A Mystic Monumentality

In recent years Louis Kahn’s messy personal history has threatened to overshadow his immense professional accomplishments, yet his aura has grown steadily, not just for what he achieved but also because of what has taken place in the built environment since his death. After he almost single-handedly restored architecture’s age-old status as an art form, his legacy was quickly squandered by younger coprofessionals. From the mid-1970s onward they have careened from one extreme, short-lived stylistic fad to the next—Postmodernism, Deconstructivism, Blobitecture—and lost sight of the profound values Kahn wanted to convey: timelessness, solidity, nobility, and repose.

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If not for the foresight of a few individuals including Theodore…

If not for the foresight of a few individuals including Theodore Roosevelt, the American bison could have become extinct. Hunted to the edge of annihilation, by the early 20th century only a few small herds remained. In 1956, 29 bison were brought from Fort Niobrara National Wildlife Refuge in Nebraska and released in Theodore Roosevelt National Park in North Dakota. Here they roam freely on 46,000 acres and number in the hundreds. Photo by National Park Service.

The Importance Of Emotional Intelligence For A Leader

Leadership is a people business.

If you weren’t working with other people, you wouldn’t be a leader. You’d just be some crazed shouty guy on his own in a badly-lit office.

And, without a personality yourself, you would just be an app. You would just be regulating the flow of work, like an algorithm unable to bend or adapt to the human values around you.

At the heart of what makes us human is our emotions. We can concede that as a human with a personality and a workforce, you are technically a leader. But, if you don’t understand or can’t work with your emotions and those of your colleagues, then you’re not going to be a very effective one.

There is a name for that crucial faculty for understanding emotions and that is emotional intelligence or EQ for short. Everybody has at least an ounce of it. Some just have a different type than others. For the greatest leaders, it is as vital as water or air.

So what are the constituents of EQ?

There are three factors that add up to create your emotional intelligence. They are:

Perceiving and understanding emotions. This is the basic ability to tell one emotion from another and their intensity in yourself and in others.
Managing emotions. This is about keeping your emotions under control and the ability to consciously affect the emotions of your colleagues.
Utilizing emotions. This is next level stuff. It is your ability to harness emotions and drive them towards helping you or your employees towards accomplishing tasks.

If these seem like unattainable superpowers to you, it’s time to start taking some specific steps to develop your abilities and learn what makes emotional intelligence for leaders.

How to assess your EQ

Figuring out your strengths and weaknesses can help you to identify which elements of your emotional intelligence need some work.

Emotional intelligence is a matter of responsibility, mindfulness and empathy. Ask yourself how you score on these factors in various scenarios and find out more about your EQ.

Responsibility

For example, when you wake up in the morning and you know you have a ton of work to do, what is your instinct?

If your first idea is to make a plan and work through your tasks, you can consider yourself pretty responsible. If your immediate idea is to roll over and go back to sleep until the big bad work has gone away, well, that’s less responsible.

You might want to take some time by yourself to figure out why you’re in the line of work you are and what leading your team truly means to you.

Mindfulness

How about when you reach the end of a tough day and you’re full of stress and rejected? Do you push it down, like a supposedly good, strong leader?

Well, that’s not dealing with the problem. It’s a fast-track to burnout. Your humanity doesn’t stop at the seams of your suit. You have a soul to listen to, too.

Instead, when you’re feeling stressed, try using mindfulness techniques to reconnect with your core. You can go for a walk, listen to the sounds around you, name the colors you can see from where you’re standing or name the emotions that you’re feeling.

mindfulness walk

See Also: 7 Ways Mindfulness Can Unlock The Door To Your Authentic Life

Empathy

Suppose you have good reason to pass that heavy workload onto a colleague who’s just as busy as you. Regardless of whether that was the right or wrong decision, did you stop to think about how that would make him feel?

Dishing out heavy workloads without a thought for the emotional consequences puts you back in the ‘app’ territory. In other words, you have about as much empathy as a smartphone.

Slow down, try to only give out tough tasks face to face and make eye contact. Train yourself to remember there’s a human being behind every workplace accomplishment.

See Also: How To Develop Empathy By Understanding Subjective Hardship

How to boost your EQ

So, now you have a pretty good idea where your EQ levels are at. Unless you’re Oprah or Mr. Rogers, there’s probably room for improvement.

