Mandelbulber ::: 3D fractal explorer ::: open source / 64-bit / ray marcher 15 Revealing Signs You Genuinely Love What You Do Passion and purpose--in short, doing what you love--can be difficult to find. Some people search forever. Some gain remarkable skills and talents only to think, I'm great at this. Though we would all like to be happier at work, at times it's easy to miss the work-we-love forest for the irritation trees. See what you think. 1. 2. 3. When you love your work, you don't gossip about the personal failings of others. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. If you would say to your child, "No, I would never want you to have to deal with that," why do allow yourself to continue to deal with that? Naturally, you want your kids to be happy. How many of the above statements apply to you and your business? If you said: 0-4: You need to find a line of work. 5-8: You don't hate your work but don't love it either. 9-12: You really enjoy your work and the people you work with.
fear.less - real-life stories of overcoming fear Stuff White People Like 12 Most - Savvy smartitude for Busy Professionals, easy to digest list posts that mean business! Scholars’ rude awakenings | Features Does bitchiness serve any useful scholarly purpose? Source: Paul Bateman In the German context, a question is either an attempt to present one’s own view or an attack meant to question the authority of the speaker It seems to me”, says Clive Bloom, emeritus professor of English and American studies at Middlesex University, “that academics are the rudest people on earth.” Bloom’s first book, The Occult Experience and the New Criticism (1986), was greeted with a review claiming that it “mentions every orifice except the arsehole from whence [it] emerged”. And this, in Bloom’s cheerfully jaundiced view, is part of a wider sense of “resentment and defensiveness” resulting from the fact that most academics “don’t really produce anything that people want”. It is not difficult to turn up examples of academics being deliberately rude to each other, whether in print or in person, openly or anonymously. Can the same be said about really vicious reviews? Click to rate 0 out of 5 stars
the childhood beliefs site - I Used To Believe 12 Most Timeless Principles for Bringing Out the Best in People No matter what you do, people are involved. How to interact, to lead and to motivate is an ongoing challenge. In short, what can you do to bring out the best in people? Over 25 years ago, Alan Loy McGinnis, wrote a book to teach people how to do exactly that. Though technology has changed much in the way we do business, people are the same. Thus, the principles in his book “Bringing out the Best in People” still apply. 1. Though it may seem obvious, it’s not always the reality. “Treat a man as he appears to be, and you make him worse. 2. How do you do this? “You can get everything in life you want if you just help enough other people get what they want.” 3. Those who succeed know the pleasure of setting high standards and living up them. “The best kept secret in America today is that people would rather work hard for something they believe in than enjoy a pampered idleness.” 4. People who learn that mistakes or failures are only temporary, are the ones who go on to do great things. 5. 6.
Maker's Schedule, Manager's Schedule July 2009 One reason programmers dislike meetings so much is that they're on a different type of schedule from other people. Meetings cost them more. There are two types of schedule, which I'll call the manager's schedule and the maker's schedule. When you use time that way, it's merely a practical problem to meet with someone. Most powerful people are on the manager's schedule. When you're operating on the maker's schedule, meetings are a disaster. For someone on the maker's schedule, having a meeting is like throwing an exception. I find one meeting can sometimes affect a whole day. Each type of schedule works fine by itself. Our case is an unusual one. I wouldn't be surprised if there start to be more companies like us. How do we manage to advise so many startups on the maker's schedule? When we were working on our own startup, back in the 90s, I evolved another trick for partitioning the day. Speculative meetings are terribly costly if you're on the maker's schedule, though. Related: