Ideas for life~

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By nature, men are nearly alike; by practice, they get to be wide apart

http://shamada.net/weblog/rongo/archives/2010/04/

By nature, men are nearly alike; by practice, they get to be wide apart

Communication Skills~ 5 Tips To Improve Your Public Speaking - How To Speak Professionally

 Real Men Real Style

Inspiration~ Warren Buffett Shares His Most Essential Advice For Generation Y

NEWS source

by SEAN LEVINSON • MAY 8, 3:10PM

Warren Buffett Shares His Most Essential Advice For Generation Y

Warren Buffett assumed the role of mentor to the youth yesterday when he gave networking and career advice in an “Office Hours” session with Levo League, a site aimed to assist youngsters in making their dreams come true.

The Berkshire Hathaway CEO shared personal stories about his fear of public speaking, and notably told women to “stop holding yourself” back.

Here’s 9 points Buffett highlighted as some of the most important steps to follow on the path to success:

1. Find your passion.

“Never give up searching for the job that you’re passionate about,” he says. “Try to find the job you’d have if you were independently rich. … Forget about the pay. When you’re associating with the people that you love, doing what you love, it doesn’t get any better than that.”

2. Be careful who you admire.

“If you tell me who your heroes are, I’ll tell you how you’re gonna turn out. It’s really important in life to have the right heroes. I’ve been very lucky in that I’ve probably had a dozen or so major heroes. And none of them have ever let me down. You want to hang around with people that are better than you are. You will move in the direction of the crowd that you associate with.”

3. Learn how to communicate effectively.

While getting his MBA from Columbia University, Buffett revealed that he was “terrified of public speaking,” causing him to withdraw from a Dale Carnegie class. But after graduating he saw the ad for the course again and decided to give himself a second chance.

“I became associated with the 30 other people in the class. We couldn’t stand up in front of a group and say our own name. I mean it was — we were — it was pathetic. But that class changed my life in a big way.”

4. Develop healthy habits by studying people.

“Pick the person that has the right habits, that is cheerful, generous, gives other people credit for what they do. Look at all of the qualities that you admire in other people … and say to yourself, ‘Which of those qualities can’t I have myself?’ Because you determine whether you have them. And the truth is you can have all of them.”

5. Learn how to say “no.”

“You won’t keep control of your time, unless you can say ‘no.’ You can’t let other people set your agenda in life.”

6. Don’t work for someone who won’t pay you fairly.

“I do very little negotiation with people. And they do little with me, in terms of it … if I was a woman and I thought I was getting paid considerably less than somebody else that was equal coming in, that would bother me a lot. I probably wouldn’t even want to work there. I mean, [if] somebody’s gonna be unfair with you, in salary, they’re probably being unfair with you in a hundred other ways.”

7. Become involved with growing businesses.

“I mean, you want to get on a train that’s going to go 90 miles an hour and not one that’s gonna go 30 miles an hour and you’re gonna try to figure out how to, you know, push it along a little faster. So it really does make a huge difference. And there are some businesses that inherently [have] far more opportunities than others.”

8. Learn everything you can about your industry.

Buffett says he reads for six hours every day because he believes that growing your intellectual capacity will help you solve problems more effectively.

“I knew a lot about what I did when I was 20. I had read a lot, and I aspired to learn everything I could about the subject. “

9. Young women should seek mentors.

“These [mentoring] relationships all just evolve. I never set out to become a mentor … It’s amazing … how the person that really wants to do a terrific job just jumps out. There aren’t that many. You will be perceived as exceptional and as a worthy person for a superior to spend some extra time with if you just do something extra all the time. It seems elementary, but it’s true.”

At the end of the interview, Buffett reminded everyone to keep getting up after all falls because “you are healthy, and bright and have decades ahead of you.”

Right attitude~ As long as you keep trying!

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Self Development~ How to look for solution?

Recommended Books~ Showing Up for Life

Showing Up for Life

Book Description:

A heartfelt, deeply personal book, Showing Up for Life shines a bright light on the values and principles that Bill Gates Sr. has learned over a lifetime of “showing up”—lessons that he learned growing up during the Great Depression, and that he instilled in his children and continues to practice on the world stage as the co-chair of the Bill & Melinda Gates Foundation.

Through the course of several dozen narratives arranged in roughly chronological fashion, Gates introduces the people and experiences that influenced his thinking and guided his moral compass. Among them: the scoutmaster who taught him about teamwork and self reliance; and his famous son, Trey, whose curiosity and passion for computers and software led him to ultimately co-found Microsoft. Through revealing stories of his daughters, Kristi and Libby; his late wife, Mary, and his current wife, Mimi; and his work with Nelson Mandela and Jimmy Carter, among others, he discusses the importance of hard work, getting along, honoring a confidence, speaking out, and much more.

