The 20 best color combos for your bedroom Choosing the best color combinations is the first thing you should deal with when it comes to redesigning your room or apartment. It’s important to make sure you’ve found the right combination that will make your place look stylish, modern and harmonious. We here at Bright Side have found some seriously useful tips on how to choose the ideal color pattern for your bedroom. Turquoise and green ripvan100 Lilac and gray stroydodyr Red and blue designershowhouse Beige and turquoise interiordev Green and pink giesendesign Mustard and berries homedecorpin Orange and brown ikea Mustard yellow, red, and blue housetohome Purple and blue designrulz White, black and blue welke Coral and beige wheretoget Gray and gold giesendesign Turquoise and brown designimbibe Peach and green decoritem Green and coral mydecorative Dark turquoise and gold giesendesign White, orange and black ideasdesign Orange and blue thesmartswarm Dark-blue and red interiormagazines Lemon and gray imageelf
Os 10 melhores testes de personalidade online Quando apresentei o teste de personalidade MBTI a um amigo, ele logo que viu o resultado me perguntou: "Que tipo de magia tem esse teste?" Simplesmente respondi: "Não é magia, é psicologia". Os testes de personalidade não são mágicos, no entanto são ótimas ferramentas para nos ajudar a entender como funciona nossos traços de personalidade e posteriormente entender nossas reais motivações. Fizemos uma profunda pesquisa na internet brasileira e encontramos vários sites que ofereciam testes de personalidade, no entanto era fácil perceber o baixíssimo nivel de confiança dos testes. É importante ressaltar que os testes de personalidade estão longe de ser 100% exatos. 1. O teste de personalidade MBTI foi desenvolvido durante a segunda guerra mundial usando como base o livro "Tipos psicológicos", de Carl Jung, escrito em 1921. 2. Teste de personalidade premiado, desenvolvido pela psicóloga americana Felicitas Heyne, conhecida por escrever o Best-Seller "book-author". 3. 4. 6. Novo! 7. 8.
The Olympics' Greatest Feat: An Unpaid, Highly Engaged Workforce - Rob Goffee and Gareth Jones by Rob Goffee and Gareth Jones | 7:00 AM August 8, 2012 They are all over the Games. They greet you at the airport. They direct you from the trains. There are 70,000 of them, constituting nearly half of the Olympic workforce, Britain’s biggest peacetime mobilization of people since the Second World War. They are the volunteers … and they are everywhere. Their approach is a joy. When visitors marvel about the spirit of the games, the volunteers are a very big part of it. What’s more, their enthusiasm is contagious. What these workers are doing is exceeding the normal expectations of their roles. A theme of our recent research is that, when people interact with an enterprise, they don’t want to encounter mere role-players—no matter how skilful they might be in their roles. So what can the corporate world learn from all this? The Olympic volunteers remind us what real engagement looks like.
How to Tell if a Relationship is Karmic, Soulmate or Twin Flame. “Soulmates aren’t the ones who make you happiest, no. They’re instead the ones you make you feel the most. Burning edges and scars and stars. Old pains and pangs, captivation and beauty. We all desire to not just fall in love—but to be part of that “once in a lifetime” type of love story. As we are evolving, so are our romantic relationships. No longer are we satisfied by those unions that are convenient or that seem to fulfill specific ideals that our families or society have taught us we should aspire to. We are searching for that once in a lifetime crazy type of love—but what really separates twin flames from soulmates and karmic relationships? The biggest truth is that one of these relationships isn’t better than the other—it just depends on what lifetime we are in, here on earth, and what lessons we currently are in the process of learning. Sometimes we may experience none of these relationships in a lifetime, and in others we may experience all three. Relephant: Author: Kate Rose
How to Use Your Access Code Your access code allows you to take the Clifton StrengthsFinder 2.0 assessment and access the StrengthsFinder 2.0 resources on this website. If you do not have an account: Click Enter Access Code on the upper-right corner of the page.On the Registration page, enter your information in the available fields, and type your access code in the Access Code field at the bottom of the page. If you already have an account: NOTE: If you have an account from another Gallup site, you can use the same credentials to sign in on this site. Click Sign In on the upper-right corner of the page.NOTE: If you are already signed in, skip this step and proceed to step 3.On the Sign In page, enter your username and password in the appropriate fields, and then click Sign In.Click My Dashboard at the top of the page.In the middle of the My Dashboard page, click the Enter an access code button in the "StrengthsFinder 2.0" area.On the Access Code Entry page, enter your access code.
Can You Take Your Strengths Too Far? - Jack Zenger and Joseph Folkman by Jack Zenger and Joseph Folkman | 2:04 PM October 2, 2012 For the past decade, leaders have been encouraged to focus on developing their strengths rather than always gravitating to working on a weakness. But is this too much of a good thing? Lately, a number of business thinkers have suggested so. It’s tempting for those of us strongly committed to developing leadership strengths to ignore such dissent on the grounds that any new practice will attract critics. We don’t think so. Like many of those who are raising doubts about the limits of developing leadership strengths — as Robert E. We also strongly agree with them that serious weaknesses should not be ignored. People can and do behave inappropriately — and they do things to excess. Where we part company is in labeling any those behaviors as a strength. We find it constructive to use a definition of “a strength” based on the work of psychologist Martin Seligman, among others. Instead, we find the data tell a consistent story.
Care and Feeding of INFJs by Matt Knight on Prezi The Why of Work | The RBL Group Driving Engagement by Focusing on Strengths The two of us spend a tremendous amount of time helping organizations build higher levels of employee engagement. We do this not just because it's the right thing to do for employees -- we do it because Gallup's research has proven that the more engaged your employees are, the better results your organization achieves. That same research has shown that managers play an essential role in driving engagement. We've understood this for a long time, but we decided to dig deeper and look more closely at how certain management styles could have a particularly powerful impact on employee engagement. No news is not good news A manager's approach to engagement is a broad topic. employees felt their manager focused mostly on employees' strengthsemployees felt their manager focused mostly on employees' weaknessesemployees did not feel their manager focused on either strengths or weaknesses Why is this important information for managers? Leaving too many employees disengaged
We Are Not Here to Fix Each Other. “If the world were merely seductive, that would be easy. If it were merely challenging, that would be no problem. But I arise in the morning torn between a desire to improve the world and a desire to enjoy the world. Most mornings as I wake up, a large part of my heart longs to save the world, to heal hurts, to fix people where they are broken. Maybe I’m too sensitive. When I was a child, I hated being in crowded places; being near so many people dealing with difficult emotions overwhelmed me. As I got older, I found ways to deal with it, to deal with all of the emotions bouncing around from people, to deal with all of the anger, the sadness, the pain in the world. As I grew up, I sought out careers instinctively that afforded me the opportunity to help others. When my vocation shifted toward health and healing and I entered massage school, I realized something striking and nearly quit. It’s taken me years to realize this one true thing: We are not here to fix each other. But I couldn’t.
Good Think Inc | A Positive Psychology Consulting Firm Ringing in a Truly "New" Year Many of our readers soon will celebrate the beginning of a new year. Some will indulge in revelry, reflection, and resolution. Others will enjoy their accomplishments, while thinking about the improvements they want to make in 2002. The desire for self-improvement is integral to the human spirit. Even though many people will start the year determined to eat less, exercise more, find a better job (or just do better at their job), they probably will find themselves, as the year progresses, exercising less, eating more, and stuck in the same old job with the same old headaches. Although the desire for self-improvement is universal, making real improvements seems out of reach. What's wrong with this picture? As a society, we tend to think that the best way to improve is by fixing our weaknesses, not by developing our strengths. This same mistaken notion about development is at the heart of many companies' human resource philosophies. Is this a weakness? Is this a weakness?