideas,projects, and relationships that will outlive them. The four ways they make those decisionsand ensure legacy are :

- Dont look back- Look for what is wrong before who is wrong- Value performance over seniority- Ignore entitlement and earn everything.



0 Page # 2 of 15

First rate people hire first-rate people; Second rate people hire third rate people. -

1. Dont Look Back :

Dont look back means dont get struck up in the past.History is important but historical thinking prevents individuals and organisations fromadapting to new challenges and changes.

Magnet people have an appreciation for the past, and they use it to stay focussed on thepresent and the future. They know that our personal and organisational histories reveal muchabout our strengths, weaknesses, accomplishments, values, priorities and potential. Theyknow it can help predict how one person will treat another, and what will be expected in arelationship.

But they dont let the past trap them.

Hewlett- Packard [ HP] CEO Carly Fiorina is a fine example. HP values its history so muchthat its employs a full time archivist to care for its over 60 years of artefacts. Even thegarage where the company was started is a shrine to would be entrepreneurs. But, instead ofletting the company rest on its distinguished laurels, Fiorina is prompting HP staff to focuson a world in which technological change is faster than ever.

Like Columbus, Fiorina and her executives steer by the stars.

As he left charted waters, Columbus shared his approach to navigation with his sailors. Heknew it was impossible to set a course by watching the ever-changing waves. A wisecaptain charts his course by a star which does not move, he said. When your journey islong and the way before you is rough, never take your eyes off the North star. Focus yourvisions on beautiful, unwavering, constant Polaris.

Dont make decisions by looking at the waves. Chart your course according to fixed stars-principles and values you hold dear and that will sustain you through good times and bad.

You cant set a course by looking behind you. Value your history, but dont carry oldbaggage. Travel light. Within firm moral and ethical boundaries, be flexible. Be prepared toadjust and adapt as change requires.

Dont let your history get in the way of your future.

Ideals are like stars. We will never reach them, but like the mariners on the sea, we chartour course by them.

2. Focus on What is wrong, Not who is wrong :

If you are always looking for somebody to blame, you will be successful 100 percent of thetime. But you wont solve the problem.



0 Page # 3 of 15

Problems are an inevitable part of life. What distinguishes the magnet person from others ishow problems are tackled.

Magnet people arent afraid to deal with reality. In fact, they want to. When a problem cropsup they acknowledge it. If they need information they ask for it. Instead of gettingside-tracked by who triggered the problem, they stay focused on creating solution.

Too many people play the blame game. They look at who is wrong, not what is wrong. Itis easy to see this attitude in the growing epidemic of workplace incivility.

Disrespectful behaviour is all around us. Bosses shout and insultaccuse staff or colleaguesof being ignorant undermine their credibility in front of others. Even send nasty,demeaning notes- just like kids in junior high school!

Not only do these tactics fail to solve problems, they cause incalculable damage in the workplace.

What happens to a person after being subjected to this kind of behaviour? Astudy discovered that:

- 28 % lost work time avoiding the instigator.- 53 % lost work time worrying about the incident or future interactions- 37 % felt their commitment to the organization declined- 22 % decreased their effort at work- 10 % decreased the amount of time they spent at work.- 46 % contemplated changing jobs to avoid the instigator.- 12 % actually changed jobs to avoid the instigator.

What a waste of energy energy that could be devoted to solving the underlying problems.

In half of these incidents which mostly took place in generally polite work places wherepeople tended to treat each other with respect the instigator has yelled or shouted andattempted to flout his/her status at the target. Thats simple inexcusable. You dont makeyourself great by showing how small some one else is!

To attack this serious and growing problem, company called Envision works developed anOrganisation Civility Index [OCI], It is a brief survey completed by employees that providean accurate measure of the nature, frequency and costs of work lace incivility. Based on theextensive research at the, it has proven to be effective in :

- reducing the risk of employeegenerated litigation- improving recruiting success- decreasing employee turnover- increasing productivity



0 Page # 4 of 15

There are lot of loose cannons there. All of us see them. Some are extremely talented people.But, out of-control emotions make smart people stupid.

With little empathy, self control and discipline, these smart people are rude to peers anddisrespectful of staff. They are temperamental, hard to get along with, respond to problemsemotionally and are sore losers.