Showing Up for Life translates one man’s experiences over fourscore years of living into an inspiring road map for readers everywhere.

Praise

“Bill Senior is as wise as his son is brilliant. I’ve learned a lot from both of them and believe everyone can benefit from the insights Bill Senior shares in this book.”
—Warren Buffett

"Bill Gates Sr. is a wonderful example of what it means to be a global citizen, teaching us how we can work together for a more just and fair society."
former president Jimmy Carter

“Bill Gates Sr., does more than just show up in this charming and instructive guide to a good life. He shares lessons learned as a husband, a father, a lawyer, a philanthropist, and a citizen. Showing up for life is a gift of great value.”
—Tom Brokaw

source:-

• http://www.randomhouse.com/book/58671/showing-up-for-life-by-bill-gates-sr-and-mary-ann-mackin/9780385527026/#praise
• http://www.thegatesnotes.com/Books/Personal/Showing-Up-for-Life

Ideas for life~ Solution is the right way ! Not bragging about Past with anger or sadness or disappointment !

Photo source :)

Ideas for life~ 7 Cardinal Rules in Life

Photo source: Peaceful Warrior :)

Ideas for life~ try not to avoid the suffers

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Right attitude~ What we should do every morning?

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Inspiration Video~ Values in the video that you should be watching before you die.

1) Sylvester Stallone talking to his son in Rocky Balboa. 
2) Will Smith talking to his very young son in Pursuit of Happyness.
3) Al Pacino talking to his team before tan importantmatch in Any Given Sunday.

leadership~ Are you ready to lead the nation?

Link : http://tech.fortune.cnn.com/2010/03/19/global-threats-5-challenges-for-2010/

How to prevent the next global crisis

March 19, 2010: 3:00 AM ET

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The 5 traits that connect the world's biggest threats—and what we must do to stop future ones.

by Larry Brilliant, Skoll Global Threats Fund

San Francisco recently marked the Chinese New Year, a big event here with a downtown parade, fireworks and plenty of celebration. We moved from the year of the Ox to the year of the Tiger. Perfect. 2009 saw a certain ox-like obstinacy -- stunned by the economic downturn, people, governments and economies plodded along, keeping their heads down. 2010, however, is eminently Tigerish. We face many tremendously complicated issues this year. If tigers were global threats, this year we have many by the tail.

I sit on a committee on catastrophic risks for the World Economic Forum and co-chair a national committee on biological risks established by presidential directive. I also head up a new organization, the Skoll Global Threats Fund, which focuses on threats that -- if left unchecked -- might bring the world to its knees.

Skoll Global Threats Fund is brand new -- only half a year since Jeff Skoll started this new entity -- and we are setting about trying to find ways to help mitigate the risks from climate change, water scarcity, pandemics, nuclear proliferation and conflict in the Middle East.

There are some common denominators these threats share, which are for the most part also common to other grave global problems, like the financial system meltdown, global governance failures, and disruptions of global trade that our WEF committee deals with. And for many of these factors, the year of the Tiger is a turning point, a crossroads. Here are five common denominators:

1. Communication

Society in general does a lousy job of communicating that the kinds of global threats I mentioned are true risks that could affect us all, and when we do get that point across, it's usually too late. We have plenty of examples. Take Hank Paulson and the U.S. economic crisis. Things were fine until they weren't, and then they were really bad, really fast. The Bush administration failed to manage expectations or communicate the causes and cures of the impending meltdown. The way in which the risks of inaction were presented and the palpable fear in the eyes of Paulson and other officials made the crisis worse, resulting in greater fear, paralysis, and loss of jobs.

Or take pandemics. The World Health Organization uses a classification system that sounds to non-epidemiologists like hurricane warnings. Most would think a category 5 pandemic akin to Katrina destroying New Orleans. But as a global agency, WHO has adapted a system to assess the number of countries and regions affected, so its top-numbered categories describe spread, not death rate. So while swine flu indeed became one of the most widespread diseases in human history, it did not have the death rate with which we assume a pandemic is usually associated. In this case, a nuance, but what a misleading nuance. Will people treat the next pandemic, which could be far more lethal, less seriously now that they've seen -- and survived -- a mild one?

