The following Posts are authored by varoius people (including myself) with the common thread being that they all had something powerful, supportive, inspiring and healing to say.
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Let's let go of "You're perfect just the way you are." It really blows b/c that means you with your problems is perfect - i.e. you shouldnt change or somehow you should be totally 'happy' with that... or if that is what is perfect then where do you go with that? How about: "You are valid and lovable just as you are." With this you can be who you are and thats ok as well as you can have permission to change/grow too.
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Love is the Ultimate Self-Responsibility.
My Tahitian Music Master Teacher , “It is the drums, the music that is the heart of the dance. That is why you must not let your mind wander, you must be disciplined, you must embody the rhythm through practice. The music directs the flow of the dancers. If it is off or inconsistent it disrupts everything. It is an awesome responsibility but it is what it is.”
Physiologically the heart is the largest single electro-magnetic pulse throughout the body. It is the drum beat to which the self: the body, the mind, the emotions, the spirit are either in symphony or not. It is indeed a huge responsibility to bare, for it means to know oneself and to love that, to accept oneself and to live according to that. No more lies or competition, just truth and genuine expression of self. It takes ownership of your inherent free-will and the choices you have made up to the present moment. The self-responsibility is great but the outcome is joy and wisdom.
“Aaa eeh tde oa raaa eeh. Eeh Eeh, Awaay, way.”
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Do women compete in unhealthy ways at work?By Stephanie Armour, USA TODAY
As founder and president of a fitness training enterprise, Beth Shaw used to deal with management issues at
her fitness training and education company, which is largely composed of women.
But Shaw says she soon got weary of dealing with all the competition between her female staff.
"Women complain that they're not getting what they need, but are nice to each other's face. Everything is behind the back, (and) nothing is on the up and up," says Shaw, whose company, YogaFit, is based in Redondo Beach, Calif.
"Women really need to be trained to be assertive and outspoken so it's not passive-aggressive."
The feminist movement that took root in the 1960s embraced the concept of women as standing shoulder-to-shoulder in their effort to open new doors in male-dominated businesses.
But today, with the number of women in the labor force at record numbers, another question is being raised: In the workplace, are women sometimes their own worst enemies?
It's the topic of a book, I Can't Believe She Did That! Why Women Betray Other
Women at Work, which was released in October and has attracted articles in
international publications. The book by journalist Nan Mooney, based on
interviews with more than 100 women, concludes that women often shy away from
direct conflict and instead engage in unhealthy competition — talking behind
one another's backs, sabotaging success, feeling threatened by other women --
that can be detrimental to all women in the workforce.
"It's been such a taboo subject. To say women have problems with each other is seen
as anti-woman, but it's not," Mooney says. "Women are afraid to raise
a problem, so it goes underground, and it comes out in a twisted way. Why is it
so hard to work with other women? Why are we so nasty to each other?"
Mooney's research looked only at the way women compete with each other, not at the ways
that men compete. She says women aren't more competitive than men, but that
they compete differently.
Other research has also probed the topic, including a survey that found that more
women would rather work for a man than another woman. Thirty-two percent of
women prefer a male boss, compared with 23% who would rather have a female
boss, according to a 2002 Gallup Poll, the most recent year in which the
question was asked. From 1982 on, men have consistently been more accepting
than women of female bosses, according to Gallup polling.
Perpetuating a stereotype?
Some consultants and researchers, however, say the debate about whether women
compete more passive-aggressively than men is misplaced. Employees compete
differently based on their personality, not on their gender, they say, and
debating the issue perpetuates a negative and untrue stereotype.
"While there is a negative, stereotypical view that women compete with each other in
the workplace, the reality is that each woman or man in the workplace is unique
in terms of how he or she competes with others," says Brendan
Burnett-Stohner, a vice chairwoman at executive search firm Christian & Timbers.
Research from Catalyst, a New York-based research and advisory group that focuses
largely on women, shows that senior female executives consistently point to
gender-based stereotyping as a major barrier to their advancement. Men consider
women to be less adept at problem solving, according to the October report.
Research also has found that female leaders have a different leadership style that is often more effective than a man's in some areas. Female leaders scored higher than male leaders in persuasive
motivation, assertiveness, willingness to risk, empathy, flexibility and
sociability, according to research from Caliper, a Princeton, N.J.-based consulting firm.
Female leaders also have an inclusive, team-building leadership style of problem
solving and decision-making, according to the study. The study included
interviews with 60 female leaders from some of the top companies in the United
Kingdom and the USA, including Accenture, Bank of America, IBM, Molson Coors and Morgan Stanley.
But the issue of women's support for one another — or lack of it — in the workplace
is a critical issue, especially with more women moving into the labor force and into leadership roles.
More women today are business owners: There were 6.5 million female-owned businesses
in 2002, up 20% from 1997, according to the U.S. Census. Their revenue totaled
$951 billion, up 16% from 1997. More women are working. In 1970, about 43% of
women age 16 and older were in the labor force. In 2004, women's labor force
participation rate was about 59%, according to the Department of Labor. They
hold about half the management, professional and related positions. About 68
million women were working or looking for work in 2004, according to the Department of Labor.
