- The national flower of Britain is ROSE
- The national flower of Italy is LILY
- The Red cross was founded by Louis Hennipen
- The effil tower was built by Alexander Effil
April 29, 2010
QUIZ OF THE DAY
History of Ghana
History of Ghana Medieval Ghana (4th - 13th Century): The Republic of Ghana is named after the medieval Ghana Empire of West Africa. The actual name of the Empire was Wagadugu. Ghana was the title of the kings who ruled the kingdom. It was controlled by Sundiata in 1240 AD, and absorbed into the larger Mali Empire. (Mali Empire reached its peak of success under Mansa Musa around 1307.)
Geographically, the old Ghana is 500 miles north of the present Ghana, and occupied the area between Rivers Senegal and Niger.
Some inhabitants of present Ghana had ancestors linked with the medieval Ghana. This can be traced down to the Mande and Voltaic peoeple of Northern Ghana--Mamprussi, Dagomba and the Gonja.
Anecdotal evidence connected the Akans to this great Empire. The evidence lies in names like Danso shared by the Akans of present Ghana and Mandikas of Senegal/Gambia who have strong links with the Empire. There is also the matrilineal connection. ...MORE
Gold Coast & European Exploration: Before March 1957 Ghana was called the Gold Coast. The Portuguese who came to Ghana in the 15th Century found so much gold between the rivers Ankobra and the Volta that they named the place Mina - meaning Mine. The Gold Coast was later adopted to by the English colonisers. Similarily, the French, equally impressed by the trinkets worn by the coastal people, named The Ivory Coast, Cote d'Ivoire.
In 1482, the Portuguese built a castle in Elmina. Their aim was to trade in gold, ivory and slaves. In 1481 King John II of Portugal sent Diego d'Azambuja to build this castle.
In 1598 the Dutch joined them, and built forts at Komenda and Kormantsil. In 1637 they captured the castle from the Portuguese and that of Axim in 1642 (Fort St Anthony). Other European traders joined in by the mid 18th century. These were the English, Danes and Swedes. The coastline were dotted by forts built by the Dutch, British and the Dane merchants. By the latter part of 19th century the Dutch and the British were the only traders left. And when the Dutch withdrew in 1874, Britain made the Gold Coast a crown colony.
By 1901 the Ashanti and the North were made a protectorate........MORE
Britain and the Gold Coast. The first Britons arrived in the early 19th century as traders in Ghana. But with their close relationship with the coastal people especially the Fantes, the Ashantis became their enemies.......MORE
Economic and Social Development (Before 1957)
1874--Gold Mine in Wassa and Asante. Between 1946-1950 gold export rose from 6 million pounds to 9 million pounds.
..MORE
Political Movements and Nationalism in Ghana (1945 - 1957)
The educated Ghanaians had always been in the fore-front of constructive movements. Names that come into mind are --Dr Aggrey, George Ferguson, John Mensah Sarbah. Others like king Ghartey IV of Winneba, Otumfuo Osei Agyeman Prempeh I raised the political consciousness of their subjects. However, movements towards political freedom started soon after WWII.
This happened because suddenly people realised the colonisation was a form of oppression, similar to the oppression they have just fought against. The war veterans had become radical. The myth surrounding the whiteman has been broken. The rulers were considered economic cheats, their arogance had become very offensive. They had the ruling class attitude, and some of the young District Commissioner (DC) treated the old chiefs as if they were their subjects. Local pay was bad. No good rural health or education policy. Up to 1950 the Govt Secondary schools in the country were 2, the rest were built by the missionaries.
There was also the rejection of African culture to some extent. Some external forces also contributed to this feeling. African- Americans such as Marcus Garvey and WE Du Bois raised strong Pan-African conscience.
In 1945 a conference was held in Manchester to promote Pan African ideas. This was attended by Nkrumah of Ghana, Azikwe of Nigeria and Wallace Johnson of Sierra Leone. The India and Pakistani independence catalysed this desire.
Sir Alan Burns constitution of 1946 provided new legislative council that was made of the Governor as the President, 6 government officials, 6 nominated members and 18 elected members.
The executive council was not responsible to the legislative council. They were only in advisory capacity, and the governor did not have to take notice.
These forces made Dr J.B. Danquah to form the United Gold Coast Conversion (UGCC) in 1947. Nkrumah was invited to be the General Secretary to this party. Other officers were George Grant (Paa Grant), Akuffo Addo, William Ofori Atta, Obetsebi Lamptey, Ako Agyei, and J Tsiboe. Their aim was Independence for Ghana. They rejected the Burns constitution
Empire of Ancient Ghana
Ancient Ghana derived power and wealth from gold and the introduction of the camel during the Trans-Saharan trade increased the quantity of goods that were transported. Majority of the knowledge of Ghana comes from the Arab writers. Al-Hamdani, for example, describes Ghana as having the richest gold mines on earth. These mines were situated at Bambuk, on the upper Senegal river. The Soninke people also sold slaves, salt and copper in exchange for textiles, beads and finished goods. They built their capital city, Kumbi Saleh, right on the edge of the Sahara and the city quickly became the most dynamic and important southern terminus of the Saharan trade routes. Kumbi Saleh became the focus of all trade, with a systematic form of taxation. Later on Audaghust became another commercial centre.
