Saturday, May 19, 2007
The Eight Powers of human
POWER TO ACCOMMODATE
This is the power to provide comfort where no comfort exists. Its foundation is a constant connection with my inner truth and an openness & regard for others. To accommodate does not mean to compromise…I maintain my integrity and the integrity of others with my commitment to truth, and faith in myself.
The Power to ACCOMMODATE requires a deep understanding and acceptance of myself - the ability to nurture myself so that I can provide what is needed in any situation. With this power, I experience a deep contentment that is impervious to the events around me.
POWER TO KNOW
This is the power of the intellect, the divine intellect. It is the art of consulting the most elevated self to understand the knowledge of truth and falsehood, right and wrong, reality and illusion, benefit and loss.
The Power to KNOW is the ability to discern accurately – the power of clarity that allows me to choose the best course of action. I see beyond the present moment to the future implications of any choice I make – I know longer react! It requires that I trust my highest self, even in the face of opposing opinions, and listen to what is known deep within.
POWER TO DECIDE
This is the power of truth, the power to choose truth, to stand alone in that truth no matter what. It is intrinsically connected to the Power to KNOW and takes much of its clarity from that power. I can often know the best course of action, can be absolutely certain, but without the Power to DECIDE, I am unable to follow that knowing.
This power requires me to be completely free from any attachment to the outcome of my decision. I must make the decision , follow through but not be concerned about the result. Any expectations or investment of myself in the result can create worry, doubt, confusion and, ultimately disappointment. I must also understand that whatever decision I make is destined and accurate – I will always learn and benefit from it.
POWER TO FACE
The main attributes of this power are courage and honesty. The Power to FACE means that nothing is too fearsome to handle, that I am equipped with all the powers I need to face whatever comes – fear or overwhelming emotion, lack of self worth, attack or denigration by others; situations that seem impossible, insurmountable.
This power is not to be cajoled or negotiated with. I will not accept illusion or falsehood, ego, greed, lust attachment, jealousy or anger in myself, and I will not support it in others. Balanced with the Power to LOVE, I treat myself with compassion and understanding, but I will not tolerate self deception as it devalues me.
POWER TO CO-OPERATE
In many ways the Power to CO-OPERATE is the culmination of all the powers. It requires me to be free from vice – ego, jealousy/envy, attachment, lust, anger, greed – from anything that would stop me from being an instrument for a task.
When I am detached, my sense of knowing accurately what is needed, my ability to be flexible and adjust to all situations and types of people, enables me to be benevolent.
To fully realize this power I must be full to the point of overflowing and beyond any need to be praised or acknowledged. I am solid in my self respect and completely content. I give freely and unconditionally from a state of fullness.
POWER TO WITHDRAW
The Power to WITHDRAW is about perspective. It gives clarity and coolness, as well as the ability to change a situation. To withdraw is to detach or step back from whatever the current situation is – feelings, emotions, confusion, interaction – whatever my potential reactions might be.
It is the power to become the pure point of consciousness, the real self – the being who plays the character. I detach from the scene, from the role I am playing, from the body I inhabit. It does not require me to leave the world. I remain in the world but beyond its influence – connected and true to myself.
POWER TO LET GO
This is the power to cut away everything that is destructive, useless and wasteful. It is the Power to LET GO of all and hold nothing of the past in my heart, nor anything pointless of the future in my mind. It is the strength to say 'no' to negativity.
Letting go requires courage, forgiveness, trust and purity. It means my life starts anew from this point onwards, and its foundation is Truth. When I let go of all limitations of identity, and all the expectations I have of myself based on what others/society expect, then I can have greater understanding and compassion for myself and others.
POWER TO LOVE
To love the self is the greatest need. When I truly love and accept myself, I become my own mother, tolerating the inconsistencies, the failings, and seeing past all the limitations to love myself, the pure soul, completely.
We have been tricked into thinking we were loving or being loved, the illusion of love, be it neediness, sex, dependency, safety, fear, loneliness, etc. The Power to LOVE is the power to stand independently in the love of God and myself and be fulfilled – aware of my own worthiness. This is unconditional love and it requires that I be fearless.
This is how WE thank our mother!
When you came into the world, she held you in her arms. You thanked her by wailing like a banshee.
When you were 1 year old, she fed you and bathed you. You thanked her by crying all night long.
When you were 2 years old, she taught you to walk. You thanked her by running away when she called.
