e-Panorama

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Welcome Nav Samvat 2064

...Inside This Issue ...

Magnet People Their Secrets &
How to Learn From Them
The Universe as a Hologram (Part - I)
Accept the Change
The Art of Giving
Why we cannot tolerate Criticism

10 Principles for the new year

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:: Magnet People ::
Their Secrets & How to Learn From Them
There are too many people in leadership positions, trying to be charismatic and too few are
truly magnetic. Self centred fake leaders shrink the potential of those who follow them and
perpetuate dependency. The difference between Magnetic People and charismatic one are :

Charismatic

Magnetic

Tend to be selfish
Unselfish
Usually Takers
Givers
Usually insecure and always need applause
Secure without it
Trust words to keep loyalty
Rely on action
Concentrate on creating favourable impression
Create commitment
Focus on themselves
Focus on the cause or Job to be done

Magnetic people are exemplary mentors, leaders and character models. They
attract people because, they help them without expecting constant praise or
unquestioning alliance. Magnet people are always objective. When it is time to
solve a problem, make a decision, or implement a change, Magnetic People ask
these questions What are the facts? Where is the evidence? Why Should I
believe you?
They want facts first. After facts are in hand they welcome opinions, judgements and
impressions. This does not mean magnet people are automatons who value reason alone. On
the contrary, they are ready and willing to consider the social, political, emotional and
relationship aspects of a decision once they have the evidence. But before they start down
the track, they want to know whether they are dealing with a mountain or a molehill.
Besides examining the evidence carefully, they also listen carefully. They surround

themselves with people who speak freely, ethically, honestly. No yes Men
here! They know that selecting people whose only function is to agree will not
lead to the best decision. They want to be influenced toward the best decision.
not the one that might be politically acceptable.
Magnet people work toward the best possible decisions because they concentrate on ideas,
projects, and relationships that will outlive them. The four ways they make those decisions
and ensure legacy are :

- Dont look back

- Look for what is wrong before who is wrong
- Value performance over seniority
- Ignore entitlement and earn everything.
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First rate people hire first-rate people; Second rate people hire third rate people. -

1. Dont Look Back :

Dont look back means dont get struck up in the past.
History is important but historical thinking prevents individuals and organisations from
adapting to new challenges and changes.
Magnet people have an appreciation for the past, and they use it to stay focussed on the
present and the future. They know that our personal and organisational histories reveal much
about our strengths, weaknesses, accomplishments, values, priorities and potential. They
know it can help predict how one person will treat another, and what will be expected in a
relationship.
But they dont let the past trap them.
Hewlett- Packard [ HP] CEO Carly Fiorina is a fine example. HP values its history so much
that its employs a full time archivist to care for its over 60 years of artefacts. Even the
garage where the company was started is a shrine to would be entrepreneurs. But, instead of
letting the company rest on its distinguished laurels, Fiorina is prompting HP staff to focus
on a world in which technological change is faster than ever.
Like Columbus, Fiorina and her executives steer by the stars.
As he left charted waters, Columbus shared his approach to navigation with his sailors. He
knew it was impossible to set a course by watching the ever-changing waves. A wise
captain charts his course by a star which does not move, he said. When your journey is
long and the way before you is rough, never take your eyes off the North star. Focus your
visions on beautiful, unwavering, constant Polaris.
Dont make decisions by looking at the waves. Chart your course according to fixed starsprinciples and values you hold dear and that will sustain you through good times and bad.
You cant set a course by looking behind you. Value your history, but dont carry old
baggage. Travel light. Within firm moral and ethical boundaries, be flexible. Be prepared to
adjust and adapt as change requires.
Dont let your history get in the way of your future.
Ideals are like stars. We will never reach them, but like the mariners on the sea, we chart
our course by them.

2. Focus on What is wrong, Not who is wrong :

If you are always looking for somebody to blame, you will be successful 100 percent of the
time. But you wont solve the problem.