Most of it is stuff you can do as you work. Slow down, try to identify problems as they arise instead of steaming through them and apply some of these techniques to train your EQ:

Improving your perception of emotions

Take some ‘me’ time. Put fifteen minutes aside each day to think about what you’ve felt at various junctures. Reflect on how you felt in your mind and the way it made your body feel. Soon you will come to better recognize your emotions in real time.

And take some ‘you’ time. Observe how the individuals in your team respond to situations and to each other. When one of them has a problem, ask yourself what the reason behind their behavior might be.

Are they overworked? Insecure? Unfulfilled? How does it feel to be that person wearing those shoes?

It doesn’t mean you need to tolerate their behavior, but it might help you find ways to rectify it without negatively impacting the team.

Improving your management of emotions

So, you’ve slowed down and you’ve figured out you’re stressed, what next?

A change of context is always good and can help you get perspective. If you’re hot and bothered, splash water on your face. If you’re furious and full of self-loathing, spend five minutes watering the office plants. Seriously.

emotion management

Likewise, if you sense negative emotions in others, don’t rise to them. Instead, take a minute to collect yourself, take a deep breath and suggest they do the same.

Improving your utilization of emotions

Emotions are a powerful force. We’ve already seen how they make us human. Now, imagine if you could harness that power like a solar panel.

You can do that by tracing those emotions to their roots, figuring out what the problem is and working on it. If you feel out of your depth, write a plan. If your colleagues feel bitter and unfulfilled, give them a challenge right when they’re hungriest for it.

Now, your EQ level just rose from ‘political tyrant’ to ‘leadership ninja’. Work is about to get much better for you and all your loyal team.

Source

 

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Bar Orian Architects Have Designed this Elegant and Contemporary Home in Tel Aviv, Israel

Bar Orian Architects have designed this elegant contemporary home, which covers a total area of 250 square meters, in Tel Aviv, Israel. The project was completed in 2016. The exterior of the home is characterized by pale concrete walls and wooden shutters that cover all windows – both ingenious and stylish ways to counter the scorching heat and sun of Tel Aviv. The greenery around it serves the same purpose,..

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Apartment Beautifully Decorated by the Architectural Studio Lugerin Architects

This apartment, beautifully decorated by the architectural studio Lugerin Architects, covers a total area of 160 square meters and is located in a skyscraper in Klovsky Carnegie Center, Kiev, Ukraine. One of the advantages of this house is its views towards the central part of the city, which we can enjoy through its panoramic windows. The living room, dining room, and kitchen share the same completely open space that ends..

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The Secret Key To Multitasking Isn’t What You’d Think

Think back to your last firm handshake.

How much of your attention did this activity demand? Did you need to stop talking and devote your entire focus just to make sure you successfully grasped the other person’s hand?

Probably not as your brain is wired for parallel processing. Its seeing and guiding pathways allowed you to continue speaking while simultaneously doing a handshake.

Unfortunately, parallel processing doesn’t always come naturally to us.

For example, think back to the last time you found yourself listening to a conference call while responding to an urgent email. In all likelihood, that situation probably led to multitasking misery. Your heart rate and blood pressure spiked as you tossed your “undivided” attention back and forth. And, at the end of the day, neither task was executed to its full potential.

If this negative outcome sounds familiar to you, don’t worry. You’re not alone.

According to University of Utah researchers, just 2.5% of the population can be considered “supertaskers”. They are the people who can easily bounce between tasks without sacrificing quality.

In our professional lives, we would all benefit from becoming graceful jugglers who never need to focus on one ball at a time. In my book “Tinker, Dabble, Doodle, Try,” I explained how — through brain-based exercises that stimulate the default mode network (DMN), the brain’s “unfocus” circuit — we can train ourselves to become just that.tinker dabble double try

Here are three unfocus strategies that can help you develop parallel processing skills. They can make multitasking as easy as a handshake.

Dare to daydream

Throughout our lives, we’re told that daydreaming is a guilty, unproductive habit that distracts us from reality. On the contrary, however, science proves that daydreaming can actually be productive when it’s planned ahead of time and paired with a laid-back activity, like doodling or knitting.

This seemingly taboo practice played a major role in helping me leverage my passions for music, psychiatry, neuroscience and executive coaching into a business venture.

See Also: A Guide To Guilt-Free Daydreaming

Specifically, positive constructive daydreaming (PCD) is a technique that trains the brain to make quick associations and become more creative. To engage in PCD, pencil in a 10-minute period every day to find a quiet spot, pull your attention away from the computer screen and wander into your head.