When you were 3 years old, she made all your meals with love. You thanked her by tossing your plate on the floor.
When you were 4 years old, she gave you some crayons. You thanked her by coloring the dining room table.
When you were 5 years old, she dressed you for the holidays. You thanked her by plopping into the nearest pile of mud.
When you were 6 years old, she walked you to school. You thanked her by screaming, "I'M NOT GOING!"
When you were 7 years old, she bought you a baseball. You thanked her by throwing it through the next-door-neighbor' s window.
When you were 8 years old, she handed you an ice cream. You thanked her by dripping it all over your lap.
When you were 9 years old, she paid for music lessons. You thanked her by never even bothering to practice.
When you were 10 years old, she drove you all day, from soccer to gymnastics to one birthday party after another.
You thanked her by jumping out of the car and never looking back.
When you were 11 years old, she took you and your friends to the movies.You thanked her by asking to sit in a different row.
When you were 12 years old, she warned you not to watch certain TV shows.
You thanked her by waiting until she left the house.Those teenage years -
When you were 13, she suggested a haircut that was becoming.You thanked her by telling her she had no taste.
When you were 14, she paid for a month away at summer camp.You thanked her by forgetting to write a single letter.
When you were 15, she came home from work, looking for a hug.You thanked her by having your bedroom door locked.
When you were 16, she taught you how to driver her car.You thanked her by taking it every chance you could.
When you were 17, she was expecting an important call.You thanked her by being on the phone all night.
When you were 18, she cried at your high school graduation.You thanked her by staying out partying until dawn.Growing old and gray -
When you were 19, she paid for your college tuition, drove you to campus, carried your bags.You thanked her by saying good-bye outside the dorm so you wouldn't be embarrassed in front of your friends.
When you were 20, she asked whether you were seeing anyone.You thanked her by saying, "It's none of your business."
When you were 21, she suggested certain careers for your future.You thanked her by saying, "I don't want to be like you."
When you were 22, she hugged you at your college graduation.You thanked her by asking whether she could pay for a trip to Europe.
When you were 23, she gave you furniture for your first apartment.You thanked her by telling your friends it was ugly.
When you were 24, she met your fiancé and asked about your plans for the future.You thanked her by glaring and growling, "Muuhh-ther, please!"
When you were 25, she helped to pay for your wedding, and she cried and told you how deeply she loved you.You thanked her by moving halfway across the country.
When you were 30, she called with some advice on the baby.You thanked her by telling her, "Things are different now."
When you were 40, she called to remind you of an relative's birthday.You thanked her by saying you were "really busy right now."
When you were 50, she fell ill and needed you to take care of her.You thanked her by reading about the burden parents become to their children.And then, one day, she quietly moved. And
everything you never did came crashing down like thunder. Let us take a moment of the time just to pay tribute/show appreciation to the SPECIAL person called MOTHER though some may not say it openly to their mother.There's no substitute for her. Cherished every single moment. Though at times she may not be the best of friends, may not agree to our thoughts, she is still your mother!!! She will be there for you...to listen to your woes, your bragging, yourfrustrations, etc. Ask yourself. have you put aside enough time for her, to listen to her "blues" of working in the kitchen, her tiredness??? Be tactful, loving and still show her due respect though you may have a different view from her.
Once gone, only fond memories of the past and also regrets will be left
When you were 1 year old, she fed you and bathed you. You thanked her by crying all night long.
When you were 2 years old, she taught you to walk. You thanked her by running away when she called.
When you were 3 years old, she made all your meals with love. You thanked her by tossing your plate on the floor.
When you were 4 years old, she gave you some crayons. You thanked her by coloring the dining room table.
When you were 5 years old, she dressed you for the holidays. You thanked her by plopping into the nearest pile of mud.
When you were 6 years old, she walked you to school. You thanked her by screaming, "I'M NOT GOING!"
When you were 7 years old, she bought you a baseball. You thanked her by throwing it through the next-door-neighbor' s window.
When you were 8 years old, she handed you an ice cream. You thanked her by dripping it all over your lap.
When you were 9 years old, she paid for music lessons. You thanked her by never even bothering to practice.
When you were 10 years old, she drove you all day, from soccer to gymnastics to one birthday party after another.
You thanked her by jumping out of the car and never looking back.
When you were 11 years old, she took you and your friends to the movies.You thanked her by asking to sit in a different row.
When you were 12 years old, she warned you not to watch certain TV shows.