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Problems are an inevitable part of life. What distinguishes the magnet person from others is
how problems are tackled.
Magnet people arent afraid to deal with reality. In fact, they want to. When a problem crops
up they acknowledge it. If they need information they ask for it. Instead of getting
side-tracked by who triggered the problem, they stay focused on creating solution.
Too many people play the blame game. They look at who is wrong, not what is wrong. It
is easy to see this attitude in the growing epidemic of workplace incivility.
Disrespectful behaviour is all around us. Bosses shout and insultaccuse staff or colleagues
of being ignorant undermine their credibility in front of others. Even send nasty,
demeaning notes- just like kids in junior high school!
Not only do these tactics fail to solve problems, they cause incalculable damage in the work
place.

What happens to a person after being subjected to this kind of behaviour? A

study discovered that:
- 28 % lost work time avoiding the instigator.
- 53 % lost work time worrying about the incident or future interactions
- 37 % felt their commitment to the organization declined
- 22 % decreased their effort at work
- 10 % decreased the amount of time they spent at work.
- 46 % contemplated changing jobs to avoid the instigator.
- 12 % actually changed jobs to avoid the instigator.
What a waste of energy energy that could be devoted to solving the underlying problems.
In half of these incidents which mostly took place in generally polite work places where
people tended to treat each other with respect the instigator has yelled or shouted and
attempted to flout his/her status at the target. Thats simple inexcusable. You dont make

yourself great by showing how small some one else is!

To attack this serious and growing problem, company called Envision works developed an
Organisation Civility Index [OCI], It is a brief survey completed by employees that provide
an accurate measure of the nature, frequency and costs of work lace incivility. Based on the
extensive research at the, it has proven to be effective in :
- reducing the risk of employeegenerated litigation
- improving recruiting success
- decreasing employee turnover
- increasing productivity

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There are lot of loose cannons there. All of us see them. Some are extremely talented people.
But, out of-control emotions make smart people stupid.
With little empathy, self control and discipline, these smart people are rude to peers and
disrespectful of staff. They are temperamental, hard to get along with, respond to problems
emotionally and are sore losers.
Worst yet, some of them are extremely powerful which often leads to staff making excuses
for them. This compounds the problem because no one should make excuses for people at
the top, or look the other way when a bully is raging.
People want to be shown how to correct mistakes. But they dont want their mistakes
corrected in public. They expect remedial actions and most prefer a supervisor who is fair,
firm and tactful.
True magnet people use their influence not to bully but to influence an organisations
behaviour from the top. They establish behaviour expectations at the highest levels and then
follow them to the letter. In this way many wasteful interpersonal problems are avoided and
energy can be directed toward tackling the real problem.

3. Value Performance over Seniority

If ever there is a sacred cow, it is seniority.

Too many people pull rank in the face of challenges. They consider themselves
to be too senior to put out a fire, or even to take the heat. They dismiss
themselves from tasks they see as too menial.
Seniority often goes hand in hand with experience. But what is experience,
really? The dictionary meaning is, Facts or events observed. Or, direct
participation in events.
With that definition in mind, consider the difference between the possibility viewpoint and
enthusiasm expressed by kindergarten children as contrasted with college students. If you
ask kindergarten children, Can you draw? Sing? Dance? , they will all say yes. Ask, will you
show me? and they will. Ask college students. And most will say no and the few who say
yes will have qualifications.
Experience can diminish. Too many of us allow experience to limit our lives somewhere
between the ages of 5 to 20, And what we call growing up really amounts to shrinking
down!

Unfortunately, the same thing happens in the work place. Too many people,
instead of growing and improving, become less and less motivated to increase
their effectiveness. They want to just get by and have pay raises be automatic.
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We need to change our values. Experience and seniority can be good - if they can be
applied to solving current problems. Knowledge and position alone are useless. Thats why
true professionals- magnet leaders in the making are committed to self development and
lifelong learning. They are comfortable being judged by what they finish, not what they
attempt. And far from being threatened by talent, they recognise competence in others and
use these talents to supplement and compliment their own work. These people dont mistake
rank, salary, seniority, privileges or even ownership for leadership. Owners who think they
can buy loyalty are not leaders. Respect cannot be bought, they must be earned.
When magnet people surround themselves with people who are better than they are, they are
clearly saying that they value performance over seniority that getting job done is more
important than standing on the ceremony.
Only results matter. Experience, seniority, competence, good intentions, even ownership
all are insignificant without results.