Start the process by visualizing a playful and wish-laden image. It could be something relevant to the tasks currently on your plate. Then, allow this image to guide you on a productive daydreaming journey that helps you better predict the future.

According to Jerome Singer, the “father of daydreaming”, PCD is a reliable way to turn your brain into a fluent integration and association machine. This is a hallmark of parallel processing and a key ingredient of multitasking.

Get physical

A little bit of stress can actually go a long way when it comes to activating the DMN and unlocking your multitasking skills. However, it’s imperative to learn how to control this stress. Otherwise, your unfocus circuit can get stuck in the “on” position and you won’t be able to actually buckle down once it’s time to tackle tasks.

Brief periods of exercise- whether jogging or mock wrestling with your kids- offer a great way to reduce stress, bring more order to your DMN and boost your multitasking abilities. Rough-and-tumble play relieves the brain of the burden of focused attention while improving self-control. It switches your brain to autopilot and leaves you available to sense and respond.

This is exactly why I make a concerted effort to regularly incorporate physical activity into my life. I’m no Roger Federer, but I’ve found that my mind wanders toward innovative solutions when I play tennis. Through exercise, I’ve learned that physical fitness leads to mental prowess.

physical fitness

Provide feedback early and often

Motoring through your tasks without assessing your progress is the least effective thing you can do. Your brain doesn’t automatically update information and gauge results as you go along. You need to consciously provide it with this feedback and positive reinforcement. Otherwise, you’ll quickly find yourself feeling stressed and overwhelmed.

Feedback can be divided into two primary categories: local and global.

Local feedback pertains to specific tasks (e.g., “That conference call went well.”), while global feedback refers to the task list as a whole (e.g., “On average, everything seemed to have gone well.”). When it comes to multitasking, gravitate toward frequent local feedback. Check in with yourself after each task, ask yourself how it went and move forward while making any necessary adjustments.

Multitasking is a challenge to our brains. But, with some training, it can be an invaluable skill that goes beyond handshakes. Activate your DMN and familiarize yourself with its inner workings. The resulting enhanced brain function will allow for connections, coordination and smooth execution in times when you need to juggle tasks.

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June 12th

A man is whole only when he takes into account his shadow.

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With a God on His Side

Richard Rorty, the only American cited in all three of the Terry Eagleton books reviewed here, gets just one mention in Materialism, but it’s such a tell I’ll quote Eagleton’s sentence whole, nosegay of quotation marks and all: ” ‘Anti-philosophy,’ declares Richard Rorty, ‘is more unprofessional, funnier, more allusive, sexier, and above all more “written” ‘ than conventional philosophy.” What makes this a tell is how aptly it describes Eagleton himself while ostensibly honoring his heart’s delight, Wittgenstein. And if you doubt that either Wittgenstein or Eagleton is sexy, you’ve been sandbagged by its faux-pro-forma comparison. Take heart — compared to conventional philosophy, you’re probably pretty sexy too.

Whether you’re as funny, allusive, or written as Eagleton or Wittgenstein, however, is another matter, and the same goes for yours truly. Eagleton is a wonder — an English professor gone to heaven. A sickly kid born into a poor Irish working-class family in 1943, he was educated Roman Catholic and still very much identifies Christian, although he’s admitted that the pope might not concur. He also identifies Marxist, and has since he began graduate studies at Cambridge under my heart’s delight, Raymond Williams. Finally, he declared as a polemical anti-postmodernist as of 1996’s The Illusions of Postmodernism. Eagleton has taught at Oxford and Cambridge, Manchester and Lancaster, Yale and Duke and Iowa, Brigham Young and Notre Dame and Trinity College, and published some 45 books, one of which, 1983’s Literary Theory, is said to have sold 750,000 copies. That was the only one I’d read through till I began with 2016’s Culture, moved on to 2017’s Materialism, realized those two obliged me to backtrack to 2014’s Culture and the Death of God, and then decided I had to stop (but took six more out of the library just in case).

I read Culture because I recalled Eagleton fondly long after I’d lost interest in the structuralist-etc. gobbledygook Literary Theory explains so succinctly, turning my anti-academic interests instead to the long history of a “pop” that only began to be called that around 1850 — an expansive notion that’s bound up in the concept of culture, a term that none other than Raymond Williams excavated in his seminal 1958 Culture and Society. Williams, who is substantively cited although never explored in all these books, is chided gently early in Culture for his tendency to expand the term from the narrow “body of artistic and intellectual work” through “a process of spiritual and intellectual development” and then “the values, customs, beliefs and symbolic practices by which men and women live” until it finally signifies “a whole way of life.”

