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Body Language. 10 Scientific Keys to Changing Anything In Your Life. Changing your behavior is hard. Luckily, there is a scientifically proven way to do it that gives you the best chance of success. Anyone who is trying to change their behavior without understanding this science needs to stop, now. Read up on the science. Learn to do it the more effective way. Then, start again, with better strategies, and create the life you’ve always wanted. Here’s the other thing you should know: behavior change is hard. But that’s okay. It just so happens that here at Fierce Gentleman we believe that every man is destined for greatness. So, below we give you the keys to greatness: 10 scientific keys you need to change anything in your life. Of course, information alone does not lead to life change.

But never before has so much high-quality, scientifically-validated information been available for free, to anyone, to get their path started: 10 Scientific Keys to Change Any Behavior Willpower is weak. Ready for more? Click here to get the full ebook with 23 principles. 37-secrets-only-successful-people-know. The business of business isn't really all that complicated. While there is, of course, specific knowledge required for specific industries, this post encapsulates everything that you'll need to know to survive and thrive in the business world. The lists below are adapted and condensed from my recently published book, Business Without the Bullsh*t: 49 Secrets and Shortcuts You Need to Know. 1. How to Become More Optimistic EXPECT something wonderful to happen every day.TREAT people as you'd want to be treated.DON'T waste breath fighting about things you can't change.CONCENTRATE on the job at hand, not the results you seek.ASSUME other people mean well.AVOID depressing people and conversations.EAT something delicious every day.TURN OFF the background television.ADOPT an attitude of gratitude.REMEMBER that the best is yet to come. 2.

How to Eliminate Stress 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. 36. 37. Post-its are the secret to getting people to do your bidding. Maybe it's the sticky back. Maybe it's the innumerable bright colors and sizes. Whatever it is, scientists have recently learned something important about Post-it notes: People who use them get stuff done. Specifically, they get other people to get stuff done. A set of experiments by Sam Houston State University professor Randy Garner has found that when asking someone to take care of a task, adding the personal touch of a sticky note can make it something others want to complete.

His discovery suggests that a sticky note with a handwritten request on it is more like a favor than a task or request, and people are more likely to want to help someone who asks a favor than demands a result. In one experiment, he sent surveys to three groups of 50 professors. Seventy-six percent of the professors returned the survey if they'd received a Post-it with a handwritten note, compared to just 36 percent who returned with a cover letter only.

Why does this happen? How to Know If You Talk Too Much. We hope the conversations that take place on will be energetic, constructive, and thought-provoking. To comment, readers must sign in or register. And to ensure the quality of the discussion, our moderating team will review all comments and may edit them for clarity, length, and relevance. Comments that are overly promotional, mean-spirited, or off-topic may be deleted per the moderators' judgment. All postings become the property of Harvard Business Publishing. We hope the conversations that take place on will be energetic, constructive, and thought-provoking. To comment, readers must sign in or register. And to ensure the quality of the discussion, our moderating team will review all comments and may edit them for clarity, length, and relevance. Millennials Want to Be Coached at Work. Imagine showing up to play an important college basketball game on a fabled rival’s home court, only to find you’ve forgotten your shoes.

Now consider what to expect from your coach, after losing the game. A royal chewing out for not having your head in the game? The cold shoulder? Worse? Neither, according to NBA hall-of-famer Grant Hill, as he recalls the incident. The young people in your office aren’t so very different from the young Grant Hill at Duke. Our subsequent conversations with hundreds of Millennials made it clear that what they want most from their managers isn’t more managerial direction, per se, but more help with their own personal development.

Inspire me. Hill reminisced that, “One of the things that really impressed me [about Coach K] … was his ability to motivate and inspire … before games, in the locker room, having that right message to get you fired up, ready to run out there, and run through a wall. Surround me with great people. Be authentic. The Ups and Downs of Being a Perfectionist. Almost everyone out there knows someone who’s a perfectionist, if they aren’t one themselves. Some people are perfectionists in only one aspect of their life (such as school or work) while others apply their perfectionist tendencies to every aspect of their lives. Perfectionism is often looked at by those who don’t share the same obsession as a negative personality trait.