4. Ignore Entitlements, Earn Everything

People who feel they are entitled to something for whatever reason seniority, race, gender,
family background, education- are only hurting themselves. Experience shows, there is no
equal sign between seniority and performance or any kind of entitlement and performance.
Yet we live in an age, marked by entitlement as siren song of many politicians. It is
crippling. Life is not always easy. It is not about quotas, privileges or soft landings. There
is nothing we really deserve except an opportunity. The only success that lasts comes from
hard work and discipline. The expectation that things should be easy or that we can
accomplish things without hard work and sacrifice saps the will and dulls initiative and
productivity. It can also lead us to look for the easy way the short cut when what we
need to do is establish the diligence of working for what we believe to be truly important

Dont Just earn .. Give !

Those who are most satisfied with life who achieve a strong sense of meaning and fulfilment
often find their answer by focusing their lives on values and service towards something
larger than themselves. Happiness and balance are not goals but the by-products of a life
based on deeply held values and firm foundation of truth. They come not from seeking
merely what they want, but from living a life of service and stewardship. LONG TERM
SUCCESS IS MORE ABOUT SERVICE THAN ABOUT SELF. Happiness comes from
using gifts to accomplish worthy goals. Using talents and gifts for others gives life richness
and depth. Balance comes from knowing what is truly important, doing those things and
dropping activities that dont really matter
(About the contributor >> Mr. Devarajan M. , was Sr. Manager at GNFC Ltd - served in IT
division for 16 years. Thereafter served as Prof at Electronics Dept at an Engg College at
TamilNadu for 2 yrs. He also had 2 stints at USA for INTEL projects at G D A, California
Office. He is currently working at GDA Technologies a unit of L&T Infotech )

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The Universe as a Hologram (Part - I)

(connecting Vedanta with Science)

by Michael Talbot

Does Objective Reality Exist, or is the Universe a Phantasm?