The wealth of ancient Ghana is mythically explained in the tale of Bida, the black snake. This snake demanded an annual sacrifice in return for guaranteeing prosperity in the Kingdom, therefore each year a virgin was offered up for sacrifice, until one year, the fiancé (Mamadou Sarolle) of the intended victim rescued her. Feeling cheated of his sacrifice, Bida took his revenge on the region, a terrible drought took a hold of Ghana and gold mining began to decline. There is evidence found by archaeologists that confirms elements of the story, showing that until the 12th Century, sheep, cows and even goats were abundant in the region.
The route taken by traders of the Maghreb to Ghana started in North Africa in Tahert, coming down through Sjilmasa in Southern Morocco. From there the trail went south and inland, running parallel with the coast, then round to the south-east through Awdaghust and ending up in Kumbi Saleh - the royal town of Ancient Ghana. Inevitably the traders brought Islam with them.
The Islamic community at Kumbi Saleh remained a separate community quite a distance away from the King's palace. It had its own mosques and schools, but the King retained traditional beliefs. He drew on the bookkeeping and literary skills of Muslim scholars to help run the administration of the territory. The state of Takrur to the west had already adopted Islam as its official religion and established closer trading ties with North Africa.
There were numerous reasons for the decline of Ghana. The King lost his trading monopoly, at the same time drought began and had a long-term effect on the land and its ability to sustain cattle and cultivation. Within the Arab tradition, there is the knowledge that the Almoravid Muslims came from North Africa and invaded Ghana. Other interpretations are that the Almoravid influence was gradual and did not involve any form of military takeover.
In the 11th and 12th Century, new gold fields began to be mined at Bure (modern Guinea) out of commercial Ghana and new trade routes were opening up further east. Ghana then became the target of attacks by the Sosso ruler, Sumanguru. From this conflict in 1235 came the Malinke people under a new dynamic ruler, Sundiata Keita and soon became eclipsed by the Mali Empire of Sundiata.
Geographically, the old Ghana is 500 miles north of the present Ghana, and occupied the area between Rivers Senegal and Niger.
Some inhabitants of present Ghana had ancestors linked with the medieval Ghana. This can be traced down to the Mande and Voltaic peoeple of Northern Ghana--Mamprussi, Dagomba and the Gonja.
Anecdotal evidence connected the Akans to this great Empire. The evidence lies in names like Danso shared by the Akans of present Ghana and Mandikas of Senegal/Gambia who have strong links with the Empire. There is also the matrilineal connection. ...MORE
Gold Coast & European Exploration: Before March 1957 Ghana was called the Gold Coast. The Portuguese who came to Ghana in the 15th Century found so much gold between the rivers Ankobra and the Volta that they named the place Mina - meaning Mine. The Gold Coast was later adopted to by the English colonisers. Similarily, the French, equally impressed by the trinkets worn by the coastal people, named The Ivory Coast, Cote d'Ivoire.
In 1482, the Portuguese built a castle in Elmina. Their aim was to trade in gold, ivory and slaves. In 1481 King John II of Portugal sent Diego d'Azambuja to build this castle.
In 1598 the Dutch joined them, and built forts at Komenda and Kormantsil. In 1637 they captured the castle from the Portuguese and that of Axim in 1642 (Fort St Anthony). Other European traders joined in by the mid 18th century. These were the English, Danes and Swedes. The coastline were dotted by forts built by the Dutch, British and the Dane merchants. By the latter part of 19th century the Dutch and the British were the only traders left. And when the Dutch withdrew in 1874, Britain made the Gold Coast a crown colony.
By 1901 the Ashanti and the North were made a protectorate........MORE
Britain and the Gold Coast. The first Britons arrived in the early 19th century as traders in Ghana. But with their close relationship with the coastal people especially the Fantes, the Ashantis became their enemies.......MORE
Economic and Social Development (Before 1957)
1874--Gold Mine in Wassa and Asante. Between 1946-1950 gold export rose from 6 million pounds to 9 million pounds.
..MORE
Political Movements and Nationalism in Ghana (1945 - 1957)
The educated Ghanaians had always been in the fore-front of constructive movements. Names that come into mind are --Dr Aggrey, George Ferguson, John Mensah Sarbah. Others like king Ghartey IV of Winneba, Otumfuo Osei Agyeman Prempeh I raised the political consciousness of their subjects. However, movements towards political freedom started soon after WWII.
This happened because suddenly people realised the colonisation was a form of oppression, similar to the oppression they have just fought against. The war veterans had become radical. The myth surrounding the whiteman has been broken. The rulers were considered economic cheats, their arogance had become very offensive. They had the ruling class attitude, and some of the young District Commissioner (DC) treated the old chiefs as if they were their subjects. Local pay was bad. No good rural health or education policy. Up to 1950 the Govt Secondary schools in the country were 2, the rest were built by the missionaries.