You thanked her by waiting until she left the house.Those teenage years -
When you were 13, she suggested a haircut that was becoming.You thanked her by telling her she had no taste.
When you were 14, she paid for a month away at summer camp.You thanked her by forgetting to write a single letter.
When you were 15, she came home from work, looking for a hug.You thanked her by having your bedroom door locked.
When you were 16, she taught you how to driver her car.You thanked her by taking it every chance you could.
When you were 17, she was expecting an important call.You thanked her by being on the phone all night.
When you were 18, she cried at your high school graduation.You thanked her by staying out partying until dawn.Growing old and gray -
When you were 19, she paid for your college tuition, drove you to campus, carried your bags.You thanked her by saying good-bye outside the dorm so you wouldn't be embarrassed in front of your friends.
When you were 20, she asked whether you were seeing anyone.You thanked her by saying, "It's none of your business."
When you were 21, she suggested certain careers for your future.You thanked her by saying, "I don't want to be like you."
When you were 22, she hugged you at your college graduation.You thanked her by asking whether she could pay for a trip to Europe.
When you were 23, she gave you furniture for your first apartment.You thanked her by telling your friends it was ugly.
When you were 24, she met your fiancé and asked about your plans for the future.You thanked her by glaring and growling, "Muuhh-ther, please!"
When you were 25, she helped to pay for your wedding, and she cried and told you how deeply she loved you.You thanked her by moving halfway across the country.
When you were 30, she called with some advice on the baby.You thanked her by telling her, "Things are different now."
When you were 40, she called to remind you of an relative's birthday.You thanked her by saying you were "really busy right now."
When you were 50, she fell ill and needed you to take care of her.You thanked her by reading about the burden parents become to their children.And then, one day, she quietly moved. And
everything you never did came crashing down like thunder. Let us take a moment of the time just to pay tribute/show appreciation to the SPECIAL person called MOTHER though some may not say it openly to their mother.There's no substitute for her. Cherished every single moment. Though at times she may not be the best of friends, may not agree to our thoughts, she is still your mother!!! She will be there for you...to listen to your woes, your bragging, yourfrustrations, etc. Ask yourself. have you put aside enough time for her, to listen to her "blues" of working in the kitchen, her tiredness??? Be tactful, loving and still show her due respect though you may have a different view from her.
Once gone, only fond memories of the past and also regrets will be left
The Key to Managing Stars? Think Team
by Martha Lagace
[HBS Working Knowledge / May 14, 2007]
What contributes to an individual's ability to remain a star? To what extent does past star performance predicate future star performance? And to what extent does a key organizational factor - colleague quality - help or hinder the ability to sustain star performance? The performance of stars is an important career matter for individuals as well as for managers who want to inspire, nurture, and recruit stars.
A new study by Harvard Business School's Boris Groysberg and Linda-Eling Lee on star knowledge workers, specifically security analysts, addresses these questions. As they explain in a forthcoming article in the Journal of Organizational Behavior, it is true that a star's past performance indicates future performance - but the quality of colleagues in his or her organization also has a significant impact on the ability to maintain the highest quality output.
"Stars need to recognize that despite their talent, knowledge, experience, and reputation, who they work with really matters for sustaining top performance," say the authors.
The article, "The Effects of Colleague Quality on Top Performance: The Case of Security Analysts," outlines important implications for star players as well as their managers. Groysberg and Lee explained more in this interview with HBS Working Knowledge.
Martha Lagace: Let's begin with the key question you ask in your paper: Who "owns" top performance: individual stars or their organizations?
Boris Groysberg and Linda-Eling Lee: Both. We found that even though an individual's past performance can indicate future performance, the organization also significantly affects top performers' ability to maintain their performance.
Specifically, top performers rely on high-quality colleagues in their organizations to improve the quality of their own work and to deliver it effectively to clients.
Q: What is important now about knowledge workers from both a business and a theoretical perspective? Where do you see beliefs about performance playing out in business today?
A: Some have pointed out that the main difference between knowledge workers and, say, manual workers, is that knowledge workers own the means of production. That means they carry the knowledge, information, and skills in their heads and can take it with them. As the basis of competition shifts to superior knowledge and information, organizations have naturally become increasingly concerned that they attract, leverage, and retain the best knowledge workers.