In 1982 a remarkable event took place. At the University of Paris a research
team led by physicist Alain Aspect performed what may turn out to be one of
the most important experiments of the 20th century. You did not hear about it
on the evening news. In fact, unless you are in the habit of reading scientific
journals you probably have never even heard Aspect's name, though there are
some who believe his discovery may change the face of science. Aspect and
his team discovered that under certain circumstances subatomic particles such
as electrons are able to instantaneously communicate with each other
regardless of the distance separating them. It doesn't matter whether they are
10 feet or 10 billion miles apart. Somehow each particle always seems to know
what the other is doing. The problem with this feat is that it violates Einstein's
long-held tenet that no communication can travel faster than the speed of light.
Since travelling faster than the speed of light is tantamount to breaking the time
barrier, this daunting prospect has caused some physicists to try to come up
with elaborate ways to explain away Aspect's findings. But it has inspired others
to offer even more radical explanations.
University of London physicist David Bohm, for example, believes Aspect's
findings imply that objective reality does not exist, that despite its apparent
solidity the universe is at heart a phantasm, a gigantic and splendidly detailed
hologram.
To understand why Bohm makes this startling assertion, one must first
understand a little about holograms. A hologram is a three- dimensional
photograph made with the aid of a laser. To make a hologram, the object to be
photographed is first bathed in the light of a laser beam. Then a second laser
beam is bounced off the reflected light of the first and the resulting interference
pattern (the area where the two laser beams commingle) is captured on film.
When the film is developed, it looks like a meaningless swirl of light and dark
lines. But as soon as the developed film is illuminated by another laser beam, a
three-dimensional image of the original object appears. The 3 - dimensionality
of such images is not the only remarkable characteristic of holograms. If a
hologram of a rose is cut in half and then illuminated by a laser, each half will
still be found to contain the entire image of the rose. Indeed, even if the halves
are divided again, each snippet of film will always be found to contain a smaller
but intact version of the original image. Unlike normal photographs, every part
of a hologram contains all the information possessed by the whole.
The "whole in every part" nature of a hologram provides us with an entirely new
way of understanding organization and order. For most of its history, Western
science has laboured under the bias that the best way to understand a physical
phenomenon, whether a frog or an atom, is to dissect it and study its respective
parts. A hologram teaches us that some things in the universe may not lend
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themselves to this approach. If we try to take apart something constructed
holographically, we will not get the pieces of which it is made, we will only get
smaller wholes. This insight suggested to Bohm another way of understanding
Aspect's discovery. Bohm believes the reason subatomic particles are able to
remain in contact with one another regardless of the distance separating them
is not because they are sending some sort of mysterious signal back and forth,
but because their separateness is an illusion. He argues that at some deeper
level of reality such particles are not individual entities, but are actually
extensions of the same fundamental something.
To enable people to better visualise what he means, Bohm offers the following
illustration. Imagine an aquarium containing a fish. Imagine also that you are
unable to see the aquarium directly and your knowledge about it and what it
contains comes from two television cameras, one directed at the aquarium's
front and the other directed at its side. As you stare at the two television
monitors, you might assume that the fish on each of the screens are separate
entities. After all, because the cameras are set at different angles, each of the
images will be slightly different. But as you continue to watch the two fish, you
will eventually become aware that there is a certain relationship between them.
When one turns, the other also makes a slightly different but corresponding
turn; when one faces the front, the other always faces toward the side. If you
remain unaware of the full scope of the situation, you might even conclude that
the fish must be instantaneously communicating with one another, but this is
clearly not the case. This, says Bohm, is precisely what is going on between the
subatomic particles in Aspect's experiment. According to Bohm, the apparent
faster-than-light connection between subatomic particles is really telling us that
there is a deeper level of reality we are not privy to, a more complex dimension
beyond our own that is analogous to the aquarium. And, he adds, we view
objects such as subatomic particles as separate from one another because we
are seeing only a portion of their reality. Such particles are not separate "parts",
but facets of a deeper and more underlying unity that is ultimately as
holographic and indivisible as the previously mentioned rose. And since
everything in physical reality is comprised of these "eidolons", the universe is
itself a projection, a hologram. In addition to its phantom like nature, such a
universe would possess other rather startling features. If the apparent
separateness of subatomic particles is illusory, it means that at a deeper level
of reality all things in the universe are infinitely interconnected. The electrons in
a carbon atom in the human brain are connected to the subatomic particles that
comprise every salmon that swims, every heart that beats, and every star that
shimmers in the sky. Everything interpenetrates everything, and although
human nature may seek to categorise and pigeonhole and subdivide, the
various phenomena of the universe, all apportionment are of necessity artificial
and all of nature is ultimately a seamless web. In a holographic universe, even
time and space could no longer be viewed as fundamentals. Because concepts
such as location break down in a universe in which nothing is truly separate
from anything else, time and three-dimensional space, like the images of the
fish on the TV monitors, would also have to be viewed as projections of this
deeper order. At its deeper level reality is a sort of super hologram in which the
past, present, and future all exist simultaneously. This suggests that given the
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proper tools it might even be possible to someday reach into the super
holographic level of reality and pluck out scenes from the long-forgotten past.
What else the super hologram contains is an open-ended question. Allowing,
for the sake of argument, that the super hologram is the matrix that has given
birth to everything in our universe, at the very least it contains every subatomic
particle that has been or will be -- every configuration of matter and energy that
is possible, from snowflakes to quasars, from blue whales to gamma rays. It
must be seen as a sort of cosmic storehouse of "All That Is."
Although Bohm concedes that we have no way of knowing what else might lie
hidden in the super hologram, he does venture to say that we have no reason
to assume it does not contain more. Or as he puts it, perhaps the super
holographic level of reality is a "mere stage" beyond which lies "an infinity of
further development".
Bohm is not the only researcher who has found evidence that the universe is a
hologram. Working independently in the field of brain research, Stanford
neurophysiologist Karl Pribram has also become persuaded of the holographic
nature of reality. Pribram was drawn to the holographic model by the puzzle of
how and where memories are stored in the brain. For decades numerous
studies have shown that rather than being confined to a specific location,
memories are dispersed throughout the brain. In a series of landmark
experiments in the 1920s, brain scientist Karl Lashley found that no matter what
portion of a rat's brain he removed he was unable to eradicate its memory of
how to perform complex tasks it had learned prior to surgery. The only problem
was that no one was able to come up with a mechanism that might explain this
curious "whole in every part" nature of memory storage. Then in the 1960s
Pribram encountered the concept of holography and realized he had found the
explanation brain scientists had been looking for. Pribram believes memories
are encoded not in neurons, or small groupings of neurons, but in patterns of
nerve impulses that criss-cross the entire brain in the same way that patterns of
laser light interference criss-cross the entire area of a piece of film containing a
holographic image. In other words, Pribram believes the brain is itself a
hologram. Pribram's theory also explains how the human brain can store so
many memories in so little space. It has been estimated that the human brain
has the capacity to memorise something on the order of 10 billion bits of
information during the average human lifetime (or roughly the same amount of
information contained in five sets of the Encyclopaedia Britannica). Similarly, it
has been discovered that in addition to their other capabilities, holograms
possess an astounding capacity for information storage--simply by changing the
angle at which the two lasers strike a piece of photographic film, it is possible to
record many different images on the same surface. It has been demonstrated
that one cubic centimeter of film can hold as many as 10 billion bits of
information.
(to be continued..)
(contributed by Mr. Darshak Vaishnav, GNFC Ltd)
Friendship, like credit, is highest where it is not used. Elbert Hubbard
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ACCEPT THE CHANGE