Worst yet, some of them are extremely powerful which often leads to staff making excusesfor them. This compounds the problem because no one should make excuses for people atthe top, or look the other way when a bully is raging.

People want to be shown how to correct mistakes. But they dont want their mistakescorrected in public. They expect remedial actions and most prefer a supervisor who is fair,firm and tactful.

True magnet people use their influence not to bully but to influence an organisationsbehaviour from the top. They establish behaviour expectations at the highest levels and thenfollow them to the letter. In this way many wasteful interpersonal problems are avoided andenergy can be directed toward tackling the real problem.

3. Value Performance over Seniority

If ever there is a sacred cow, it is seniority.

Too many people pull rank in the face of challenges. They consider themselvesto be too senior to put out a fire, or even to take the heat. They dismissthemselves from tasks they see as too menial.

Seniority often goes hand in hand with experience. But what is experience,really? The dictionary meaning is, Facts or events observed. Or, directparticipation in events.

With that definition in mind, consider the difference between the possibility viewpoint andenthusiasm expressed by kindergarten children as contrasted with college students. If youask kindergarten children, Can you draw? Sing? Dance? , they will all say yes. Ask, will youshow me? and they will. Ask college students. And most will say no and the few who sayyes will have qualifications.

Experience can diminish. Too many of us allow experience to limit our lives somewherebetween the ages of 5 to 20, And what we call growing up really amounts to shrinkingdown!

Unfortunately, the same thing happens in the work place. Too many people,instead of growing and improving, become less and less motivated to increasetheir effectiveness. They want to just get by and have pay raises be automatic.



0 Page # 5 of 15

We need to change our values. Experience and seniority can be good - if they can beapplied to solving current problems. Knowledge and position alone are useless. Thats whytrue professionals- magnet leaders in the making are committed to self development andlifelong learning. They are comfortable being judged by what they finish, not what theyattempt. And far from being threatened by talent, they recognise competence in others anduse these talents to supplement and compliment their own work. These people dont mistakerank, salary, seniority, privileges or even ownership for leadership. Owners who think theycan buy loyalty are not leaders. Respect cannot be bought, they must be earned.

When magnet people surround themselves with people who are better than they are, they areclearly saying that they value performance over seniority that getting job done is moreimportant than standing on the ceremony.

Only results matter. Experience, seniority, competence, good intentions, even ownership all are insignificant without results.

4. Ignore Entitlements, Earn Everything

People who feel they are entitled to something for whatever reason seniority, race, gender,family background, education- are only hurting themselves. Experience shows, there is noequal sign between seniority and performance or any kind of entitlement and performance.

Yet we live in an age, marked by entitlement as siren song of many politicians. It iscrippling. Life is not always easy. It is not about quotas, privileges or soft landings. Thereis nothing we really deserve except an opportunity. The only success that lasts comes fromhard work and discipline. The expectation that things should be easy or that we canaccomplish things without hard work and sacrifice saps the will and dulls initiative andproductivity. It can also lead us to look for the easy way the short cut when what weneed to do is establish the diligence of working for what we believe to be truly important

Dont Just earn .. Give !Those who are most satisfied with life who achieve a strong sense of meaning and fulfilmentoften find their answer by focusing their lives on values and service towards somethinglarger than themselves. Happiness and balance are not goals but the by-products of a lifebased on deeply held values and firm foundation of truth. They come not from seekingmerely what they want, but from living a life of service and stewardship. LONG TERMSUCCESS IS MORE ABOUT SERVICE THAN ABOUT SELF. Happiness comes fromusing gifts to accomplish worthy goals. Using talents and gifts for others gives life richnessand depth. Balance comes from knowing what is truly important, doing those things anddropping activities that dont really matter

(About the contributor >> Mr. Devarajan M. , was Sr. Manager at GNFC Ltd - served in ITdivision for 16 years. Thereafter served as Prof at Electronics Dept at an Engg College atTamilNadu for 2 yrs. He also had 2 stints at USA for INTEL projects at G D A, CaliforniaOffice. He is currently working at GDA Technologies a unit of L&T Infotech )



0 Page # 6 of 15

The Universe as a Hologram (Part - I) (connecting Vedanta with Science) by Michael Talbot

Does Objective Reality Exist, or is the Universe a Phantasm?