There was also the rejection of African culture to some extent. Some external forces also contributed to this feeling. African- Americans such as Marcus Garvey and WE Du Bois raised strong Pan-African conscience.
In 1945 a conference was held in Manchester to promote Pan African ideas. This was attended by Nkrumah of Ghana, Azikwe of Nigeria and Wallace Johnson of Sierra Leone. The India and Pakistani independence catalysed this desire.
Sir Alan Burns constitution of 1946 provided new legislative council that was made of the Governor as the President, 6 government officials, 6 nominated members and 18 elected members.
The executive council was not responsible to the legislative council. They were only in advisory capacity, and the governor did not have to take notice.
These forces made Dr J.B. Danquah to form the United Gold Coast Conversion (UGCC) in 1947. Nkrumah was invited to be the General Secretary to this party. Other officers were George Grant (Paa Grant), Akuffo Addo, William Ofori Atta, Obetsebi Lamptey, Ako Agyei, and J Tsiboe. Their aim was Independence for Ghana. They rejected the Burns constitution
Empire of Ancient Ghana
Ancient Ghana derived power and wealth from gold and the introduction of the camel during the Trans-Saharan trade increased the quantity of goods that were transported. Majority of the knowledge of Ghana comes from the Arab writers. Al-Hamdani, for example, describes Ghana as having the richest gold mines on earth. These mines were situated at Bambuk, on the upper Senegal river. The Soninke people also sold slaves, salt and copper in exchange for textiles, beads and finished goods. They built their capital city, Kumbi Saleh, right on the edge of the Sahara and the city quickly became the most dynamic and important southern terminus of the Saharan trade routes. Kumbi Saleh became the focus of all trade, with a systematic form of taxation. Later on Audaghust became another commercial centre.
The wealth of ancient Ghana is mythically explained in the tale of Bida, the black snake. This snake demanded an annual sacrifice in return for guaranteeing prosperity in the Kingdom, therefore each year a virgin was offered up for sacrifice, until one year, the fiancé (Mamadou Sarolle) of the intended victim rescued her. Feeling cheated of his sacrifice, Bida took his revenge on the region, a terrible drought took a hold of Ghana and gold mining began to decline. There is evidence found by archaeologists that confirms elements of the story, showing that until the 12th Century, sheep, cows and even goats were abundant in the region.
The route taken by traders of the Maghreb to Ghana started in North Africa in Tahert, coming down through Sjilmasa in Southern Morocco. From there the trail went south and inland, running parallel with the coast, then round to the south-east through Awdaghust and ending up in Kumbi Saleh - the royal town of Ancient Ghana. Inevitably the traders brought Islam with them.
The Islamic community at Kumbi Saleh remained a separate community quite a distance away from the King's palace. It had its own mosques and schools, but the King retained traditional beliefs. He drew on the bookkeeping and literary skills of Muslim scholars to help run the administration of the territory. The state of Takrur to the west had already adopted Islam as its official religion and established closer trading ties with North Africa.
There were numerous reasons for the decline of Ghana. The King lost his trading monopoly, at the same time drought began and had a long-term effect on the land and its ability to sustain cattle and cultivation. Within the Arab tradition, there is the knowledge that the Almoravid Muslims came from North Africa and invaded Ghana. Other interpretations are that the Almoravid influence was gradual and did not involve any form of military takeover.
April 28, 2010
IMPORTANT QUESTIONS AND ANSWERS
1. The largest museum in the world
A. American museum of national history
2.The lowest mountain range in the world ?
A. Buena Bhalie
3.The country known as the land of cakes ?
A. Scotland
4.The garden of England ?
A.Kent
5.Hilter was born in ?
A.Austria
COOKERY
COOKERY
Cookery is defined as a "chemical process" the mixing of ingredients.For its we need good knowledge and skills.In french the word cuisine denotes the art of cooking.
THE ORIGIN OF COOKING
The art of cooking is ancient.The first cooking was a premitive man who had put a hunk of meat close to the fire.POPULAR CUISINES
French cuisineIt is recognised by the world as one of the finest cuisines. The french are known for their artistic temperment and so is their cuisine.since the end of 19 th century french culinary art has reached the highest pont of perfection.they pusblished the book for cookery.Gastronomy (the style or custom of cooking) is an art with defined rules.garnishes and accompaniments play a key role in the french cuisisne.
popular contienetal vegitables are asparagues,artichoke,carrots,turnips brocoli mushrooms etc.
cheese are using for garnish the dishes in french cusines.
ABOUT UGANDA
Population: 32.7 million (UN, 2009)
Capital: Kampala
Area: 241,038 sq km (93,072 sq miles)
Major languages: English (official), Swahili (official), Luganda, various Bantu and Nilotic languages
Major religions: Christianity, Islam
Life expectancy: 52 years (men), 53 years (women) (UN)
Monetary unit: 1 Ugandan shilling = 100 cents
Main exports: Coffee, fish and fish products, tea; tobacco, cotton, corn, beans, sesame
GNI per capita: US $420 (World Bank, 2008)
Internet domain: .ug
International dialling code: +256
President: Yoweri Museveni
Yoweri Museveni, Uganda's leader since 1986, was declared the winner of elections in February 2006, the first multi-party poll in 25 years.
Uganda's veteran leader, Yoweri Museveni
Officials said he took 59% of the vote versus the 37% share of his main rival, Kizza Besigye from the opposition Forum for Democratic Change.
Observers said the conduct of the poll was an improvement on the 2001 vote, but critics accused the government of intimidating the opposition in the run-up. Dr Besigye has faced treason and rape charges - as well as terrorism charges in a military court - which his supporters say are politically motivated.
Parliament abolished a constitutional limit on presidential terms in 2005, paving the way for Mr Museveni to seek a third elected term and alarming some Western donors.
Severe restrictions on multi-party politics were imposed by Mr Museveni in 1986; only the president's "Movement" system was allowed to take part in elections.
Ugandans voted to lift the curbs in 2005, with the president maintaining that the country's factional rifts had been healed.
Born in western Uganda in 1944, Yoweri Museveni studied political science in Tanzania. There he became involved with the Front for the Liberation of Mozambique (Frelimo) and picked up the techniques of guerrilla warfare.
After a brief spell in the Ugandan government, Mr Museveni fled to Tanzania in 1971 when Idi Amin toppled Milton Obote, returning in 1980.
But when his party was defeated in elections which he said had been rigged, he formed the National Resistance Army which brought him to power in 1986. Ten years later he won Uganda's first direct presidential election and was re-elected in
TV IN UGANDA
UBC TV - public, run by Uganda Broadcasting Corporation
WBS - private, operated by Wavah Broadcasting Service
Pulse TV - private
Bukkede TV - operated by state-owned New Vision Group
NTV Uganda - private
East Africa TV - private
April 27, 2010
ABOUT THE CHILE
Chile is a country of startling contrasts and extreme beauty, with attractions ranging from the towering volcanic peaks of the Andes to the ancient forests of the Lake District. There are a multitude of very good parks here, and plenty of opportunities for fine adventure travel. Chile is justly famous as the location of Torres del Paine, considered by many to be the finest nature travel destinations in all of South America Chile is a country of startling contrasts and extreme beauty, with attractions ranging from the towering volcanic peaks of the Andes to the ancient forests of the Lake District. There are a multitude of very good parks here, and plenty of opportunities for fine adventure travel. Chile is justly famous as the location of Torres del Paine, considered by many to be the finest nature travel destinations in all of South America.
Location, Geography Climate
For anyone who has ever been fascinated by geography, the long, impossibly thin line of Chile has always produced a tiny moment of astonishment. Chile stretches over 4,300 km (2,700 mi) along the southwestern coast of South America, a distance roughly the same as that from San Francisco to New York, or Edinburgh to Baghdad. At the same time, its width never exceeds 240 km (150 mi), making the country more than eighteen times longer than its widest point.
The most obvious factor in Chile's remarkable slenderness is the massive, virtually impassable wall of the Andes, a mountain range that is still rising and that contains more than fifty active volcanic peaks. The western border is of course the Pacific Ocean, but it is a misconception to picture Chile as nothing more than the steep western slope of the Andean peaks. All along its length Chile is marked by a narrow depression between the mountains and the sea. To the north the land rises and becomes more arid, until one reaches the forbidding Atacama Desert, one of the most inhospitable regions on earth. To the south just the opposite transformation takes place: the land falls away, and the region between mountains and ocean fades into the baffling archipelagic maze that terminates in Chilean Patagonia. Chile's southern extremity is marked by Cape Horn, a treacherous headland surrounded by almost continuously storm-tossed seas and passable only through the foggy stillness of the Strait of Magellan.
In the center of the country, however, is a long and expansive river valley, a five hundred mile corridor occupied in the north by vineyards and great farms and in the south by primeval forests and enchanting lakes. Santiago, the capital, anchors the northern and more prosperous section of the central valley. The lush Lake District to the south, however, is the homeland of Chile's indigenous peoples, the Araucanians.
Also part of Chile are two notable Pacific possessions-the Juan Fernandez Islands and the famous Easter Island, both of which are administered as national parks. The Juan Fernandez islands are located about 670 km off the Chilean coast, while Easter Island is situated 3700 km distant.
Chile's climate is as diverse as its geography. Aside from the obviously extreme climatic conditions of the Andes an the Atacama, however, the country enjoys a comfortable temperate climate.
1) What is the maximum width of Chile?
a) 100 miles
b) 150 miles
c) 200 miles
d) 1,000 miles
2) Who is the first woman President of Chile?
a) Michelle Bachelet
b) Viviane Cuq
c) Cristina Preito
d) Patricia Soto
3) Which is the southernmost point of South America?
a) Cape Canaveral
b) Cape Horn
c) Cape Kennedy
d) Cape Conrad
4) Whose government was overthrown in 1973?
a) Juan Antonio Rios
b) Salavador Allende
c) Pedro Montt
d) Jose Balmaceda
5) When did Augusto Pinochet retire as commander-in-chief?
a) 1989
b) 1998
c) 1990
d) 1993
6) Which of the following islands belongs to Chile?
a) Greenland
b) Newfoundland
c) Easter Island
d) New Caledonia
7) Which is the currency of Chile?
a) Franc
b) Dollar
c) Pound
d) Peso
8) Who founded Santiago?
a) Diego de Almagro
b) Pedro de Valdivia
c) Bernardo O’Higgins
d) Pablo Neruda
9) Who led a coup in 1924?
a) Simon Bolivar
b) Alberto Fujimori
c) Luis Altamirano
d) Carlos Ibanez del Campo
10) Who was the President of Chile from 1990 to 1994?
a) Eduardo Frei Montalva
b) Patricio Aylwin
c) Ricardo Lagos
d) Joaquin Lavin
Location, Geography Climate
For anyone who has ever been fascinated by geography, the long, impossibly thin line of Chile has always produced a tiny moment of astonishment. Chile stretches over 4,300 km (2,700 mi) along the southwestern coast of South America, a distance roughly the same as that from San Francisco to New York, or Edinburgh to Baghdad. At the same time, its width never exceeds 240 km (150 mi), making the country more than eighteen times longer than its widest point.
In the center of the country, however, is a long and expansive river valley, a five hundred mile corridor occupied in the north by vineyards and great farms and in the south by primeval forests and enchanting lakes. Santiago, the capital, anchors the northern and more prosperous section of the central valley. The lush Lake District to the south, however, is the homeland of Chile's indigenous peoples, the Araucanians.
Also part of Chile are two notable Pacific possessions-the Juan Fernandez Islands and the famous Easter Island, both of which are administered as national parks. The Juan Fernandez islands are located about 670 km off the Chilean coast, while Easter Island is situated 3700 km distant.
Chile's climate is as diverse as its geography. Aside from the obviously extreme climatic conditions of the Andes an the Atacama, however, the country enjoys a comfortable temperate climate.
1) What is the maximum width of Chile?
a) 100 miles
b) 150 miles
c) 200 miles
d) 1,000 miles
2) Who is the first woman President of Chile?
a) Michelle Bachelet
b) Viviane Cuq
c) Cristina Preito
d) Patricia Soto
3) Which is the southernmost point of South America?
a) Cape Canaveral
b) Cape Horn
c) Cape Kennedy
d) Cape Conrad
4) Whose government was overthrown in 1973?
a) Juan Antonio Rios
b) Salavador Allende
c) Pedro Montt
d) Jose Balmaceda
5) When did Augusto Pinochet retire as commander-in-chief?
a) 1989
b) 1998
c) 1990
d) 1993
6) Which of the following islands belongs to Chile?
a) Greenland
b) Newfoundland
c) Easter Island
d) New Caledonia
7) Which is the currency of Chile?
a) Franc
b) Dollar
c) Pound
d) Peso
8) Who founded Santiago?
a) Diego de Almagro
b) Pedro de Valdivia
c) Bernardo O’Higgins
d) Pablo Neruda
9) Who led a coup in 1924?
a) Simon Bolivar
b) Alberto Fujimori
c) Luis Altamirano
d) Carlos Ibanez del Campo
10) Who was the President of Chile from 1990 to 1994?
a) Eduardo Frei Montalva
b) Patricio Aylwin
c) Ricardo Lagos
d) Joaquin Lavin
some quiz
1. who is the prime minister of india ?
A : Man mohan singh.
2.who is president of india ?
A: prathibha patel
3.who is the speaker of indian lokha sabha ?
A: Meera kumar.
4.The longest river in the world ?
A: Nile
5.The longest high way in the world?
A: trans-canada
6 The largest coffee growing country in the world?
A? Brazil
7 Country of copper ?
A : zambia
8 The coldest place in the earth ?
A: siberia
A : Man mohan singh.
2.who is president of india ?
A: prathibha patel
3.who is the speaker of indian lokha sabha ?
A: Meera kumar.
4.The longest river in the world ?
A: Nile
5.The longest high way in the world?
A: trans-canada
6 The largest coffee growing country in the world?
A? Brazil
7 Country of copper ?
A : zambia
8 The coldest place in the earth ?
A: siberia
April 26, 2010
What a Service
Can u guess it ?
I will give u 3 clues........
A leading international company in kuwait..........
The logo of the company .....service is our currency....
it got ISO .....they paid huge amount......But service is very poor.....
these are the clues......
now 2 incident
MY brother wants send money from india to kuwait. He aproached ernakulam branch of this company. they send the amount. after a week he asked the status of the amount....the bank told we do not know...go to HDFC bank.....now this people not giving proper reply where the cash gone. My brother sent a request to head office of the company.....no reply......this is know as service is our currency
if u guess the name of the company...........