I’m in the values-and-customs camp myself but agree that as Williams holds and Eagleton warns, the concept is rather elastic. So for a typically witty and wide-ranging first chapter, Eagleton distinguishes between “Culture and Civilization.” Civilization, he observes, both antedates and codifies culture as an idea, which doesn’t mean it’s always such a great thing — after all, “Only civilized people can place sticks of gelignite in children’s playgrounds.” Then, gradually, he folds in such concepts as modernity, nature, art, and desire on his way to establishing two key ideas. First, ” ‘Superfluous’ does not necessarily mean ‘worthless.’ On the contrary, what makes life worth living is not for the most part biologically indispensable to it.” Second, “Culture must preserve the vigor and freshness of the natural while curbing its disruptiveness. A paradigm of this is the work of art.”

This chapter is such a tour de force I half expected the rest of the book to array illuminating epigrams into a glorious whole. But it was not to be. Eagleton comes less to praise culture than to bury both culture in the genteel sense and the cultural studies apparatchiks who make it their business to torpedo its pretensions, competing strains he packs into a single epigram: “the opium of the intelligentsia.” Glossing Burke, Herder, Wilde, and Wittgenstein and adding commentary from Marx and occasionally Nietzsche — all save Herder anti-philosophers, all favorites of Eagleton despite the highly un-Marxist politics of Burke, Wittgenstein, and especially Nietzsche — he honors culture-as-art’s vigor and freshness as he details just what he’s learned from such canonical artists as Swift, Blake, Coleridge, Mann, and Lawrence (and Matthew Arnold, whom he detests). But he also pinpoints culture-as-art’s blind spot: “It is a moral, personal or spiritual affair, aloof for the most part from the material realm of famines and economic slumps, genocide and women’s oppression.” About cultural studies, “where in some quarters culture has become a way of not talking about capitalism,” he’s less measured — it “deals in sexuality but not socialism, transgression but not revolution, difference but not justice, identity but not the culture of poverty.” Diversity’s not an absolute good, he insists (although ecologists disagree, for impeccably materialist reasons). Social change requires solidarity, not difference.

Functionally a long postscript to the somewhat heftier Culture and the Death of God, Culture left me feeling that Eagleton is more peeved by postmodernism than is good for the class struggle. In part this obviously reflects all the ways the succor and solidary pop music have helped make my life worth living and thinking about. Although Eagleton allows that “much popular culture is of superb quality,” he never tells us what, if anything, he’s learned from it, and I doubt he rooted for the late-’60s cultural studies tendency in U.K. academe as hard as I did. I also doubt he’s much more put off than I am by the fussy hermeticism that befell it. Yet he clearly isn’t inclined to see how invaluable the historico-sociological research cultural studies has engendered remains after you sift out the abstruse lefter-than-thou chaff. Which is probably why Materialism sat better with me.

After the extraordinary bit about the worldview’s moral imperative quoted above, Materialism sets off once more into the pomo swamps as Eagleton spends nine pages decrying a post-whatever “New Materialism” previously unknown to me in which matter “is rescued from the humiliation of being matter.” (“Rey Chow calls for a ‘revamped materialism defined primarily as signification and subject-in-process,’ which is rather like calling for a revamped idea of a rhino defined primarily as a rabbit.”) Then he dispenses briefly with Williams’s cultural materialism (the sociology of art rebranded), ’70s semantic materialism (Wittgenstein is deployed to dispatch that one), and Quentin Meillassoux’s speculative materialism, which Eagleton goes on about because he has it in for Meillassoux’s project of a bulwark against theism — against the possibility that there is a God. As a devout atheist who struggled to achieve that faith, I say Eagleton smokes him.