In addition, our culture is very enamored of stars and with the idea that extraordinary talent accounts for individuals' extraordinary performance. The business media likes to treat star knowledge workers, such as top analysts, bankers, lawyers, and CEOs, as if they are star athletes. There is an assumption that these star knowledge workers, like star athletes, actually "own" everything they need to perform at the top level and can take that knowledge and skill anywhere. They are treated as free agents who can take their top performance to work for the highest bidder.
Our study debunks that myth. Star analysts rely a lot on the quality of the colleagues that their organization provides to sustain top performance. They cannot simply replicate their top performance in any organizational context.
Q: Why did you construct your study as you did?
A: Our study focuses on the performance of Wall Street analysts because this is a population that is commonly believed to "own" their performance. Interviews we conducted prior to the study indicated that analysts themselves as well as their managers believe that top performance in this industry is due to individual talent. This could be one reason that there is a great deal of mobility in this labor market.
We were interested in why some star analysts were able to maintain their star rating over this period while others had a harder time doing so. We found that having high-performing colleagues in different locations in the firm - at the team level, at the department level, and in an entirely different department (sales) - had a significant impact on star analysts' ability to maintain their stardom.
Our dataset is also one of the few that has been able to measure the performance of knowledge workers for a large sample across a large number of firms in an industry. In addition, it contained very good information about the quality of colleagues for each analyst. Because we had data over a long period of time for all these factors, we were able to distinguish the casual effects of individual and organizational factors on star performance more clearly than previous studies that lacked longitudinal data.
Q: How should top performers consider their next career move?
A: We think our study has important implications for both individuals and managers. Stars need to recognize that despite their talent, knowledge, experience, and reputation, who they work with really matters for sustaining top performance. Stars are courted by headhunters all the time. When considering a career move, it is very important for stars to evaluate the level of support they are receiving from their colleagues in different parts of the organization. It may not always be obvious that someone sitting in a different department can really impact your performance. But losing those ties, especially ties to the top performing colleagues, can be detrimental to maintaining top performance.
Q: How should managers at the firm level evaluate their organization's environment in terms of its ability to inspire and sustain top performance?
A: For managers, it is imperative to understand that stars are not self-contained silos. Producing top-quality knowledge work requires collaboration and flows of information among a network of top performers. That means any one decision on hiring and retention can have a real impact on the performance of top employees in an entirely different part of the firm. It also means that it is not enough to have a few star performers here and there within the organization. If these stars lack high-quality support and information-sharing with other star colleagues, they will have a harder time maintaining their star performance.
Firms that already have a large stable of high-performing individuals might have built a competitive advantage. Their stars make it more likely for each other to sustain top performance. Firms that lack this advantage fight an uphill battle. They can hire or cultivate stars. But if there are only a few stars, these individuals will tend to have a tougher time sustaining top performance.
Q: What else are you working on?
A: We also examine the portability of performance in a different labor market: star general managers from General Electric. These findings are presented in the Harvard Business Review article "Are Leaders Portable?" co-written with Andrew N. McLean and Nitin Nohria. The records of former GE general managers demonstrate that even skills widely perceived as generalizable are constrained by context and imperfectly portable.
We continue to extend our research into other labor markets in order to understand conditions that help and hinder portability of performance. The "Recruitment of a Star" case explores this model of human capital as a portfolio of skills, and asks which of four candidates for a job is likely to possess the most portable skills.
The frequency with which workers move in teams suggests that at least some individuals are aware of the value of colleagues. Lawyers, doctors, consultants, bankers, programmers, creatives, and general managers often leave with a team of colleagues to join a competitor. This phenomenon is called a lift out. It is observed in industries as diverse as medicine, advertising, software development, and apparel manufacture. The Harvard Business Review article "Lift Outs: How to Acquire a High-Functioning Team," co-written with Robin Abrahams, describes the effects of team moves - or lift outs - on performance portability. We found that a successful lift out typically unfolds over four consecutive interdependent stages that must be meticulously managed. We are continuing to work on this topic.
Finally, we are working on a paper that examines whether higher-quality colleagues can act as a retention mechanism for knowledge workers.
[HBS Working Knowledge / May 14, 2007]
What contributes to an individual's ability to remain a star? To what extent does past star performance predicate future star performance? And to what extent does a key organizational factor - colleague quality - help or hinder the ability to sustain star performance? The performance of stars is an important career matter for individuals as well as for managers who want to inspire, nurture, and recruit stars.
