It is never too late to quit smoking...(just a minute Read it!! Share it !!)

Especially for SMOKERS

It is never too late to quit smoking.

Within the first 20 minutes of quitting, the healing process begins.

By the end of the first day after quitting smoking, you've decreased your chances of having a heart attack.

The benefits will continue to improve your health and quality of life for years.

Within 12 hours after you have your last cigarette, your body will begin to heal itself. The levels of carbon monoxide and nicotine in your system will decline rapidly, and your heart and lungs will begin to repair the damage caused by cigarette smoke.

As your body begins to repair itself, instead of feeling better right away, you may feel worse for a while. It's important to understand that healing is a process­; it begins immediately, but it continues over time. These "withdrawal pangs" are really symptoms of the recovery process.

Immediately after quitting, many ex-smokers experience "symptoms of recovery" such as temporary weight gain caused by fluid retention, irregularity, and dry, sore gums or tongue. You may feel edgy, hungry, more tired, and more short-tempered than usual and have trouble sleeping and notice that you are coughing a lot. These symptoms are the result of your body clearing itself of nicotine, a powerful addictive chemical. Most nicotine is gone from the body in 2-3 days.

Please spread awareness among smokers to quit smoking :)
Share it

God, can I ask You a question?

Me: God, can I ask You a question?

God: Sure

Me: Promise You won't get mad... ... ... ...

God: I promise

Me: Why did You let so much stuff happen to me today?

God: What do u mean?

Me: Well, I woke up late

God: Yes

Me: My car took forever to start

God: Okay

Me: at lunch they made my sandwich wrong & I had to wait

God: Huummm

Me: On the way home, my phone went DEAD, just as I picked up a call

God: All right

Me: And on top of it all off, when I got home ~I just want to soak my feet in my new foot massager & relax. BUT it wouldn't work!!! Nothing went right today! Why did You do that?

God: Let me see, the death angel was at your bed this morning & I had to send one
of My Angels to battle him for your life. I let you sleep through that

Me (humbled): OH

GOD: I didn't let your car start because there was a drunk driver on your route that would have hit you if you were on the road.

Me: (ashamed)

God: The first person who made your sandwich today was sick & I didn't want you to catch what they have, I knew you couldn't afford to miss work.

Me (embarrassed):Okay

God: Your phone went dead bcuz the person that was calling was going to give false witness about what you said on that call, I didn't even let you talk to them so you would be covered.

Me (softly): I see God

God: Oh and that foot massager, it had a shortage that was going to throw out all of the power in your house tonight. I didn't think you wanted to be in the dark.

Me: I'm Sorry God

God: Don't be sorry, just learn to Trust Me.... in All things , the Good & the bad.

Me: I will trust You.

God: And don't doubt that My plan for your day is Always Better than your plan.

Me: I won't God. And let me just tell you God, Thank You for Everything today.

God: You're welcome child. It was just another day being your God and I Love looking after My Children...

Brain...LEFT & Right...

The text for the Left brain reads:

“I am the left brain. I am a scientist. A mathematician. I love the familiar. I categorize. I am accurate. Linear. Analytical. Strategic. I am practical. Always in control. A master of words and language. Realistic. I calculate equations and play with numbers. I am order. I am logic. I know exactly who I am.”


And for the Right brain:

“I am the right brain. I am creativity. A free spirit. I am passion. Yearning. Sensuality. I am the sound of roaring laughter. I am taste. The feeling of sand beneath bare feat. I am movement. Vivid colors. I am the urge to paint on an empty canvas. I am boundless imagination. Art. Poetry. I sense. I feel. I am everything I wanted to be.”

Which Step Have You Reached Today?

The Most Important Question You Can Ask - Tony Schwartz - Harvard Business Review

8:52 AM Thursday February 9, 2012



Why are you here? It's arguably life's most important question, but is it one you ask yourself?

I recognize it's a question some people might view as self-indulgent, while others would see it primarily through a religious lens. But is there any part of an answer we could all agree on?

I've found a very simple one for myself, and it's provided me in recent years with an increasingly powerful sense of clarity, inspiration and even joy. It's this: I'm here to add more value to the world than I'm using up.

I use up resources every day — the gas I burn driving my car, the heat and electricity for my house and office, the food I eat. So how do I put more back into the world than I take out?

I spent the first 45 years of my life accruing value — trying to earn enough money to feel financially secure, sufficient success to feel respected, and enough relationships to feel safe and loved. I'm not especially proud of that, but I also know that some of my motivation was practical and human. Some of it, sadly, was compulsive.

To the extent that I felt I didn't have enough, I didn't imagine I had a choice about how to live my life. I was operating from a sense of deficit and I felt relentless hunger to fill that void, both financially and emotionally.

I was externally successful, as a journalist, but I didn't feel particularly good about the work I was doing. Eventually, and fortunately, I finally hit a wall — a point at which I was so unhappy with my life that the desire to do something I deeply believed in eclipsed the fear of starting over in a completely new career.

Today, I resonate deeply with the parable of the faithful servant, from Luke 12:48, which ends this way: "To whom much is given, of him much will be expected."

I have yet to meet any person who gets lasting satisfaction from earning way beyond what he needs. Accumulating more and more eventually, and invariably, delivers back less and less. It's literally self-defeating.

I had the benefit of a comfortable upbringing, a great education, parents who modeled hard work and serving others, and people who believed in me along the way, even when I didn't always believe in myself. I stood on the shoulders of many people, including ones who enjoyed far less good fortune than I did.

I believe in the law of reciprocity. Much was given to me. The reason I'm here, now, is to give back.

For more than a decade, I've had the amazing experience of waking up every morning excited to get to work. Partly, it's that I have the freedom to do what I do best and enjoy most, and to keep getting better at it. Beyond that, it's that I get to use my talents in the service of helping people build better lives and decrease their suffering.

The advantage I have is that I run my own business. What if you work at a job that doesn't allow you to do what you do best and enjoy most, and that isn't intrinsically inspiring?

At a company I frequently visit, there is a woman who works at the entrance and hands out the tickets for valet parking. She's worked at her job for years. When I pulled up a couple of days ago, it was freezing outside, and she was all bundled up. Even so, when I got out of the car she greeted me effusively, as she always does.

She called me "Sweetheart," she gave me a huge smile, and her energy lifted me up. As I was walking into the building, I heard her do the same thing for the next driver, and she sounded just as heartfelt.

This is a woman knows who she is, and why she's here. She adds value in the world. She doesn't for a moment let the limits of her job stand in her way.

I'm inspired by her. She reminds me that knowing why you're here, and who you want to be, isn't a part-time job. The challenge is to live out what you stand for, intentionally, in every moment.

I fall short, frequently. Who doesn't? When that happens, my goal is to notice, as quickly as I can, to take responsibility for whatever I've done, and to make amends. I know why I'm here.





The Most Important Question You Can Ask - Tony Schwartz - Harvard Business Review

How to Start the Big Project You've Been Putting Off - Peter Bregman - Harvard Business Review

11:30 AM Thursday February 9, 2012


I want to write a screenplay.

I wanted to write one last year, but other work took more time than I expected, and I kept pushing "write screenplay" off my to-do list.

I know I'm not alone in struggling to make incremental progress on long-term projects or goals. How do you get started when you have "all the time in the world"?

Maybe you have a project with no deadline, like my screenplay. Or maybe you have a deadline that's months away — like preparing a speech, developing a business plan, or designing a training program. Perhaps you have a habit of procrastinating on projects with generous schedules until "next month" is "next week" and suddenly your long-term project has morphed into a panicky, short-term stress-inducing nightmare?

Doing something big and important is rarely as simple as just getting it done. Often we don't know how to start and, even when we do, we rarely already have all the knowledge and capability we need to see it through. Also, we almost always have more urgent things to do and so we push off long-term goals.

I know the basic advice: break the work into smaller, more manageable chunks, focus on the next small step that will move you forward, set intermediate deadlines.

It's good advice. But, in my experience, it's not enough.

Because, ultimately, the reason we procrastinate on a big, long-term project isn't just because we have too much time or don't know where to start. And it's certainly not because we think it's not important. In fact, it's the opposite.

We procrastinate on that big project precisely because it's important. So important, in fact, that we're too scared to work on it.

I've never written a screenplay. I don't know how to format it. I don't know how to structure the story. I don't even know the story I want to tell.

I'm afraid. Afraid that I'll fail. That I'll spend a lot of time on it — while other more immediate things don't get done — and it will be terrible, anyway.

I'm also afraid of the opposite: That I'll just dream about it but never actually work on it. Which, paradoxically, discourages me from starting it. If I'm never going to get it done, why start?

My screenplay isn't just mundane work; it's work I care deeply about. Almost all big projects fit into that category — even the report your boss asked for that you might think you don't care about. That's because a big project is a mirror. It reflects your thoughts and effort and even character. It has your signature on it. Failure in a long-term project isn't just a work issue; it's an identity issue. Is it any wonder that we procrastinate?

So what's the antidote?

Don't ignore your fear. Acknowledge it. As soon as you know you're going to give that speech or design that training program, take a quiet moment and experience the fear that comes with the importance of the project. Maybe you're afraid of getting up in front of all those people to give your speech. Maybe you're afraid of failing in your new business. Maybe you're afraid that your training design will expose how much you don't know. Maybe you're afraid of letting other people down.

Resist the temptation to minimize your anxiety. That's a false macho response and it lacks courage. It's also counterproductive; it gives power to the fear, almost guaranteeing that it will haunt you and prevent your progress.

Here's why acknowledging your fear works: You're scared because you expect a lot from yourself and you're afraid you'll underperform. When you acknowledge that fear, you're acknowledging that you might not have all that it takes to meet your expectations; you might not have all the tools, information, skills, etc. Admitting that, in turn, reduces your expectation of getting it perfect right off the bat.

And lowering your expectation of getting it right is the key to getting it started.

Acknowledging your fear also serves another, crucial purpose: it informs you. By recognizing that you don't have all the tools, information, skills, and support to see the project through, you're identifying your next, manageable step in getting started: rounding up the tools, information, skills, and support.

Even if it's not your choice (e.g., your boss committed you to do it) — commit yourself to it fully. Recognize that it will be a reflection of you and admit that you care about it. Even if you don't care about the project, you do care about your work and, in this moment, your work is the project. Make it one of your top five priorities. When you make the project one of your top five priorities, you're also — and just as importantly — choosing what's not a priority. If you have too many important things on which to focus, you'll never get to the big long term one. So slash your list until you're left with only five.

I use a six-box to-do list — each box represents one of my top five priorities and the sixth box, labeled the other 5%, is for everything else. That last box shouldn't take more than 5% of your time. One of my five boxes always represents a long-term priority, which, for this year, contains my screenplay.

Now you're ready for the standard advice: Break the work into smaller chunks and make sure you know how to do the first chunk. Set an intermediate deadline. If you need other people involved, get them involved early, as commitments to others helps you take your deadlines seriously.

Finally, decide when and where you're going to accomplish the first chunk and make an appointment with yourself in your calendar.

When you sit down to start your work, you may feel the resistance — fear — come up again. But now you know what it is. Acknowledge it and it'll be easier to move into the work.

There's one more thing. Share your fear. Some people may think you're a wimp. But that hasn't been my experience. Telling others you're intimidated by something you have to do gives them permission to feel — and maybe express — their own fear. I find that people are gracious, supportive, and empathetic.

And that support, it turns out, helps us all get our most important work done.

How to Start the Big Project You've Been Putting Off - Peter Bregman - Harvard Business Review

Are Successful People Nice? - Art Markman - Harvard Business Review

3:23 PM Thursday February 9, 2012


Since Daniel Goleman's Emotional Intelligence, we've recognized the importance of tuning into social and emotional factors in the workplace. But many popular depictions of the workplace don't show any evidence of that sensitivity. Mad Men, Wall Street, and others impress that in business, only the strong survive.

But emotional intelligence implies that successful leaders should be nice. And while being nice may have social benefits, does it pay?

The key is in how agreeable you are. Timothy Judge, Beth Livingston, and Charlice Hurst examined this trait in a paper[PDF] in the Journal of Personality and Social Psychology this year. By way of background, conventional personality research defines agreeableness as two related qualities: (1) the extent to which you value getting along with others, and (2) the degree to which you are willing to be critical of others.

Using earnings data, the researchers found that men who rank high in agreeableness make substantially less than men who are less agreeable. Across studies, this difference was as high as $10,000 per year. Conversely, women's earnings were less affected. There was only a small earnings difference between women high and low in agreeableness, and it was often not statistically reliable.

So, why do these results differ for men and women? And why do nice guys finish last?

There is a stereotype that when men lead, they make decisions without concern for what other people think. Indeed, a final study in this same paper asked people to evaluate potential leadership candidates. Agreeable men were rated least attractive as potential leaders.

And as for nice guys (and to a lesser extent, nice women) finishing last, let's recall the two related qualities of agreeableness. Concerning a value for getting along, career advancement requires a willingness to ruffle feathers from time to time. Good leaders need to be able to tell people things that they do not want to hear. And honestly, putting yourself forward for a promotion means putting yourself before others.

Career success also involves being critical. While some managers may want to surround themselves with people who obediently agree, most want those who will find the flaws in a plan before it is implemented. Less agreeable people are prone to give this kind of criticism.

Of course, this is not license to be a jerk at work. The data also suggest that people lacking agreeableness are more likely to lose their jobs than agreeable ones. There is a big difference between being disagreeable and being unpleasant.

So, what can you do, whether you're more agreeable or not?

First, get to know yourself. There are plenty of quizzes out there to measure the "Big Five" personality dimensions. Find one, take it, and get an objective sense of how agreeable you are.

If you are more agreeable, go out of your way to find the flaws in plans that you hear. Put aside your personal relationships and think about what can go wrong. It helps to imagine that the idea is going to be implemented by another company, to help separate the people from the ideas. Next, find ways to express your concerns. People can be upset with you for a day if they recognize the long-term value of your advice. Express your concerns with empathy, but directly. Try practicing giving negative feedback with a friend first, before doing it for real.

If you are more disagreeable, balance criticism with empathy. Remember that it is difficult to hear criticism of your ideas and your performance. You can be firm while still recognizing the impact of your message. If you think you're developing a reputation for being unsympathetic, practice giving bad news to a friend. Find out which parts of your delivery are causing people to bristle. A strong leader can guide without being mean.

Nice or not, without a doubt you can still be a great leader — you just have to adjust your strategy.



Are Successful People Nice? - Art Markman - Harvard Business Review