Granted, I’d never heard of Meillassoux, whose modest Wikipedia entry suggests that you probably haven’t either. Conventional philosophers, a tiny cabal, no doubt have. But as an anti-philosopher, Eagleton isn’t writing for them except by the bye. He’s writing for curious outsiders like me and you. So as in Culture, Materialism performs the trick of examining the topic at hand through other philosophers’ conceptual apparatus: Aquinas, Marx, Nietzsche, and Wittgenstein again. This particular trick is rendered trickier by the unlikelihood of every choice except Marx, whose main commonality with master theologian Aquinas, deranged anti-humanist Nietzsche, and evolved logical positivist Wittgenstein is genius of a magnitude that dwarfs even Burke’s, Herder’s, and Wilde’s — plus, Eagleton wants us to know, their materialism. I don’t have the space to outline Eagleton’s arguments, which is just as well because I probably don’t have the brains either. But I predict that if the idea of Materialism intrigues you, so will the real thing. Above all it celebrates the centrality for human beings of the human body in all its vulnerability, impermanence, and ability to connect us to the rest of matter via the sense organs — although not enough, I’d say, in its capacity for species of pleasure that make life worth living.

The human body is also the intellectual hero of the trilogy’s thesis statement, Culture and the Death of God. Basically a history of atheism, a word Eagleton reports only entered English in the 1500s and, he argues, took centuries to establish itself as a living mind-set, it’s typically informative as intellectual history. Enlightenment skeptics, he observes, targeted “priestcraft rather than the Almighty,” “a political rather than a theological affair” conceived by ruling-class intellectuals “to oust a barbarous, benighted faith in favor of a rational, civilized one.” Although hampered by the “naively rationalist faith that ideas are what men and women live by” — a point, Democrats please note, Eagleton harps on — most of them accepted religion on the grounds that “the skepticism of the educated must learn not to unsettle the superstition of the populace.” Bang: “Secular social orders thus have a problem with their moral rationales.” Boom: “Liberalism and Utilitarianism do not fare well as symbolic forms.”

The Idealists, the Romantics, and their many progeny fail to escape this dilemma, although Lord knows they try. “Reason, Nature, Geist, culture, art, the sublime, the nation, the state, science, humanity, Being, Society, the Other, desire, the life force and personal relations: all of these have acted from time to time as forms of displaced divinity,” Eagleton declares, and although Culture and the Death of God doesn’t touch all these bases, it comes close enough on its way to achieving its grand conclusion — that neither culture as a single concept nor the profusion of mutually tolerant subcultures can provide the moral rationale human beings require. As in Culture, I was especially struck by his account of the nearly forgotten Johann Herder, an 18th-century cleric from a poor family whose early embrace of German nationalism joined with his unprecedented notion of folk culture and his God-given empathy to render him the first multiculturalist while failing to enliven a prose style so grand and arid that I urge Eagleton to write a book about him. I was struck too by a point Eagleton likes to make — that in the sentence before Marx calls religion “the opium of the people” he also calls it “the heart of a heartless world.”

Although I accept Eagleton’s conclusion that where modernism experienced the death of God as a tragedy postmodernism doesn’t experience it at all, his anti-postmodernist carping can get tiresome, especially when generalized. And in this book especially his provincialism is irksome — crucial Americans from James Madison to Martin Luther King are MIA, which I hope reminds you that people of color have been strangely absent from this review. That’s because the only writers of color these books even mention is Salman Rushdie and the unfortunate Rey Chow (who’s also one of the few women cited). There’s no James Baldwin, no Henry Louis Gates, no Paul Gilroy, and indeed no Stuart Hall, the Anglo-Jamaican who pretty much invented cultural studies and does get a nice appreciation in the Eagleton collection Figures of Dissent. This troubles me because my own inexpert but intense and lifelong pondering of the philosophical conundrums Eagleton addresses has been so deeply inflected by the deeply earned life force of African-American writers and, of course, musicians — as were, I can’t not mention, the more expert theorizing of two dead friends and major influences of mine, Marshall Berman and Ellen Willis, both committed Marxians if not Marxists, Berman more scornful than Eagleton of pomo fiddle-faddle and Willis almost as much. I hope he’s checked them out.

One reason I’m such a firm atheist is that my belief system was constructed against the headwinds of a Protestant fundamentalism Eagleton regards with unseemly contempt — it’s bad all right, foul sometimes, Christianist I like to call it, but with exceptions and qualifications more complex and numerous than most leftists have the agape to imagine. My moral values and particularly my empathy were inflected by my church youth — “faith, hope, and charity, but the greatest of these is charity.” But since I share them actively with a wife who was raised agnostic, I’ve come to believe they redound more to warm and decent parents, fulfilling work and love, and the psychochemistry I was born with, all of which might also be called my luck, and that this kind of luck is the world’s best hope.