A new study by Harvard Business School's Boris Groysberg and Linda-Eling Lee on star knowledge workers, specifically security analysts, addresses these questions. As they explain in a forthcoming article in the Journal of Organizational Behavior, it is true that a star's past performance indicates future performance - but the quality of colleagues in his or her organization also has a significant impact on the ability to maintain the highest quality output.
"Stars need to recognize that despite their talent, knowledge, experience, and reputation, who they work with really matters for sustaining top performance," say the authors.
The article, "The Effects of Colleague Quality on Top Performance: The Case of Security Analysts," outlines important implications for star players as well as their managers. Groysberg and Lee explained more in this interview with HBS Working Knowledge.
Martha Lagace: Let's begin with the key question you ask in your paper: Who "owns" top performance: individual stars or their organizations?
Boris Groysberg and Linda-Eling Lee: Both. We found that even though an individual's past performance can indicate future performance, the organization also significantly affects top performers' ability to maintain their performance.
Specifically, top performers rely on high-quality colleagues in their organizations to improve the quality of their own work and to deliver it effectively to clients.
Q: What is important now about knowledge workers from both a business and a theoretical perspective? Where do you see beliefs about performance playing out in business today?
A: Some have pointed out that the main difference between knowledge workers and, say, manual workers, is that knowledge workers own the means of production. That means they carry the knowledge, information, and skills in their heads and can take it with them. As the basis of competition shifts to superior knowledge and information, organizations have naturally become increasingly concerned that they attract, leverage, and retain the best knowledge workers.
In addition, our culture is very enamored of stars and with the idea that extraordinary talent accounts for individuals' extraordinary performance. The business media likes to treat star knowledge workers, such as top analysts, bankers, lawyers, and CEOs, as if they are star athletes. There is an assumption that these star knowledge workers, like star athletes, actually "own" everything they need to perform at the top level and can take that knowledge and skill anywhere. They are treated as free agents who can take their top performance to work for the highest bidder.
Our study debunks that myth. Star analysts rely a lot on the quality of the colleagues that their organization provides to sustain top performance. They cannot simply replicate their top performance in any organizational context.
Q: Why did you construct your study as you did?
A: Our study focuses on the performance of Wall Street analysts because this is a population that is commonly believed to "own" their performance. Interviews we conducted prior to the study indicated that analysts themselves as well as their managers believe that top performance in this industry is due to individual talent. This could be one reason that there is a great deal of mobility in this labor market.
We were interested in why some star analysts were able to maintain their star rating over this period while others had a harder time doing so. We found that having high-performing colleagues in different locations in the firm - at the team level, at the department level, and in an entirely different department (sales) - had a significant impact on star analysts' ability to maintain their stardom.
Our dataset is also one of the few that has been able to measure the performance of knowledge workers for a large sample across a large number of firms in an industry. In addition, it contained very good information about the quality of colleagues for each analyst. Because we had data over a long period of time for all these factors, we were able to distinguish the casual effects of individual and organizational factors on star performance more clearly than previous studies that lacked longitudinal data.
Q: How should top performers consider their next career move?
A: We think our study has important implications for both individuals and managers. Stars need to recognize that despite their talent, knowledge, experience, and reputation, who they work with really matters for sustaining top performance. Stars are courted by headhunters all the time. When considering a career move, it is very important for stars to evaluate the level of support they are receiving from their colleagues in different parts of the organization. It may not always be obvious that someone sitting in a different department can really impact your performance. But losing those ties, especially ties to the top performing colleagues, can be detrimental to maintaining top performance.
Q: How should managers at the firm level evaluate their organization's environment in terms of its ability to inspire and sustain top performance?
A: For managers, it is imperative to understand that stars are not self-contained silos. Producing top-quality knowledge work requires collaboration and flows of information among a network of top performers. That means any one decision on hiring and retention can have a real impact on the performance of top employees in an entirely different part of the firm. It also means that it is not enough to have a few star performers here and there within the organization. If these stars lack high-quality support and information-sharing with other star colleagues, they will have a harder time maintaining their star performance.
Firms that already have a large stable of high-performing individuals might have built a competitive advantage. Their stars make it more likely for each other to sustain top performance. Firms that lack this advantage fight an uphill battle. They can hire or cultivate stars. But if there are only a few stars, these individuals will tend to have a tougher time sustaining top performance.
Q: What else are you working on?
A: We also examine the portability of performance in a different labor market: star general managers from General Electric. These findings are presented in the Harvard Business Review article "Are Leaders Portable?" co-written with Andrew N. McLean and Nitin Nohria. The records of former GE general managers demonstrate that even skills widely perceived as generalizable are constrained by context and imperfectly portable.
We continue to extend our research into other labor markets in order to understand conditions that help and hinder portability of performance. The "Recruitment of a Star" case explores this model of human capital as a portfolio of skills, and asks which of four candidates for a job is likely to possess the most portable skills.
The frequency with which workers move in teams suggests that at least some individuals are aware of the value of colleagues. Lawyers, doctors, consultants, bankers, programmers, creatives, and general managers often leave with a team of colleagues to join a competitor. This phenomenon is called a lift out. It is observed in industries as diverse as medicine, advertising, software development, and apparel manufacture. The Harvard Business Review article "Lift Outs: How to Acquire a High-Functioning Team," co-written with Robin Abrahams, describes the effects of team moves - or lift outs - on performance portability. We found that a successful lift out typically unfolds over four consecutive interdependent stages that must be meticulously managed. We are continuing to work on this topic.
Finally, we are working on a paper that examines whether higher-quality colleagues can act as a retention mechanism for knowledge workers.
A Psycholgoy Test
There are five things going on simultaneously
which need to be taken care of:
1. The telephone is ringing.
2. The baby is crying.
3. Someone knocks at the front
door or rings the doorbell.
4. There is laundry hanging
on the line and it begins
to rain.
5. The water faucet in the
kitchen is running.
In what order do you take care of the problems?
Jot down your order, and scroll down
After you've made your decision.
Don't cheat! Scroll Down!
Here are the answers. Each of the items
above represents a facet of your life.
1. The phone represents your job or career.
2. The baby represents your family.
3. The visitor represents your friends.
4. The laundry represents your sex life.
5. The running water represents money/wealth.
Makes you think, right?
How close did this test match your priorities in life?
which need to be taken care of:
1. The telephone is ringing.
2. The baby is crying.
3. Someone knocks at the front
door or rings the doorbell.
4. There is laundry hanging
on the line and it begins
to rain.
5. The water faucet in the
kitchen is running.
In what order do you take care of the problems?
Jot down your order, and scroll down
After you've made your decision.
Don't cheat! Scroll Down!
Here are the answers. Each of the items
above represents a facet of your life.
1. The phone represents your job or career.
2. The baby represents your family.
3. The visitor represents your friends.
4. The laundry represents your sex life.
5. The running water represents money/wealth.
Makes you think, right?
How close did this test match your priorities in life?
Death of innocent
I went to a party
I remembered what you said.
You told me not to drink,
So I drank soda instead.
I really felt proud inside,
The way you said I would.
I didn't drink and drive,
Even though the others said I should.
I know I did the right thing,
I know you are always right.
Now the party is finally ending,
As everyone is driving out of sight.
As I got into my car, Mom,
I knew I'd get home in one piece.
Because of the way you raised me,
So responsible and sweet.
I started to drive away,
But as I pulled out into the road,
The other car didn't see me,
And hit me like a load.
As I lay there on the pavement,
I hear the policeman say,
"The other guy is drunk,"
And now I'm the one who will pay.
I'm lying here dying, Mom....
I wish you'd get here soon.
How could this happen to me, Mom?
My life just burst like a balloon.
There is blood all around me,
And most of it is mine.
I hear the medic say,
I'll die in a short time.
I just wanted to tell you,
I swear I didn't drink.
It was the others,
The others didn't think.
He was probably at the same party as I.
The only difference is, he drank
And I will die.
Why do people drink, Mom?
It can ruin your whole life.
I'm feeling sharp pains now.
Pains just like a knife.
The guy who hit me is walking,
And I don't think it's fair.
I'm lying here dying
And all he can do is stare.
Tell my brother not to cry,
Tell Daddy to be brave.
And when I go to heaven,
Put "Daddy's Girl" on my grave.
Someone should have told him,
Not to drink and drive.
If only they had told him,
I would still be alive.
My breath is getting shorter,
I'm becoming very scared.
Please don't cry for me, Mom.
When I needed you, you were always there.
I have one last question,
Before I say good bye.
I didn't drink and drive,
So why am I the one to die?
I got this in a mail...
I remembered what you said.
You told me not to drink,
So I drank soda instead.
I really felt proud inside,
The way you said I would.
I didn't drink and drive,
Even though the others said I should.
I know I did the right thing,
I know you are always right.
Now the party is finally ending,
As everyone is driving out of sight.
As I got into my car, Mom,
I knew I'd get home in one piece.
Because of the way you raised me,
So responsible and sweet.
I started to drive away,
But as I pulled out into the road,
The other car didn't see me,
And hit me like a load.
As I lay there on the pavement,
I hear the policeman say,
"The other guy is drunk,"
And now I'm the one who will pay.
I'm lying here dying, Mom....
I wish you'd get here soon.
How could this happen to me, Mom?
My life just burst like a balloon.
There is blood all around me,
And most of it is mine.
I hear the medic say,
I'll die in a short time.
I just wanted to tell you,
I swear I didn't drink.
It was the others,
The others didn't think.
He was probably at the same party as I.
The only difference is, he drank
And I will die.
Why do people drink, Mom?
It can ruin your whole life.
I'm feeling sharp pains now.
Pains just like a knife.
The guy who hit me is walking,
And I don't think it's fair.
I'm lying here dying
And all he can do is stare.
Tell my brother not to cry,
Tell Daddy to be brave.
And when I go to heaven,
Put "Daddy's Girl" on my grave.
Someone should have told him,
Not to drink and drive.
If only they had told him,
I would still be alive.
My breath is getting shorter,
I'm becoming very scared.
Please don't cry for me, Mom.
When I needed you, you were always there.
I have one last question,
Before I say good bye.
I didn't drink and drive,
So why am I the one to die?
I got this in a mail...
Red meat increases breast cancer risk!
Women who eat even small portions of red meat frequently may face the risk of developing breast cancer, new research has found.
Researchers in the US found that younger women who regularly ate 4.5 oz of red meat a day were doubling their risk of developing breast cancer compared with those who ate it infrequently.
The new study by researchers at Sheffield University found that eating as little as 2 oz of beef, pork or lamb every day can increase the risk of contracting the disease by 56 percent in older, postmenopausal women.
Eating larger amounts of processed meats, such as sausages, bacon, ham and pies, pushed the risk to 64 percent for the same group, the study, which appeared in the latest issue of British Journal of Cancer, found.
Prof. Janet Cade, of nutritional epidemiology and public health, studied 35,000 women aged between 35 and 69 over eight years.
At the start of the trial, they were asked to complete a 217-item food questionnaire from which they were divided into three groups - high, medium or low meat eaters.
They were compared with women in the sample who ate no meat. The researchers also took into account smoking, weight, fruit and vegetable intake.
Cade said she was surprised that such a small amount of meat appeared to have a large effect.
Researchers in the US found that younger women who regularly ate 4.5 oz of red meat a day were doubling their risk of developing breast cancer compared with those who ate it infrequently.
The new study by researchers at Sheffield University found that eating as little as 2 oz of beef, pork or lamb every day can increase the risk of contracting the disease by 56 percent in older, postmenopausal women.
Eating larger amounts of processed meats, such as sausages, bacon, ham and pies, pushed the risk to 64 percent for the same group, the study, which appeared in the latest issue of British Journal of Cancer, found.
Prof. Janet Cade, of nutritional epidemiology and public health, studied 35,000 women aged between 35 and 69 over eight years.
At the start of the trial, they were asked to complete a 217-item food questionnaire from which they were divided into three groups - high, medium or low meat eaters.
They were compared with women in the sample who ate no meat. The researchers also took into account smoking, weight, fruit and vegetable intake.
Cade said she was surprised that such a small amount of meat appeared to have a large effect.
7 ways to beat Procrastination
1. Do the worst task first: I have used this technique for years. I have even created more than one "first thing." There is first thing in the morning, there is first thing after lunch, and there is first thing in the evening. I take a look at the items on my To Do List and figure out which one I am dreading the most and spend a limited time on it at least moving it forward. This is known as swallowing the frog first thing; if you begin your day by swallowing a frog, then the rest of the day looks good.
2. Break it down: Often the reason that we procrastinate is because the task ahead of us is too big. Often there are small parts of the task that can be done. How do you climb a mountain? One step at a time.
3. Use a friend: I am not actually referring to delegation (but of course I don't mind that either); what I mean is to tell a friend what you want to do and get them to help you start the task. Often it is the act of starting a task that is enough to get the task done.