Why women compete
There are several theories given for workplace friction among women:
•Few top spots for women. Many industries and professions are still largely
dominated by men (for example, 14% of architects and engineers were women in
2004, according to the Labor Department, and 29% of doctors and surgeons were women).
While women hold more than half of all management and professional positions, they
make up less than 2% of Fortune 500 and Fortune 1000 CEOs, according to Catalyst.
Ellen Kirk of Sunnyvale, Calif., is marketing vice president at Tropos Networks, a
provider of wireless broadband. But she says she used to work in investment
banking, where she says the competition among women was fierce.
"It was not what I'd call healthy. It was a lot of sniping," she says.
"It took the form of backstabbing. They were publicly supportive, but they
were insidiously, privately not supportive. It's behind the scenes. It's nasty
things said behind closed doors."
•The "nice" syndrome. From an early age, girls are generally taught to
get along and encouraged to be nice to others, while boys are often encouraged
to compete openly and vigorously.
In the workforce, that manifests itself as women who feel uncomfortable in direct
competition with others — and are more likely to develop subversive tactics, author Mooney says.
"The message women get is that the only healthy relationship is to have a positive
relationship and be nice. Then we get into the workplace, and it's competitive," Mooney says.
"Women tend to compete but act like they're not competing. So we get a reputation for backstabbing."
And being too nice might be a detriment to advancement. Women give more help to
co-workers than men do but get less credit for it, according to a research report by assistant management professor Frank Flynn at Columbia University's Graduate School of Business. The help women give to co-workers on the job tends to be significantly underappreciated, he says.
•Different communication styles. Women tend to form interpersonal relationships by sharing intimate details or experiences about their lives. But this can come back to haunt them if a female confidante is then promoted or becomes their boss. That can lead to bitterness, jealousy and lack of trust, Mooney says.
Women need to be assertive
Some women say they have experienced the competition first hand. Kimberly Charles says she has three sisters and knows the value of good, supportive female relationships.
The problem, she says, is that relationships can also sour. When she worked in the wine importing industry, an early boss was a mentor who gave her high praise and encouragement. But Charles says as she became more established, her mentor became her competitor.
"I found myself uninvited from meetings, social occasions, memos gone unanswered and generally a slow ebbing of decision-making taken away since I was no longer a protégée, but now a competitor in her eyes," Charles, 42, says in an e-mail.
In the end, Charles says she determined that her boss had insecurities that ultimately prevented her from promoting success in her staff. Today, Charles owns her own San Francisco-based marketing and public relations business
specializing in the wine industry, adding, "I've had a number of experiences in the workplace, working with women, which interestingly have led me to start my own business in order to get free from the perplexing, often
duplicitous environment I've experienced."
But other businesswomen say focusing solely on women's competition styles is misled.
Lois Wyse, co-founder and now chair of Cleveland-based Wyse Advertising, is the
author of more than 60 books including poetry, fiction, non-fiction and
children's books. As a pioneer who paved the way for other working women, she
doesn't believe that women compete differently than men.
But she does believe women today are more competitive with each other than they
were in the 1960s and '70s, when the business world was dominated by men.
"The women in business now aren't aware of the fact that women used to bring in
coffee and not reports," Wyse says. "Because of that, they're more competitive
instead of working together."
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"We become the people the company we keep, so keep good company."-an ancient Indian proverb. The company you keep are not just the physical ones, so be aware of the "guides" or other entities around you. Remember they have their own paths, so you are just a part of their experience, don't confuse yourself or loose your...self to guides. Its like any other realtionship; it needs to be appropriate to your path. - Trella
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Let others vibrate as they vibrate and want the best for them. Never mind how they're flowing to you. You concentrate on how you're flowing. Because one who is connected to the Energy Stream is more powerful, more influential than a million who are not. --- Abraham (HICKS)
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Play a little Psychic game with yourself. Pretend to see a gauge which goes from 0 to 100. Ask for a number/see where the arrow is pointing......so as to not get your analytical mind in the way. AFTER you get your number, look below to see what that the question was.
Your level of permission to be Yourself!
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12 Examples of Living From Your Heart:
1. Breaking the rules - yours and those set by other people. I'm not talking about running through red lights, but more important things - those that pertain to the bigger picture.
2. Recognizing that an old way of being may no longer be serving you and taking action accordingly.
3. Being willing to take emotional risks and knowing that disappointment won't destroy you.
4. Nurturing yourself when things don't go as you had hoped.
5. Honoring yourself and others by setting limits with people, asserting your needs and knowing that you'll have more to give when your needs are met.
6. Making a point of bringing fresh air, fresh flowers, sunlight and nature into your daily life.
7. Giving yourself permission to______for no rational reason at all!
8. Getting clear about the real value of material possessions and what level of control they have over you. Shifting priorities based on what you determine.
9. Knowing that your intuition and your heart are closely connected, trusting your instincts and being aware that the Universe gave you a heart chakra as way of guiding you rather than punishing you!