My guess is that Eagleton enjoyed similar advantages. But in addition he makes use of a God this atheist found inspirational — a God who proves his love for humanity by inhabiting one of those human bodies Materialism makes so much of, and dying in it. That body belonged to a “scruffy, plebeian first-century Jew,” “a political criminal,” “a prophet who was tortured and executed by the imperial powers for speaking up for justice, and whose followers must be prepared to meet the same fate.” I don’t have much faith in the practical viability of a Christianity that keeps St. Paul and the Book of Revelation on the down-low. But if Christianity so defined helps Terry Eagleton make the most of his luck, that makes his luck ours and renders his faith a compelling enough moral rationale by me.

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6 Productivity Mistakes Successful People Never Make

You’re reading 6 Productivity Mistakes Successful People Never Make, originally posted on Pick the Brain | Motivation and Self Improvement. If you’re enjoying this, please visit our site for more inspirational articles.

“Winners never quit and quitters never win.” – Vince Lombardi

It’s true: if you want to rise to the top in business, you should buckle up because the ride can get pretty rocky. These days, competition is fiercer than ever across industries, and challenges and pitfalls lurk at every corner, which makes a life of 21st-century entrepreneurs tougher than their parents had it. Still, achieving peak productivity and superior business results can be a bit easier if you know how to avoid common mistakes that can slay your success before you get to savor its sweet taste. Don’t know which performance killers to watch out for? Here’s a list of six things successful people never: use it as a signpost as you elbow your way to top industry tiers.

1. Successful people never waste time on social media

Facebook, Instagram, and Twitter can be fun, but successful people whose eyes are set on peak productivity never get sucked into the vortex of social media. If you’re not using social networks for business purposes, you should limit the time you spend online or use it as a reward to savor after the work day is done. After all, control over your time is at the end of your own fingertips, and if you let it go to waste, you’ll have only yourself to blame.

2. Successful people never treat their wellbeing frivolously

Successful people know that ill health and exhaustion can punch deep holes in productivity, and they listen to their bodies and strive to stay fit and energized at all costs. If you want to max out your productivity, you should go over your carte du jour and see whether it can be adjusted with peak health in mind. To stay on the successful side of the bed, you can devise a bedtime routine and buy new mattresses online: it’ll make sure your batteries get a full recharge every night.

3. Successful people don’t stress over things they can’t control

Worrying is a waste of time and mental power, and successful people know they can’t afford to lose either. Instead of pondering on possible outcomes and different scenarios of development of events, try to focus on action-based activities and things that are in your control. By doing so, you’ll get more done and you’ll stay on the positive side of the mindset while allowing things beyond your control to work themselves out in their own time.

4. Successful people never start a day without a game plan

Long-term productivity is built from blocks of habit, and successful people know it well. For this reason, successful people never start the day without a game plan, and they stick to the priority list and the things they want to achieve religiously. To hack peak productivity, it’s a smart idea to make a list of your daily tasks and to use it as a roadmap in the quest for superior results in both professional and private life.

5. Successful people never compare themselves to others

Have you ever caught yourself comparing your productivity to others’ performance? If you have, you probably know that it’s a one-way ticket to misery and anger. Successful people never waste energy trying to be better, smarter, or more productive than others: they focus on their To Dos and strive to get as much done as is possible in the given circumstances. Comparing your output and your coworkers’ performance will get nothing done: it’ll just do your self-esteem in.

6. Successful people never ponder on past mistakes

Mistakes are a normal part of life, but stressing over them is futile. That’s why successful people never waste time dwelling on errors and ‘What If’s. Instead, they learn from mistakes and move past them, and they know that negative experiences are valuable lessons with growth potential. If you want to rise to the top, you need to be prepared to make mistakes – but you also need to be able to prevent less than stellar outcomes from getting you down.

The road to professional achievement might not be covered in roses but there’s no need for you to get pricked by just about every thorn you stumble upon as you elbow your way to success. If you want to speed up the pursuit of top-notch productivity and business results, at least try not to make the most common mistakes that will shatter your performance in a blink. Good luck!

 

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A Voice for the Voiceless

From the age of fourteen until he graduated from high school in 1946, Philip Levine worked summers and after school, first at part-time jobs in the neighborhood and then in factories. Even after he got his bachelor’s degree from Wayne State University in 1950, he continued working the same type of jobs. As his witty mother used to joke, “Philip set out to prove there is social mobility in America, so he got born smack-dab in the middle of the middle class, grew up in the lower middle class, and then as an adult joined the working class.”

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