2. Uncertainty

All of these risks share qualitative and, especially, quantitative uncertainty. Scientific uncertainty, outcome uncertainty, and the unintended consequences of any interventions are common to most of these global threats. This keeps scientists and officials up all night, but it keeps actuaries, hedge funds, and insurance companies in business. I'm an epidemiologist and we report our science with "confidence intervals." I once wrote a paper that showed how an agricultural mix-up in Michigan led to an industrial chemical, Polybrominated Biphenyls (PBB), getting into the food chain and into the milk of nursing mothers. I was not able to tell how many of Michigan's mothers had PBB in their milk, but I estimated that more than 8 million nursing mothers had a fire retardant chemical in there, and I did so "with 85% confidence." Of course, the makers of that chemical were furious, but it was the immediate need for public health action that mattered most. Far more exhaustive studies showed it is more likely that 9 million mothers in Michigan had the contaminant in their milk. But from my study of a small sample, I was not able to give more than an 85% confidence. Whether it was 8 or 9 million, my point was served -- the milk that a huge number of women were feeding their children was contaminated, and we needed to act.

Science is like that. We talk in terms of probability and inferences that can be drawn from a sample of a certain size. We make projections over time that might be x or 2x. But policy makers -- and voters -- want exact answers, not estimates. In climate change, for example, the science is astoundingly good, very complex, and breathtaking in how much data and detail has been amassed. This may be the most competently studied large-scale phenomenon in history. And while the vast majority of serious scientists agree the evidence is clear that human activity causes and can prevent global warming, they do not communicate as well as your local TV weatherman. This failure to communicate to the general public, which scientists rarely think of as their primary job, has made it hard for average people to accept estimates with confidence intervals, ranges, probability statements and the "stuff" of academic science. After all -- if you are mired in a deep recession, you want to think about today's income, not about the confidence intervals around the ranges of projections that colorless, odorless, tasteless gases will cause the global temperature and the seas to rise years in the future.

It seems true, if inconvenient, that X millions of acres of seashore, Y hundreds of millions of climate refugees, and Z billions of malaria mosquitoes will result if we don't act. But scientists won't tell you the actual numbers for X, Y or Z. They will tell you they are "90% confident that there will be between 100 million and 1 billion climate refugees." Those wide ranges, coupled with the long delay time, the intangible nature of the risks, and the complexity, make this global threat a hard sell. It is much easier, as the coal industry has done, to tell people to wait for an oxymoron that does not exist like "clean coal" instead of making hard choices today. And as the-soon-to-be- published book Merchants of Doubt catalogs, vested interests have an easier product -- "doubt" -- to sell, i.e., the "doubt" about cigarettes causing cancer, hairspray causing holes in the ozone layer, and coal and oil causing climate change.

3. Low probability

I once co-authored an article in the Journal of Risk and Uncertainty about a survey of epidemiologists four years prior to the H1N1 influenza pandemic. We polled some of the smartest, top influenza experts -- and as a group they estimated the probability of a serious pandemic in the next ten years as 10%. What do we do with information like that?

We can't say "make a 10% effort to prevent the pandemic." Indeed, is a 10% risk of a global threat something to worry about? It is if the threat is highly consequential. We should all be worried if there is a 10% chance that hundreds of millions might die, but perhaps not so much if there is a 10% chance that dozens might. And there is a cumulative effect that should force us to become more prepared -- while the individual risk of large scale drought, rapid acceleration of global warming with catastrophic weather events, rapidly spreading highly fatal pandemics, and nuclear terrorism might each be small, in the aggregate, the risk that the world will face one or more of these threats in the coming decades are too high to be ignored. The low probability of any individual threat happening makes it harder to command the attention of the public or the policy makers, but knowing the aggregate or overall risk makes it imperative to plan sane prevention and mitigation strategies.

4. Leadership

Solving these risks requires real leadership of two kinds: effective, charismatic individual leaders and trusted institutions. We lack both, sadly. Where are today's Churchills, Roosevelts, Mandelas, Gandhis? We need leaders who are willing to make the difficult decisions, even if unpopular. We need leaders who can communicate the challenges and convince people of the need to understand the issues, not only the slogans, and to spend their most precious assets -- their time and political capital -- focused on problems that seem intangible, far in the future, uncertain, and even unlikely. And it is not just the individual leaders who are falling short. The institutions to deal with these threats are suffering under the weight of their years. The United Nations is over 60 years old, but many of its key components haven't changed to adapt to today's world. Global institutions tackling pandemics, proliferation, and other threats are also showing their age.