10. Actively working with the Law of Attraction: Describing in writing and in great detail a particular outcome that you desire - focusing on your inner feeling experience rather than how someone else will respond to you. In other words, look at internal variables rather than external ones. Truly imagine that outcome and spend time every day focusing on it.
11. Use your imagination. If you can't figure out a solution, imagine something different. (See above). Sometimes when we can't figure something out intellectually, all we need to do is imagine feeling better - imagine that the problem has been solved and let the Universe take care of the details!
12. Actively engaging in healing work that will support you in identifying and creating what you truly desire.
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7 Ways to Gain Power at Work
[See 21 secrets to getting a job now.]
In most modern people's lives, nowhere is power more obvious and more important than in the workplace. You may not believe you have any power at work, but you do. You have more power than you think.
Key to identifying the source of your power is to recognize that there's more than one kind. Check out these seven different types of workplace power:
1. Power based on who you know. If you have good interpersonal skills and strong networks, you have power. You are a connector, knowing who to introduce to whom, and you are a resource, knowing where to go for advice and help. This is a power that can grow exponentially, because the more people you know, the more people will want to know you.
[See 39 ways to annoy your coworkers.]
2. Power based on what you know. A very solid way to earn respect and influence at work is to be expert in something. The most knowledgeable and competent person in the workplace--the one who knows how things work and how to fix them when they don't--is a very powerful person.
3. Power based on love. Do people want to be with you and do things for you just because they like you? This is one of the most powerful sources of power. It's called "referent" power. Referent power is a big responsibility because it's based on charisma and charisma is usually inborn--you didn't do anything to earn it and you may even start to think you deserve it. But if you combine it with, say, expertise power, it can take you far.
4. Power based on admiration. Both this power and "referent" power inspire loyalty but the difference here is that this one you can earn. If you have an amazing work ethic, if you are responsible, reliable, and consistent, if you treat colleagues with dignity and respect, people are going to start finding that they trust you. They will look up to you and listen to what you say and want to be like you. That's power, baby.
[See more of Karen Burns' advice at U.S.News Careers.]
5. Power based on fear. You have this kind of power when you're in a position to punish others if they don't do what you want. But beware! Fear-based power can oh-so-easily twist around and bite you in the behind. In fact, this power is usually best used by not using it ("speak softly and carry a big stick").
6. Power based on wealth. People who possess what others want can find themselves with more power than they're able to handle. Do you set the schedule, control access to supplies, make job assignments? You are rich! But remember--this power has nothing to do with you. It goes away the minute you are no longer in a position to bestow largess.
7. Power based on position. This is the most obvious kind of power--you have it because the word "manager" is in your job title. But while it tends to come with the territory, you still do need to work for it. The bad boss quickly loses influence, leverage, and respect. True and lasting power comes from being a leader worthy of esteem and admiration.
Needless to say, power tends to be addictive and is very easy to abuse. We all know people who fall into this trap. You don't want to be one of those because abusing power is a sign of weakness (it's the insecure people who wield their power unwisely). Not only that, the more power is abused, the more ineffective it becomes.
Power contributes to your sense of well-being and to your continued state as an employed person, not to mention your dignity and self-respect. No matter what your role, you are entitled to your fair portion of power. So consider how each of these powers might apply to you and--most of all--how you could use them for "good."
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The Zen question of 'If not Now, When?' I interpret also as Can you be happy in the process?
It can be miserable, 'hard', if you havent surrendered to it.... if you are still caught in the what Eckhart Tolle calls the 'pain body'. It is that aspect of the analytical mind/ego that is still trying to control so it won't die. The attachment to the past as a definition of self and the attachment to the future as an addiction to fear or wishing keeps it alive and in control becuase it is trying to protect you and help you survive...though killing you slowly in the process.
Be in the Now and just be happy with where you are knowing that you don't have to stay there. You can create yourself in the present constantly.
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All truly wise thoughts have been thought already thousands of times; but to make them truly ours, we must think them over again honestly, till they take root in our personal experience. ~ Johann Wolfgang von Goethe
Wisdom is achieved slowly. This is because intellectual knowledge, easily acquired, must be transformed into 'emotional', or subconscious knowledge. Once transformed, the imprint is permanent. Behavioral practice is the necessary catalyst of this reaction. Without action, the concept will wither and fade. Theoretical knowledge without practical application is not enough. 'Many Lives, Many Masters'
I openly say that it is the practice that I struggle with. Daily I get closer though and some days I take two steps backward. I must add to the truth of the wisdom above one other thing that I have noticed: you have to just surrend to and trust the practice/the process. To try to control the outcome is to throw a wrench in it really. You can have intentions or desires or goals for where the practice can take you but to hold tight to how or sometimes even what is just another form of fear based on lack of trust. Its the damned letting go stuff that everyone talks about, but if you are not sure what it will be replaced with or that you can even allow receiving in the first place then the whole "letting go" thing is a fight with yourself. A house divided cannot stand.