4. Do the pleasant part of the task: Often many distasteful and large jobs have some parts to it that are not particular distasteful. Do them so at least you are moving forward on your most important items. 5. Fifteen (15) minutes: Just spend 15 minutes on a task. I have the attitude that I can spend 15 minutes doing virtually anything and I can certainly survive spending 15 minutes on something. Often by spending the 15 minutes on a task, I either complete it or I will get it moved forward enough that it has momentum to finish.
6. Track it: The simple act of tracking a goal is often enough to keep the goal moving forward. It seems odd, but knowing that you are going to write down whether or not you have done something is often enough to make you move forward.
7. Reward or punish: The reason we do something is because it is more painful than not getting it done, so if we can make the completion a task more rewarding or the consequences of not completing it more painful, then we tend to move forward on things. Tying successful completion of a task to a reward is often a successful technique.
Remember that even successful people occasionally procrastinate. Procrastination is not a permanent condition.
A Woman's Dictionary
Airhead (er*hed) n.
What a woman intentionally becomes when pulled over by a policeman.
Argument (ar*gyou*ment) n.
A discussion that occurs when you're right but he just hasn't realized it yet.
Balance the checkbook (bal*ens da chek*buk) v.
To go to the cash machine and hit "inquire".
Bar-be-que (bar*bi*q) n.
You bought the groceries, washed the lettuce, chopped the tomatoes, diced the onions, marinated the meat, cleaned everything up, but he "made the dinner".
Blonde jokes (blond joks) n.
Jokes that are short so men can understand them.
Cantaloupe (kant*e*lope) n.
Gotta get married in a church.
Childbirth (child*brth) n.
You get to go through 36 hours of contractions; he gets to hold your hand and say, "Focus...breath...push...Good Girl!"
Diet Soda (dy*it so*da) n.
A drink you buy at a convenience store to go with a pound of M&M chocolate covered peanuts.
Eternity (e*ter*ni*tee) n.
The last two minutes of a football game.
Exercise (ex*er*siz) v.
To walk up and down a mall, occasionally resting to make a purchase.
Hair Dresser (hare dres*er) n.
Someone, who is able to create a style, you will never be able to duplicate again. See also "Magician".
Lipstick (lip*stik) n.
On your lips, coloring to enhance the beauty of your mouth. On his collar, coloring only a tramp would wear.
Valentine's Day (val*en*tinez dae) n.
A day ,when you have dreams of a candlelight dinner, diamonds, and romance, but consider yourself lucky to get a card.
Waterproof Mascara (wah*tr*pruf mas*kar*ah) n.
Comes off if you cry, shower, or swim, but will not come off if you try to remove it.
Zillion (zil*yen) n.
The number of times you ask someone to take out the trash, then end up doing it yourself anyway.
What a woman intentionally becomes when pulled over by a policeman.
Argument (ar*gyou*ment) n.
A discussion that occurs when you're right but he just hasn't realized it yet.
Balance the checkbook (bal*ens da chek*buk) v.
To go to the cash machine and hit "inquire".
Bar-be-que (bar*bi*q) n.
You bought the groceries, washed the lettuce, chopped the tomatoes, diced the onions, marinated the meat, cleaned everything up, but he "made the dinner".
Blonde jokes (blond joks) n.
Jokes that are short so men can understand them.
Cantaloupe (kant*e*lope) n.
Gotta get married in a church.
Childbirth (child*brth) n.
You get to go through 36 hours of contractions; he gets to hold your hand and say, "Focus...breath...push...Good Girl!"
Diet Soda (dy*it so*da) n.
A drink you buy at a convenience store to go with a pound of M&M chocolate covered peanuts.
Eternity (e*ter*ni*tee) n.
The last two minutes of a football game.
Exercise (ex*er*siz) v.
To walk up and down a mall, occasionally resting to make a purchase.
Hair Dresser (hare dres*er) n.
Someone, who is able to create a style, you will never be able to duplicate again. See also "Magician".
Lipstick (lip*stik) n.
On your lips, coloring to enhance the beauty of your mouth. On his collar, coloring only a tramp would wear.
Valentine's Day (val*en*tinez dae) n.
A day ,when you have dreams of a candlelight dinner, diamonds, and romance, but consider yourself lucky to get a card.
Waterproof Mascara (wah*tr*pruf mas*kar*ah) n.
Comes off if you cry, shower, or swim, but will not come off if you try to remove it.
Zillion (zil*yen) n.
The number of times you ask someone to take out the trash, then end up doing it yourself anyway.
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