In reality, perfectionism has both positive and negative impacts. Learning to work within the constraints of being a perfectionist can lead to much higher productivity, but not working with those traits can lead to much lower productivity. What is Perfectionism? Your average perfectionist believes that not only is perfection achievable, but that it should be achieved whenever possible. They always strive to make their work better, and often derive pleasure from investing time and effort into their projects. The Upside of Being a Perfectionist Perfectionism has a lot going for it. The Downside to Perfectionism. Play to win: 7 steps to making gamification work in enterprise. Not all players are the same! Join GamesBeat's Dean Takahashi for a free webinar on April 29th that will explore why players leave Free to Play games and how you can change this. Sign up here. These days, chances are if you mention gamification in conversation, you’ll invoke a bit of a debate.

Everyone has an opinion — whether hyped, disputed, or applauded – on the benefits of gamification, the blanket term for motivating and rewarding participants in non-game contexts. In enterprise especially, the buzzword has seen widespread adoption in recent years and is credited with engaging employees, motivating behaviors, and driving innovation. But while gamification might seem simple and basic in theory, applying it and designing a program tailored to fit your enterprise and unique business challenges take time and careful thought. Gamification is not slapping badges on the world; it is motivating salespeople or whomever the target audience is to focus on the right things. Why You're Talking Past Each Other, and How to Stop - Judith E. Glaser. By Judith E. Glaser | 12:00 PM December 20, 2012 Twenty-eight years ago I began my first experiment in what I call conversational intelligence.

I was hired by Union Carbide to work with 17 high-powered sales executives in danger of losing a bid for a key contract. My job was to figure out how they could raise their game and beat the other seven competitors. For more than two weeks I had them role-play potential conversations with “customers” and I charted what they said. Having spent thousands of hours observing executives in similar, real-world situations — from prospecting to performance reviews, business development to innovation — I can tell you this is a common problem. There is a biological explanation for this: when we express ourselves, our bodies release a higher level of reward hormones, and we feel great. These are natural impulses. Recognize your blind spots. Stop Start. Why We Blab Our Intimate Secrets on Facebook. A few years ago, when Leslie K. John was a doctoral student at Carnegie Mellon University, a classmate introduced her to a then-nascent website called Facebook. John took a look, scrolling through page after page of photographs, personal confessions, and ongoing accounts of people's every move.

She found the whole thing perplexing. “We show that people are prone to sharing more information in the very context in which it’s more dangerous to share.” "I didn't understand why people were putting all this information out there," says John, now an assistant professor in the Marketing Unit at Harvard Business School. John's curiosity led to a raft of collaborative research about information disclosure in the age of social media.

In short, the initial findings indicate that individuals are both illogical and careless with their privacy on the web. Creepy questions Specifically, John and two colleagues from Carnegie Mellon set out to study a common contradictory attitude toward Internet privacy. Reckitt Benckiser - Profile DeRBy. Adventurous: You enthusiastically embrace change. You demand a lot of variety in your life. You love a good discussion. You are unpretentious and relaxed. You do not feel the need to compete with others – you are happy with yourself. You don’t mind if you hold a different opinion. You crave new experiences. Analytic: You are a considered and careful person who reflects a lot. Cautious: You keep your head when others around are in danger of losing theirs. Composed: You are a very patient and balanced individual.

Considerate: You are unselfish and concerned for the welfare of others. Driven: You are highly ambitious: the “go-get-it” type. Energetic: You are proactive, calm and confident. Enigmatic: You have a strong emotional side. You are driven by your heart not your head. Giver: You get pleasure from helping others, especially when it comes to solving their problems.

Insightful: You like sharp thinking and straight talking. You always wear your heart on your sleeve.