In 1982 a remarkable event took place. At the University of Paris a researchteam led by physicist Alain Aspect performed what may turn out to be one ofthe most important experiments of the 20th century. You did not hear about iton the evening news. In fact, unless you are in the habit of reading scientificjournals you probably have never even heard Aspect's name, though there aresome who believe his discovery may change the face of science. Aspect andhis team discovered that under certain circumstances subatomic particles suchas electrons are able to instantaneously communicate with each otherregardless of the distance separating them. It doesn't matter whether they are10 feet or 10 billion miles apart. Somehow each particle always seems to knowwhat the other is doing. The problem with this feat is that it violates Einstein'slong-held tenet that no communication can travel faster than the speed of light.Since travelling faster than the speed of light is tantamount to breaking the timebarrier, this daunting prospect has caused some physicists to try to come upwith elaborate ways to explain away Aspect's findings. But it has inspired othersto offer even more radical explanations. University of London physicist David Bohm, for example, believes Aspect'sfindings imply that objective reality does not exist, that despite its apparentsolidity the universe is at heart a phantasm, a gigantic and splendidly detailedhologram. To understand why Bohm makes this startling assertion, one must firstunderstand a little about holograms. A hologram is a three- dimensionalphotograph made with the aid of a laser. To make a hologram, the object to bephotographed is first bathed in the light of a laser beam. Then a second laserbeam is bounced off the reflected light of the first and the resulting interferencepattern (the area where the two laser beams commingle) is captured on film.When the film is developed, it looks like a meaningless swirl of light and darklines. But as soon as the developed film is illuminated by another laser beam, athree-dimensional image of the original object appears. The 3 - dimensionalityof such images is not the only remarkable characteristic of holograms. If ahologram of a rose is cut in half and then illuminated by a laser, each half willstill be found to contain the entire image of the rose. Indeed, even if the halvesare divided again, each snippet of film will always be found to contain a smallerbut intact version of the original image. Unlike normal photographs, every partof a hologram contains all the information possessed by the whole. The "whole in every part" nature of a hologram provides us with an entirely newway of understanding organization and order. For most of its history, Westernscience has laboured under the bias that the best way to understand a physicalphenomenon, whether a frog or an atom, is to dissect it and study its respectiveparts. A hologram teaches us that some things in the universe may not lend



0 Page # 7 of 15

themselves to this approach. If we try to take apart something constructedholographically, we will not get the pieces of which it is made, we will only getsmaller wholes. This insight suggested to Bohm another way of understandingAspect's discovery. Bohm believes the reason subatomic particles are able toremain in contact with one another regardless of the distance separating themis not because they are sending some sort of mysterious signal back and forth,but because their separateness is an illusion. He argues that at some deeperlevel of reality such particles are not individual entities, but are actuallyextensions of the same fundamental something.

To enable people to better visualise what he means, Bohm offers the followingillustration. Imagine an aquarium containing a fish. Imagine also that you areunable to see the aquarium directly and your knowledge about it and what itcontains comes from two television cameras, one directed at the aquarium'sfront and the other directed at its side. As you stare at the two televisionmonitors, you might assume that the fish on each of the screens are separateentities. After all, because the cameras are set at different angles, each of theimages will be slightly different. But as you continue to watch the two fish, youwill eventually become aware that there is a certain relationship between them.When one turns, the other also makes a slightly different but correspondingturn; when one faces the front, the other always faces toward the side. If youremain unaware of the full scope of the situation, you might even conclude thatthe fish must be instantaneously communicating with one another, but this isclearly not the case. This, says Bohm, is precisely what is going on between thesubatomic particles in Aspect's experiment. According to Bohm, the apparentfaster-than-light connection between subatomic particles is really telling us thatthere is a deeper level of reality we are not privy to, a more complex dimensionbeyond our own that is analogous to the aquarium. And, he adds, we viewobjects such as subatomic particles as separate from one another because weare seeing only a portion of their reality. Such particles are not separate "parts",but facets of a deeper and more underlying unity that is ultimately asholographic and indivisible as the previously mentioned rose. And sinceeverything in physical reality is comprised of these "eidolons", the universe isitself a projection, a hologram. In addition to its phantom like nature, such auniverse would possess other rather startling features. If the apparentseparateness of subatomic particles is illusory, it means that at a deeper levelof reality all things in the universe are infinitely interconnected. The electrons ina carbon atom in the human brain are connected to the subatomic particles thatcomprise every salmon that swims, every heart that beats, and every star thatshimmers in the sky. Everything interpenetrates everything, and althoughhuman nature may seek to categorise and pigeonhole and subdivide, thevarious phenomena of the universe, all apportionment are of necessity artificialand all of nature is ultimately a seamless web. In a holographic universe, eventime and space could no longer be viewed as fundamentals. Because conceptssuch as location break down in a universe in which nothing is truly separatefrom anything else, time and three-dimensional space, like the images of thefish on the TV monitors, would also have to be viewed as projections of thisdeeper order. At its deeper level reality is a sort of super hologram in which thepast, present, and future all exist simultaneously. This suggests that given the