5. Public will and governance

I separate governance from leadership because they are different, albeit connected. A leader inspires people to make difficult choices. But getting those choices enacted into legislation, regulation and changes on the ground requires governance. And in a democracy, governance around these kinds of threats is really hard. In a democracy, leaders can't lead at all if voters won't elect them, and they can't lead for long if voters do not support their decisions. Yet on these threats, we have to ask voters to focus on events of uncertain probability that in many cases won't occur for a generation. We have to ask them to sacrifice their focus on short-term issues -- jobs, family, health -- and become political activists for something that doesn't directly benefit them in the near term. People intuitively understand why protecting the planet by heading off pandemics is a good thing. But it's hard to come home at the end of the day and say, "Boy, cutting emissions felt great today." Or "I know my kids are not at risk of getting that disease, but I got them vaccinated anyway to prevent children in other parts of the world from getting it." We need public will to be fully behind these difficult policies because without political engagement from citizens and pressure from below, governments will be reluctant -- and perhaps incapable -- of making the tough decisions needed to tackle these threats.

I believe it's not an exaggeration to point out that democracy itself will be put to the test by the governance challenge these threats entail. In democracies, majorities have proven highly resistant to voting against short-term personal interests in favor of incrementally reducing the risk of potential long-term societal catastrophes. We've been able to get away with this by and large up until now. But if we are not willing to make long-term investments in education, building sustainable infrastructure, reducing energy costs and getting off dependence on oil and coal, creating solutions to global water shortages, preventing pandemics, stopping nuclear proliferation and building sustainable peace, it's not just future growth that's at risk. It is our very form of government that we risk. If democracies cannot solve these critical problems, it may not be democracy that is the winning form of governance in this next round of global competition.

To develop effective ways to counter these global threats, we need to understand what they have in common: They are hard to communicate, driving personal sacrifice and political engagement on them difficult, making both leadership and governance hard. Each of these great global threats individually may be rare, but highly consequential and, in the aggregate, they are too important to ignore. And globalization has accelerated them all. Strategies to meet these threats have to embrace all these components. And there's one more thing we need: speed. We're running out of time.

As a planet, we face huge challenges. 2010 will be a decisive year. Let's get to work figuring out the answers. Get involved. Learn about these issues, petition your leaders, demand that we prepare now, and vote for those who are working constructively to tackle these challenges. Support the work of scientists and other organizations working on solutions. Teach your kids about them. These aren't someone else's problems. They're all of ours.

Larry Brilliant joined the Skoll Global Threats Fund after serving as the first executive director of Google.org. An MD and MPH, Larry was one of a four-person U.N. team that led the successful smallpox eradication program in India and South Asia. He later founded the Seva Foundation, whose projects have given back sight to nearly 3 million people worldwide.  Larry also co-founded The Well, a pioneering digital community and was a professor of international policy and epidemiology at the University of Michigan.

Self Development~ Personal SWOT Analysis

article grabbed from here :)

Personal SWOT Analysis

Making the Most of Your Talents and Opportunities.

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What are YOUR strengths and weaknesses?

© iStockphoto/vgajic

"Chance favors the prepared mind."
– Louis Pasteur

You are most likely to succeed in life if you use your talents to their fullest extent. Similarly, you'll suffer fewer problems if you know what your weaknesses are, and if you manage these weaknesses so that they don't matter in the work you do.

So how you go about identifying these strengths and weaknesses, and analyzing the opportunities and threats that flow from them? SWOT Analysis is a useful technique that helps you do this.

What makes SWOT especially powerful is that, with a little thought, it can help you uncover opportunities that you would not otherwise have spotted. And by understanding your weaknesses, you can manage and eliminate threats that might otherwise hurt your ability to move forward.

If you look at yourself using the SWOT framework, you can start to separate yourself from your peers, and further develop the specialized talents and abilities you need to advance your career.

How to Use the Tool

To perform a personal SWOT analysis, print out our free worksheet, and write down answers to the questions in each area below.

Strengths

• What advantages do you have that others don't have (for example, skills, certifications, education, or connections)?
• What do you do better than anyone else?
• What personal resources can you access?
• What do other people (and your boss, in particular) see as your strengths?
• Which of your achievements are you most proud of?
• What values do you believe in that others fail to exhibit?
• Are you part of a network that no one else is involved in? If so, what connections do you have with influential people?

Consider this from your own perspective, and from the point of view of the people around you. And don't be modest or shy – be as objective as you can.

And if you have any difficulty with this, write down a list of your personal characteristics. Some of these will hopefully be strengths! You can also learn more about identifying your strengths in our article on "Your Reflected Best Self™".