"The Change" is the only thing that is permanent in this world. If we recall the last
issue (ePanorama 19), the extracted quotations from the book "Who Moved My
Cheese" by Dr. Spencer Johnson, it is all about managing the change. Things keep
on changing - and often faster than we anticipate. Opportunities visible right under
the nose today are nowhere tomorrow - and totally new type of opportunities appear
on the horizon - only if you can see and grab them in time.
Not only the success, but at times, the survival of your organization depends on how
fast you can convert the opportunities into your assets before they are spotted by
your competitor and converted into threat for you ! Here comes into play the ability
to foresee the change and adapt promptly to the situation. It is quite contrary to the
orthodox mindset that always resists the change. Unfortunately, it takes a good deal
of efforts to overcome the common human tendency to seek comfort and
complacency within the set paradigm.
Whether we like it or not, the change is going to happen. And if the change is so
inevitable, the only way out is " Cooperate with the inevitable" as told by the well
known author Dale Carnegie in his best seller book "How to Stop Worrying and
Start Living". Accept the inevitable. Cooperate and harmonize with it and be
prepared to take the advantage, for which you must know how to manage change.
This brings us to define a special characteristic called "General Intelligence". which
is a set of skills, described by E. R. Thompson in his book "The Human Machine",
like this : "My own view is that there is certainly a quality of the human machine
that we can call general intelligence as distinct from special brilliance in any one
direction. ..... this quality can best be described as a power to adapt oneself with
rapidity and accuracy to one's environment " . With reference to the present context we
can say that, as the environment is changing fast, skills needed to adapt to the
change are too more and more stringent and demanding.
(Courtesy Dr. Mahendra Patel, GNFC Ltd)
-----------------------------------------------------------------

Right to Emergency Care

Date Of Judgement: 23/02/2007.
Case No.: Appeal (civil) 919 of 2007.
The Supreme Court has ruled that all injured persons especially in the case of road traffic
accidents, assaults, etc., when brought to a hospital / medical centre, have to be offered first
aid, stabilised and shifted to a higher centre / government centre if required. It is only after
this that the hospital can demand payment or complete police formalities. In case you are a
bystander and wish to help someone in an accident, please go ahead and do so. Your
responsibility ends as soon as you leave the person at the hospital. The hospital bears the
responsibility of informing the police, first aid, etc. Please do inform your family and friends
about these basic rights so that we all know what to expect and what to do in the hour of
need.