0 Page # 8 of 15

proper tools it might even be possible to someday reach into the superholographic level of reality and pluck out scenes from the long-forgotten past.What else the super hologram contains is an open-ended question. Allowing,for the sake of argument, that the super hologram is the matrix that has givenbirth to everything in our universe, at the very least it contains every subatomicparticle that has been or will be -- every configuration of matter and energy thatis possible, from snowflakes to quasars, from blue whales to gamma rays. Itmust be seen as a sort of cosmic storehouse of "All That Is." Although Bohm concedes that we have no way of knowing what else might liehidden in the super hologram, he does venture to say that we have no reasonto assume it does not contain more. Or as he puts it, perhaps the superholographic level of reality is a "mere stage" beyond which lies "an infinity offurther development".

Bohm is not the only researcher who has found evidence that the universe is ahologram. Working independently in the field of brain research, Stanfordneurophysiologist Karl Pribram has also become persuaded of the holographicnature of reality. Pribram was drawn to the holographic model by the puzzle ofhow and where memories are stored in the brain. For decades numerousstudies have shown that rather than being confined to a specific location,memories are dispersed throughout the brain. In a series of landmarkexperiments in the 1920s, brain scientist Karl Lashley found that no matter whatportion of a rat's brain he removed he was unable to eradicate its memory ofhow to perform complex tasks it had learned prior to surgery. The only problemwas that no one was able to come up with a mechanism that might explain thiscurious "whole in every part" nature of memory storage. Then in the 1960sPribram encountered the concept of holography and realized he had found theexplanation brain scientists had been looking for. Pribram believes memoriesare encoded not in neurons, or small groupings of neurons, but in patterns ofnerve impulses that criss-cross the entire brain in the same way that patterns oflaser light interference criss-cross the entire area of a piece of film containing aholographic image. In other words, Pribram believes the brain is itself ahologram. Pribram's theory also explains how the human brain can store somany memories in so little space. It has been estimated that the human brainhas the capacity to memorise something on the order of 10 billion bits ofinformation during the average human lifetime (or roughly the same amount ofinformation contained in five sets of the Encyclopaedia Britannica). Similarly, ithas been discovered that in addition to their other capabilities, hologramspossess an astounding capacity for information storage--simply by changing theangle at which the two lasers strike a piece of photographic film, it is possible torecord many different images on the same surface. It has been demonstratedthat one cubic centimeter of film can hold as many as 10 billion bits ofinformation.

(to be continued..)

(contributed by Mr. Darshak Vaishnav, GNFC Ltd)

Friendship, like credit, is highest where it is not used. Elbert Hubbard



0 Page # 9 of 15

ACCEPT THE CHANGE"The Change" is the only thing that is permanent in this world. If we recall the lastissue (ePanorama 19), the extracted quotations from the book "Who Moved MyCheese" by Dr. Spencer Johnson, it is all about managing the change. Things keepon changing - and often faster than we anticipate. Opportunities visible right underthe nose today are nowhere tomorrow - and totally new type of opportunities appearon the horizon - only if you can see and grab them in time.

Not only the success, but at times, the survival of your organization depends on howfast you can convert the opportunities into your assets before they are spotted byyour competitor and converted into threat for you ! Here comes into play the abilityto foresee the change and adapt promptly to the situation. It is quite contrary to theorthodox mindset that always resists the change. Unfortunately, it takes a good dealof efforts to overcome the common human tendency to seek comfort andcomplacency within the set paradigm.