April 12, 2010
What is EQ and Why Should You Care?
EQ is the acronym for Emotional Intelligence. So not only do you and I have an IQ(Intelligence Quotient), we also have emotional intelligence. Emotional intelligence is not about traditional intelligence. It is about our ability to handle ourselves and others. It is all about our ability to get along with others and build relationships.
The concept of EQ became popularized by Daniel Goleman in 1995. His book (also called Emotional Intelligence), helped us to understand that it is not just technical and analytical abilities that make a successful leader. IQ is not the only predictor of your success, a high IQ is not a guarantee of career success. You do need your technical abilities, your competencies at a specific skill or within a specific subject matter, but to thrive you need your ability to get along with other people. The most successful leaders also have a high degree of emotional intelligence. And here is the great news; EQ (unlike IQ) can be developed.
Emotional intelligence: “the ability to monitor one’s own and others’ feelings and emotions, to discriminate among them and to use this information to guide one’s thinking and action.” - Peter Salovey and John D. Mayer.
“The abilities to recognize and regulate emotions in ourselves and others” – Daniel Goleman and Gary Cherniss.
Why should you care about your EQ? Perhaps you will humor me by reading just one more quote:
“75% of careers are derailed for reasons related to emotional competencies, including inability to handle interpersonal problems; unsatisfactory team leadership during times of difficulty or conflict; or inability to adapt to change or elicit trust.” — The Center for Creative Leadership, 1994
So 75% of careers derail for reasons that relate to something that we can all work on and improve? Of course you care!
What makes up EQ? There are five components:
Self-Awareness – A person who is self-aware understands their own moods and emotions and also how those moods and emotions may impact others.
Self-Regulation – Someone who exhibits self-regulation thinks before they act. Remember that person you worked for? The one who used to get red in the face, yell and scream and throw notebooks across the room? They were not exhibiting self-regulation at all.
Motivation – If you love to work and it is not just for money or for status; if you have a strong drive to achieve; then you know about motivation.
Empathy – The empathetic individual is able to understand the emotions of others and also learns to treat them as they wish to be treated.
Social Skill – Do you know someone who is able to meet new people and immediately develop a rapport with them? It is likely that they are very accomplished in the area of social skill.
Why don’t we take a moment and examine someone who is working on their self-awareness and their self-regulation:
“Do you think you could stop surfing the web long enough to get me a latte? I would hate to think your horoscope for the day includes bad customer service.” For some reason, snapping at the coffee house barista made Jane feel just a bit better. Jane slammed some money on the counter and waited for her coffee. When it was ready she picked it up and marched out of the coffee house, letting the door close in the face of the person walking out behind her.
Wow in the above scenario Jane is definitely not being self-aware and definitely not exhibiting self-regulation.
If Jane came back to the coffee house after she verbally abused the barista and apologized, she would be exhibiting one of the behaviors associated with trustworthiness. Trustworthiness is considered to be a competency of self-regulation; a behavior that is associated with this competency is the ability to admit our own mistakes.
In this version of Jane and the coffee house, we see self-awareness and self-regulation:
Jane took a deep breath as she opened the door to the coffee house. She knew that she was tired and really on edge. Jane also knew that when she was tired she had a tendency to be impatient and say things she would later regret. With this thought in mind, Jane approached the counter, smiled and said, “Excuse me; I would like to order a latte please.”
Because Jane is aware of how she behaves when she is tired, she is also able to exercise self-control. She is able to manage her impulses and disruptive emotions, she remains composed and positive. She takes a deep breath, thinks before she speaks and does not allow herself to behave badly. She does not need to go back to the coffee house and apologize because she was able to self-regulate.
Self-awareness and self-regulation are the foundation upon which you build and strengthen your emotional intelligence. Think about it, in order to regulate your behavior you must become aware of your behavior and what causes or triggers that behavior. When you become aware, you can begin to manage yourself and to stop yourself from snapping at coffee house baristas (or your co-workers or your friends or family).
To develop self-awareness you need to learn to objectively observe yourself. This means you are keeping an eye out for situations where you felt negative emotions. This is a good start. An even better start is to recognize those negative emotions and then the behaviors that you exhibit when you are experiencing these emotions. A very helpful tool to support you in this process is journaling. Consider keeping a journal that helps you track when you act in a way that you later regret and what you were feeling at the time. This journal is your first line of defense to building your self-awareness and your self-regulation.
Remember that EQ can be developed and developing your EQ is a journey. By reading this article and becoming familiar with the concept of EQ, you have just taken the first step.
by Margaret Meloni is a Guest Blogger for PickTheBrain. She is a life coach and personal consultant, dedicated to helping you to get through the day in Peace, not in Pieces!