Tip:Think about your strengths in relation to the people around you. For example, if you're a great mathematician and the people around you are also great at math, then this is not likely to be a strength in your current role – it may be a necessity.

Weaknesses

• What tasks do you usually avoid because you don't feel confident doing them?
• What will the people around you see as your weaknesses?
• Are you completely confident in your education and skills training? If not, where are you weakest?
• What are your negative work habits (for example, are you often late, are you disorganized, do you have a short temper, or are you poor at handling stress)?
• Do you have personality traits that hold you back in your field? For instance, if you have to conduct meetings on a regular basis, a fear of public speaking would be a major weakness.

Again, consider this from a personal/internal perspective and an external perspective. Do other people see weaknesses that you don't see? Do co-workers consistently outperform you in key areas? Be realistic – it's best to face any unpleasant truths as soon as possible.

Opportunities

• What new technology can help you? Or can you get help from others or from people via the Internet?
• Is your industry growing? If so, how can you take advantage of the current market?
• Do you have a network of strategic contacts to help you, or offer good advice?
• What trends (management or otherwise) do you see in your company, and how can you take advantage of them?
• Are any of your competitors failing to do something important? If so, can you take advantage of their mistakes?
• Is there a need in your company or industry that no one is filling?
• Do your customers or vendors complain about something in your company? If so, could you create an opportunity by offering a solution?

You might find useful opportunities in the following:

• Networking events, educational classes, or conferences.
• A colleague going on an extended leave. Could you take on some of this person's projects to gain experience?
• A new role or project that forces you to learn new skills, like public speaking or international relations.
• A company expansion or acquisition. Do you have specific skills (like a second language) that could help with the process?

Also, importantly, look at your strengths, and ask yourself whether these open up any opportunities – and look at your weaknesses, and ask yourself whether you could open up opportunities by eliminating those weaknesses.

Threats

• What obstacles do you currently face at work?
• Are any of your colleagues competing with you for projects or roles?
• Is your job (or the demand for the things you do) changing?
• Does changing technology threaten your position?
• Could any of your weaknesses lead to threats?

Performing this analysis will often provide key information – it can point out what needs to be done and put problems into perspective.

A Personal SWOT Example

What would a personal SWOT assessment look like? Review this SWOT analysis for Carol, an advertising manager.

Strengths

• I'm very creative. I often impressing clients with a new perspective on their brands.
• I communicate well with my clients and team.
• I have the ability to ask key questions to find just the right marketing angle.
• I'm completely committed to the success of a client's brand.

Weaknesses

• I have a strong, compulsive need to do things quickly and remove them from my "to do" list, and sometimes the quality of my work suffers as a result.
• This same need to get things done also causes me stress when I have too many tasks.
• I get nervous when presenting ideas to clients, and this fear of public speaking often takes the passion out of my presentations.

Opportunities

• One of our major competitors has developed a reputation for treating their smaller clients poorly.
• I'm attending a major marketing conference next month. This will allow for strategic networking, and also offer some great training seminars.
• Our art director will go on maternity leave soon. Covering her duties while she's away would be a great career development opportunity for me.

Threats

• Simon, one of my colleagues, is a much stronger speaker than I am, and he's competing with me for the art director position.
• Due to recent staff shortages, I'm often overworked, and this negatively impacts my creativity.
• The current economic climate has resulted in slow growth for the marketing industry. Many firms have laid off staff members, and our company is considering further cutbacks.

As a result of performing this analysis, Carol takes the bold step of approaching her colleague Simon about the art director's maternity leave. Carol proposes that both she and Simon cover the job's duties, working together and each using his or her strengths. To her surprise, Simon likes the idea. He knows he presents very well, but he admits that he's usually impressed by Carol's creative ideas, which he feels are far better than most of his.

By working as a team, they have a chance to make their smaller clients feel even better about the service they're getting. This takes advantage of their competitor's weakness in this area.

Key Points

A SWOT matrix is a framework for analyzing your strengths and weaknesses as well as the opportunities and threats that you face. This helps you focus on your strengths, minimize your weaknesses, and take the greatest possible advantage of opportunities available to you.

Enjoy and Laugh~ Having Tattoos is badass!!

source: youtube, https://www.facebook.com/passiontab

Tattoo is your body's image, the tattoo represents your image.
think twice before you do it! 

self development~ there is no end to the adventures that we can have.

photo taken from here :)

self development~ I'm not doing shit today!

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self development~ 50 things Money CAN'T buy

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self development~ Have you ever pushed yourself to your limit?

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quotes~ Be at peace not in pieces

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