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THE ART OF GIVING

"Rivers do not drink their own water, nor do trees eat their own fruit, nor do rain clouds eat
the grains reared by them. The wealth of the noble is used solely for the benefit of others"
Even after accepting that giving is good and that one must learn to give, several questions
need to be answered.
The first question is when should one give?
We all know the famous incident from Mahabharat. Yudhisthir, asks a beggar seeking alms
to come the next day. On this, Bhim rejoices, that Yudhisthir his brother, has conquered
death! For he is sure that he will be around tomorrow to give. Yudhisthir gets the message.
One does not know really whether one will be there tomorrow to give! The time to give
therefore is now.
The next question is ' how much to give?'
One recalls the famous incident from history. Rana Pratap was reeling after defeat from the
Moghals. He had lost his army, he had lost his wealth, and most important he had lost hope,
his will to fight. At that time in his darkest hour, his erstwhile minister Bhamasha came
seeking him and placed his entire fortune at the disposal of Rana Pratap. With this, Rana
Pratap raised an army and lived to fight another day. The answer to this question how much
to give is "Give as much as you can".
The next question is what to give?
It is not only money that can be given. It could be a flower or even a smile. It is not how
much one gives but how one gives that really matters. When you give a smile to a stranger,
that may be the only good thing received by him in days and weeks! "You can give anything
but you must give with your heart."
One also needs answer to this question whom to give?
Many times we avoid giving by finding fault with the person who is seeking. However, being
judgmental and rejecting a person on the presumption that he may not be the most deserving
is not justified . "Give without being judgmental."
Next we have to answer ' How to give'
Coming to the manner of giving, one has to ensure that the receiver does not feel
humiliated, nor the giver feels proud by giving. In giving follow the Bible 'Let not your left
hand know what your right hand gives'. Charity without publicity and fanfare, is the highest
form of charity . 'Give quietly'
While giving let not the recipient feel small or humiliated. After all what we give never
really belonged to us. We come to this world with nothing and will go with nothing. The
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thing gifted was only with us for a temporary period. Why then take pride in giving away
something which really did not belong to us? Give with grace and with a feeling of gratitude.
What should one feel after giving?
We all know the story of Eklavya. When Dronacharya asked him for his right thumb as
"Guru Dakshina" he unhesitatingly cut off the thumb and gave it to Dronacharya. There is a
little known sequel to this story. Eklavya was asked whether he ever regretted the act of
giving away his thumb. He replied, and the reply has to be believed to be true, as it was
asked to him when he was dying. His reply was "Yes" I regretted this only once in my life. It
was when Pandavas were coming in to kill Dronacharya who was broken hearted on the false
news of death of his son Ashwathama and had stopped fighting. It was then that I regretted
the loss of my thumb. If the thumb was there, no one could have dared hurt my Guru" - The
message to us is clear . Give and never regret giving.
And the last question is ' how much should we provide for our heirs?
Ask yourself 'are we taking away from them the "gift of work" - a source of happiness! The
answer is given by Warren Buffett: "Leave your kids enough to do anything, but not enough
to do nothing." I would conclude by saying: let us learn the Art of Giving, and quoting Sant
Kabir :
"When the wealth in the house increases,

When water fills a boat,

Throw them out with both hands,
This is the wise thing to do"
(Courtesy: Shri Dilip Shukla, Director, Afro-Asian Insurance, Mumbai.)