The concept of EQ became popularized by Daniel Goleman in 1995. His book (also called Emotional Intelligence), helped us to understand that it is not just technical and analytical abilities that make a successful leader. IQ is not the only predictor of your success, a high IQ is not a guarantee of career success. You do need your technical abilities, your competencies at a specific skill or within a specific subject matter, but to thrive you need your ability to get along with other people. The most successful leaders also have a high degree of emotional intelligence. And here is the great news; EQ (unlike IQ) can be developed.
Emotional intelligence: “the ability to monitor one’s own and others’ feelings and emotions, to discriminate among them and to use this information to guide one’s thinking and action.” - Peter Salovey and John D. Mayer.
“The abilities to recognize and regulate emotions in ourselves and others” – Daniel Goleman and Gary Cherniss.
Why should you care about your EQ? Perhaps you will humor me by reading just one more quote:
“75% of careers are derailed for reasons related to emotional competencies, including inability to handle interpersonal problems; unsatisfactory team leadership during times of difficulty or conflict; or inability to adapt to change or elicit trust.” — The Center for Creative Leadership, 1994
So 75% of careers derail for reasons that relate to something that we can all work on and improve? Of course you care!
What makes up EQ? There are five components:
Self-Awareness – A person who is self-aware understands their own moods and emotions and also how those moods and emotions may impact others.
Self-Regulation – Someone who exhibits self-regulation thinks before they act. Remember that person you worked for? The one who used to get red in the face, yell and scream and throw notebooks across the room? They were not exhibiting self-regulation at all.
Motivation – If you love to work and it is not just for money or for status; if you have a strong drive to achieve; then you know about motivation.
Empathy – The empathetic individual is able to understand the emotions of others and also learns to treat them as they wish to be treated.
Social Skill – Do you know someone who is able to meet new people and immediately develop a rapport with them? It is likely that they are very accomplished in the area of social skill.
Why don’t we take a moment and examine someone who is working on their self-awareness and their self-regulation:
“Do you think you could stop surfing the web long enough to get me a latte? I would hate to think your horoscope for the day includes bad customer service.” For some reason, snapping at the coffee house barista made Jane feel just a bit better. Jane slammed some money on the counter and waited for her coffee. When it was ready she picked it up and marched out of the coffee house, letting the door close in the face of the person walking out behind her.
Wow in the above scenario Jane is definitely not being self-aware and definitely not exhibiting self-regulation.
If Jane came back to the coffee house after she verbally abused the barista and apologized, she would be exhibiting one of the behaviors associated with trustworthiness. Trustworthiness is considered to be a competency of self-regulation; a behavior that is associated with this competency is the ability to admit our own mistakes.
In this version of Jane and the coffee house, we see self-awareness and self-regulation:
Jane took a deep breath as she opened the door to the coffee house. She knew that she was tired and really on edge. Jane also knew that when she was tired she had a tendency to be impatient and say things she would later regret. With this thought in mind, Jane approached the counter, smiled and said, “Excuse me; I would like to order a latte please.”
Because Jane is aware of how she behaves when she is tired, she is also able to exercise self-control. She is able to manage her impulses and disruptive emotions, she remains composed and positive. She takes a deep breath, thinks before she speaks and does not allow herself to behave badly. She does not need to go back to the coffee house and apologize because she was able to self-regulate.
Self-awareness and self-regulation are the foundation upon which you build and strengthen your emotional intelligence. Think about it, in order to regulate your behavior you must become aware of your behavior and what causes or triggers that behavior. When you become aware, you can begin to manage yourself and to stop yourself from snapping at coffee house baristas (or your co-workers or your friends or family).
To develop self-awareness you need to learn to objectively observe yourself. This means you are keeping an eye out for situations where you felt negative emotions. This is a good start. An even better start is to recognize those negative emotions and then the behaviors that you exhibit when you are experiencing these emotions. A very helpful tool to support you in this process is journaling. Consider keeping a journal that helps you track when you act in a way that you later regret and what you were feeling at the time. This journal is your first line of defense to building your self-awareness and your self-regulation.
Remember that EQ can be developed and developing your EQ is a journey. By reading this article and becoming familiar with the concept of EQ, you have just taken the first step.
by Margaret Meloni is a Guest Blogger for PickTheBrain. She is a life coach and personal consultant, dedicated to helping you to get through the day in Peace, not in Pieces!
April 11, 2010
INCREASE MOTIVATION
MOTIVATION
If you want to make things happen the ability to motivate yourself and others is a crucial skill. At work, home, and everywhere in between, people use motivation to get results. Motivation requires a delicate balance of communication, structure, and incentives. These 21 tactics will help you maximize motivation in yourself and others.
Motivation
1. Consequences – Never use threats. They’ll turn people against you. But making people aware of the negative consequences of not getting results (for everyone involved) can have a big impact. This one is also big for self motivation. If you don’t get your act together, will you ever get what you want?
2. Pleasure – This is the old carrot on a stick technique. Providing pleasurable rewards creates eager and productive people.