Whether we like it or not, the change is going to happen. And if the change is soinevitable, the only way out is " Cooperate with the inevitable" as told by the wellknown author Dale Carnegie in his best seller book "How to Stop Worrying andStart Living". Accept the inevitable. Cooperate and harmonize with it and beprepared to take the advantage, for which you must know how to manage change.This brings us to define a special characteristic called "General Intelligence". whichis a set of skills, described by E. R. Thompson in his book "The Human Machine",like this : "My own view is that there is certainly a quality of the human machinethat we can call general intelligence as distinct from special brilliance in any onedirection. ..... this quality can best be described as a power to adapt oneself withrapidity and accuracy to one's environment " . With reference to the present context wecan say that, as the environment is changing fast, skills needed to adapt to thechange are too more and more stringent and demanding.

(Courtesy Dr. Mahendra Patel, GNFC Ltd)-----------------------------------------------------------------

Right to Emergency CareDate Of Judgement: 23/02/2007.

Case No.: Appeal (civil) 919 of 2007.

The Supreme Court has ruled that all injured persons especially in the case of road trafficaccidents, assaults, etc., when brought to a hospital / medical centre, have to be offered firstaid, stabilised and shifted to a higher centre / government centre if required. It is only afterthis that the hospital can demand payment or complete police formalities. In case you are abystander and wish to help someone in an accident, please go ahead and do so. Yourresponsibility ends as soon as you leave the person at the hospital. The hospital bears theresponsibility of informing the police, first aid, etc. Please do inform your family and friendsabout these basic rights so that we all know what to expect and what to do in the hour ofneed.



0 Page # 10 of 15

THE ART OF GIVING "Rivers do not drink their own water, nor do trees eat their own fruit, nor do rain clouds eatthe grains reared by them. The wealth of the noble is used solely for the benefit of others" Even after accepting that giving is good and that one must learn to give, several questionsneed to be answered. The first question is when should one give? We all know the famous incident from Mahabharat. Yudhisthir, asks a beggar seeking almsto come the next day. On this, Bhim rejoices, that Yudhisthir his brother, has conquereddeath! For he is sure that he will be around tomorrow to give. Yudhisthir gets the message.One does not know really whether one will be there tomorrow to give! The time to givetherefore is now. The next question is ' how much to give?' One recalls the famous incident from history. Rana Pratap was reeling after defeat from theMoghals. He had lost his army, he had lost his wealth, and most important he had lost hope,his will to fight. At that time in his darkest hour, his erstwhile minister Bhamasha cameseeking him and placed his entire fortune at the disposal of Rana Pratap. With this, RanaPratap raised an army and lived to fight another day. The answer to this question how muchto give is "Give as much as you can". The next question is what to give? It is not only money that can be given. It could be a flower or even a smile. It is not howmuch one gives but how one gives that really matters. When you give a smile to a stranger,that may be the only good thing received by him in days and weeks! "You can give anythingbut you must give with your heart." One also needs answer to this question whom to give? Many times we avoid giving by finding fault with the person who is seeking. However, beingjudgmental and rejecting a person on the presumption that he may not be the most deservingis not justified . "Give without being judgmental." Next we have to answer ' How to give'

Coming to the manner of giving, one has to ensure that the receiver does not feelhumiliated, nor the giver feels proud by giving. In giving follow the Bible 'Let not your lefthand know what your right hand gives'. Charity without publicity and fanfare, is the highestform of charity . 'Give quietly' While giving let not the recipient feel small or humiliated. After all what we give neverreally belonged to us. We come to this world with nothing and will go with nothing. The



0 Page # 11 of 15

thing gifted was only with us for a temporary period. Why then take pride in giving awaysomething which really did not belong to us? Give with grace and with a feeling of gratitude. What should one feel after giving?

We all know the story of Eklavya. When Dronacharya asked him for his right thumb as"Guru Dakshina" he unhesitatingly cut off the thumb and gave it to Dronacharya. There is alittle known sequel to this story. Eklavya was asked whether he ever regretted the act ofgiving away his thumb. He replied, and the reply has to be believed to be true, as it wasasked to him when he was dying. His reply was "Yes" I regretted this only once in my life. Itwas when Pandavas were coming in to kill Dronacharya who was broken hearted on the falsenews of death of his son Ashwathama and had stopped fighting. It was then that I regrettedthe loss of my thumb. If the thumb was there, no one could have dared hurt my Guru" - Themessage to us is clear . Give and never regret giving. And the last question is ' how much should we provide for our heirs?