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Why we cant tolerate criticism

PARAMAHAMSA SRI NITHYANANDA

A Lady came to me complaining that she is hurt by even small criticisms coming from
others. She said she was very sensitive. I asked her to stop using that word. I said, You
are not sensitive. A really sensitive person will be porous; she will allow the words to
pass through her. Only arrogant people get hurt. If you are hurt, please understand that
you are arrogant. You are strong like a stone, which is why words come and hit you.
A sensitive person would have allowed the words pass through her; she will never
suffer. Even if someone is deliberately rude, a sensitive person understands where such
a person is coming from and is not defensive.
Suffering is always from arrogance, never from sensitivity. A person who is sensitive
will never suffer. A sensitive person will suffer on account of another person in
distress, not for oneself. You suffer from words when you stop them, when you resist
them, when you create your own meaning out of them. When we do not create our own
meanings out of words, we do not suffer. We play with words. We always choose nice
words to support our ego.
We do not say, I am hurt because I am arrogant.
We always use polished words such as, I am hurt because I am sensitive.
Please dont cheat yourself with words. Let your words be unfiltered by your ego.
Let me tell you a small story: Once, a contractor wanted to gift a sports car to an
official.
The official refused, I am an honest person and cant think of accepting this gift.
The contractor asked him, In that case how would it be if I sell you this car for Rs 10?
The official replied immediately, In that case, I will have two cars!

When an untruth is wrapped in gift packing, you forget you have a

problem. You accept it without a murmur. However, when truth is
presented bare, you do protest. Presented bare, truth hurts; ego cannot
tolerate truth easily. We are so concerned about politically and socially
correct statements, it seems no longer acceptable for anyone to speak the
truth. But it seems to be perfectly acceptable to lie in a politically correct
manner. Ramakrishna says beautifully, Let your words and mind be
straightened. Whatever is, let it be offered straight without filtering. Learn
to accept truth bare. At least you will know you have a problem that you
can solve.
Page # 13 of 15

e-Panorama

Nov 07. Year2,Vol.20

http://groups.google.com/group/ePanorama

Newsletter of Bharuch District Management Association

Ten Principles for the new year

(courtesy: Mr. Jiten Bhuta, Director, Jay Process, Mumbai.)

Stop and ask yourself today, "How do I really feel about myself? " Before you answer read
these ten principles. Better yet, keep them before you daily.
Never think or speak negatively about yourself; that puts you in disagreement with God.
Meditate on your God-given strengths and learn to encourage yourself, for much of the time
nobody else will.
Don't compare yourself to anybody else. You're unique, one of a kind, an original. So don't
settle for being a copy.
Focus on your potential, not your limitations. Remember, God lives in you!
Find what you like to do, do well, and strive to do it with excellence.
Have the courage to be different. Be a God pleaser, not a people pleaser.
Learn to handle criticism. Let it develop you instead of discourage you .
Determine your own worth instead of letting others do it for you. They'll short-change you!
Keep your shortcomings in perspective - you're still a work in progress.
Focus daily on your greatest source of confidence - the God Who lives in you !

G
o
ds
O
w
n
C
o
u
n
t
r
y

Page # 14 of 15

e-Panorama

Nov 07. Year2,Vol.20

http://groups.google.com/group/ePanorama

Newsletter of Bharuch District Management Association

Gods Own Creation...!

:::::::::::::::::::::::::::::::::

______:: Editorial Committee ::______

Chairman
Mr. Jayen Mehta, GNFC Ltd.
Co-Chairperson
Ms. Sheela Mistry, Insight Associates
Members
Mr. Mukesh Mehta, Heubach Colour,
Dr. M.S. Patel, GNFC Ltd.
Mr. G.M. Patel, GNFC Ltd.
Bharuch District Management Association
601/602 Vaikunth Township,
Opp: Polytechnic College
Bharuch - 392002, Gujarat - India
: +91 2642 228190
Fax: +91 2642 226619
To send your feedback, suggestions and articles
to Jayen@GNFC.IN
Page # 15 of 15