3. Performance incentives – Appeal to people’s selfish nature. Give them the opportunity to earn more for themselves by earning more for you.
4. Detailed instructions – If you want a specific result, give specific instructions. People work better when they know exactly what’s expected.
5. Short and long term goals – Use both short and long term goals to guide the action process and create an overall philosophy.
6. Kindness – Get people on your side and they’ll want to help you. Piss them off and they’ll do everything they can to screw you over.
7. Deadlines – Many people are most productive right before a big deadline. They also have a hard time focusing until that deadline is looming overhead. Use this to your advantage by setting up a series of mini-deadlines building up to an end result.8. Team Spirit – Create an environment of camaraderie. People work more effectively when they feel like part of team — they don’t want to let others down.
10. Recognize achievement – Make a point to recognize achievements one-on-one and also in group settings. People like to see that their work isn’t being ignored.
11. Personal stake – Think about the personal stake of others. What do they need? By understanding this you’ll be able to keep people happy and productive.
12. Concentrate on outcomes – No one likes to work with someone standing over their shoulder. Focus on outcomes — make it clear what you want and cut people loose to get it done on their own.
13. Trust and Respect – Give people the trust and respect they deserve and they’ll respond to requests much more favorably.
14. Create challenges – People are happy when they’re progressing towards a goal. Give them the opportunity to face new and difficult problems and they’ll be more enthusiastic.
15. Let people be creative – Don’t expect everyone to do things your way. Allowing people to be creative creates a more optimistic environment and can lead to awesome new ideas.16. Constructive criticism – Often people don’t realize what they’re doing wrong. Let them know. Most people want to improve and will make an effort once they know how to do it.
17. Demand improvement – Don’t let people stagnate. Each time someone advances raise the bar a little higher (especially for yourself).
18. Make it fun – Work is most enjoyable when it doesn’t feel like work at all. Let people have fun and the positive environment will lead to better results.
19. Create opportunities – Give people the opportunity to advance. Let them know that hard work will pay off.20. Communication – Keep the communication channels open. By being aware of potential problems you can fix them before a serious dispute arises.
21. Make it stimulating – Mix it up. Don’t ask people to do the same boring tasks all the time. A stimulating environment creates enthusiasm and the opportunity for “big picture” thinking.
Master these key points and you’ll increase motivation with a bit of hard work.
Motivation
1. Consequences – Never use threats. They’ll turn people against you. But making people aware of the negative consequences of not getting results (for everyone involved) can have a big impact. This one is also big for self motivation. If you don’t get your act together, will you ever get what you want?
2. Pleasure – This is the old carrot on a stick technique. Providing pleasurable rewards creates eager and productive people.
3. Performance incentives – Appeal to people’s selfish nature. Give them the opportunity to earn more for themselves by earning more for you.
4. Detailed instructions – If you want a specific result, give specific instructions. People work better when they know exactly what’s expected.
5. Short and long term goals – Use both short and long term goals to guide the action process and create an overall philosophy.
6. Kindness – Get people on your side and they’ll want to help you. Piss them off and they’ll do everything they can to screw you over.
7. Deadlines – Many people are most productive right before a big deadline. They also have a hard time focusing until that deadline is looming overhead. Use this to your advantage by setting up a series of mini-deadlines building up to an end result.8. Team Spirit – Create an environment of camaraderie. People work more effectively when they feel like part of team — they don’t want to let others down.
10. Recognize achievement – Make a point to recognize achievements one-on-one and also in group settings. People like to see that their work isn’t being ignored.
11. Personal stake – Think about the personal stake of others. What do they need? By understanding this you’ll be able to keep people happy and productive.
12. Concentrate on outcomes – No one likes to work with someone standing over their shoulder. Focus on outcomes — make it clear what you want and cut people loose to get it done on their own.
13. Trust and Respect – Give people the trust and respect they deserve and they’ll respond to requests much more favorably.
14. Create challenges – People are happy when they’re progressing towards a goal. Give them the opportunity to face new and difficult problems and they’ll be more enthusiastic.
15. Let people be creative – Don’t expect everyone to do things your way. Allowing people to be creative creates a more optimistic environment and can lead to awesome new ideas.16. Constructive criticism – Often people don’t realize what they’re doing wrong. Let them know. Most people want to improve and will make an effort once they know how to do it.
17. Demand improvement – Don’t let people stagnate. Each time someone advances raise the bar a little higher (especially for yourself).
18. Make it fun – Work is most enjoyable when it doesn’t feel like work at all. Let people have fun and the positive environment will lead to better results.
19. Create opportunities – Give people the opportunity to advance. Let them know that hard work will pay off.20. Communication – Keep the communication channels open. By being aware of potential problems you can fix them before a serious dispute arises.
21. Make it stimulating – Mix it up. Don’t ask people to do the same boring tasks all the time. A stimulating environment creates enthusiasm and the opportunity for “big picture” thinking.
Master these key points and you’ll increase motivation with a bit of hard work.
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