Ask yourself 'are we taking away from them the "gift of work" - a source of happiness! Theanswer is given by Warren Buffett: "Leave your kids enough to do anything, but not enoughto do nothing." I would conclude by saying: let us learn the Art of Giving, and quoting SantKabir : "When the wealth in the house increases,

When water fills a boat, Throw them out with both hands,

This is the wise thing to do"

(Courtesy: Shri Dilip Shukla, Director, Afro-Asian Insurance, Mumbai.)



0 Page # 12 of 15

Why we cant tolerate criticism PARAMAHAMSA SRI NITHYANANDA

A Lady came to me complaining that she is hurt by even small criticisms coming fromothers. She said she was very sensitive. I asked her to stop using that word. I said, Youare not sensitive. A really sensitive person will be porous; she will allow the words topass through her. Only arrogant people get hurt. If you are hurt, please understand thatyou are arrogant. You are strong like a stone, which is why words come and hit you.

A sensitive person would have allowed the words pass through her; she will neversuffer. Even if someone is deliberately rude, a sensitive person understands where sucha person is coming from and is not defensive.

Suffering is always from arrogance, never from sensitivity. A person who is sensitivewill never suffer. A sensitive person will suffer on account of another person indistress, not for oneself. You suffer from words when you stop them, when you resistthem, when you create your own meaning out of them. When we do not create our ownmeanings out of words, we do not suffer. We play with words. We always choose nicewords to support our ego.

We do not say, I am hurt because I am arrogant.

We always use polished words such as, I am hurt because I am sensitive.

Please dont cheat yourself with words. Let your words be unfiltered by your ego.

Let me tell you a small story: Once, a contractor wanted to gift a sports car to anofficial.

The official refused, I am an honest person and cant think of accepting this gift.

The contractor asked him, In that case how would it be if I sell you this car for Rs 10?

The official replied immediately, In that case, I will have two cars!

When an untruth is wrapped in gift packing, you forget you have aproblem. You accept it without a murmur. However, when truth ispresented bare, you do protest. Presented bare, truth hurts; ego cannottolerate truth easily. We are so concerned about politically and sociallycorrect statements, it seems no longer acceptable for anyone to speak thetruth. But it seems to be perfectly acceptable to lie in a politically correctmanner. Ramakrishna says beautifully, Let your words and mind bestraightened. Whatever is, let it be offered straight without filtering. Learnto accept truth bare. At least you will know you have a problem that youcan solve.



0 Page # 13 of 15

Ten Principles for the new year(courtesy: Mr. Jiten Bhuta, Director, Jay Process, Mumbai.)

Stop and ask yourself today, "How do I really feel about myself? " Before you answer readthese ten principles. Better yet, keep them before you daily.

Never think or speak negatively about yourself; that puts you in disagreement with God.

Meditate on your God-given strengths and learn to encourage yourself, for much of the timenobody else will.

Don't compare yourself to anybody else. You're unique, one of a kind, an original. So don'tsettle for being a copy.

Focus on your potential, not your limitations. Remember, God lives in you!

Find what you like to do, do well, and strive to do it with excellence.

Have the courage to be different. Be a God pleaser, not a people pleaser. Learn to handle criticism. Let it develop you instead of discourage you . Determine your own worth instead of letting others do it for you. They'll short-change you!

Keep your shortcomings in perspective - you're still a work in progress.

Focus daily on your greatest source of confidence - the God Who lives in you !

Gods

Own

Country



0 Page # 14 of 15

Gods Own Creation...!:::::::::::::::::::::::::::::::::

______:: Editorial Committee ::______Chairman

Mr. Jayen Mehta, GNFC Ltd.Co-Chairperson

Ms. Sheela Mistry, Insight AssociatesMembers

Mr. Mukesh Mehta, Heubach Colour, Dr. M.S. Patel, GNFC Ltd.

Mr. G.M. Patel, GNFC Ltd. Bharuch District Management Association

601/602 Vaikunth Township, Opp: Polytechnic College

Bharuch - 392002, Gujarat - India : +91 2642 228190

Fax: +91 2642 226619 To send your feedback, suggestions and articles

to [email protected]



0 Page # 15 of 15

Date post:	05-Oct-2015
Category:	Documents
Upload:	mahendra-p-s
View:	5 times
Download:	0 times

e Panorama 20

Documents