Be a Successful person

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2012-07-17T06:43:00.002-07:00

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Sayings about success

2012-07-15T12:49:00.002-07:00

Helen Keller said:

(Life is either a daring adventure to be, or none)

Mutanabi said:

If you ventured in honor of Merom && not convince including without stars

William James:

(No one is more miserable than one which has become a no-decision is his custom only)

Ronald Aspurt:

(Success is often the ally of those who work with courage, and is rarely reluctant ally of those who averse attitudes and results)

Mutanabi said:

If you are an opinion so be a determination of,,,, the opinion that corruption hesitate

Ronald Aspurt:

(If you do not try to do something beyond what has mastered, you are not progressing at all)

Ronald Aspurt:

(Back to good habits which will Tsnek)

Alahtaih:

Of doing good, and not executed Joizih && does not go custom between God and people

John Charles Salak:

(Duds is divided into two halves: those who think do not work, and those who work and think never)

(Do not people get to the park without success to pass stations fatigue and failure and despair, and his strong will not prolong the stand in these stations)

John Gardiner:

(We pay a high price because of our fear of failure; It is a great obstacle to the development works to narrow the horizon of personal and limit exploration and experimentation, there is no knowledge without difficulty and the experience of right and wrong ...

If you want to continue in the knowledge you need to be prepared for your life to face the risk of failure)

Bernard Shaw:

(People blame their circumstances for what they are from the case; but I do not believe in circumstances Valenajehon in this world are people who discussed the circumstances they want, If you do not find them and they set themselves)

Ross Perot:

(When I am building a team I am always looking for people who love to win, and if I did not find any of them then I look for people who hate defeat)

William James:

(The greatest discovery of my generation is that man can alter his life, if they had changed the trends of mental)

Winston Churchill:

(The only answer to defeat is victory)

Somerset Maugham:

(Probably of the wonders of life, if you rejected all that is below the level of the summit, you are always up to it)

Konfoiius:

(If it sought to do lies in High Human is the same, but seeks to despicable to others)

Pablelios Sears:

(Many people may accept the advice, but only the wise ones who benefit from it)

Horace:

(Live in fear of not ever be free)

Ralph Emerson:

(That the world give way to one who knows where he was going)

(If what you get with little effort or cost has no value)

(If you do fail, it will not work hard)

(What a failure unless you create a temporary defeat the chances of success)

(Escape is the only reason for the failure, so you did not fail as long as you stop trying)

10 Things I Look for When Reading a Business Plan

2012-06-19T11:33:00.000-07:00

1-Don’t push adjectives. Let me assign my own. This year for every plan that really looks like it might be disruptive or game changing I saw 20 or so that claimed to be.

2- Tell stories. A story tells market need way better than general market numbers. Write about problems you solve and who has them, how you solve them, and why you do it better than anybody else.

3- I want a forecast that starts with specifics like channels or traffic and conversions or segments and builds up. I hate the forecast that assets some huge market and takes a small percentage of it. It seems like every time I read “this is a $X-billion-dollar market” the surrounding discussion lacks depth and credibility.

4- I want unit economics. Often this is part of a good forecast. Tell me what it costs to produce one unit, what the channel pays for it (if channels are relevant) or what the buyer pays for it, what it costs to ship, and so on.

5- I want realistic expenses. Most plans are pretty good about estimating direct costs but bad about underlying expenses. You can’t have a $20 million sales estimate with 10 employees in the company and a few hundred thousand dollars of marketing expense. It just doesn’t happen.

6- Never write that you have no competition. Having no competition means one of two things: either your business sucks, or you haven’t done your homework and you don’t know your business. Even the most amazing disruptive game-changing plans have competition. If not now, then tomorrow. Who’s going to enter this market?

7- I want good positioning. Don’t try to please everybody. Start with a relatively narrow product-market fit and, if you can, move it gradually up to more markets and more segments. Explain in your plan which segment is first and why. Explain who you’re leaving out of your market and why.

8- I want to see basic numbers. I expect projected monthly income, balance, and cash flow for the next year and annual projections for the second and third year. And I want to see them, as in useful business charts, but I want to be able to see the numbers in detail too.

9- I want to see milestones: dates and deadlines. And progress made. What have you actually done in the recent past? Write about achievements.

10- By far the best validation of a plan is actual sales made already. People have written checks. Second best are letters from future customers promising future business.

11- (Bonus point) Don’t muck it up with too much science. It’s not a research plan, it’s a business plan. Summarize the science so I have some idea and then tell me about the business.

12- (Bonus point) Don’t let the document get in the way. I don’t want to think about formatting or editing, I want to read your stories and imagine your future. Keep it moving and keep my mind on the business, not the misspellings or repetitions.

bplan

8 Factors that Make a Good Business Plan

2012-06-19T11:20:00.000-07:00

?What makes a good business plan

Here’s the hard part, right at the beginning: the value of a business plan is measured in money. That’s hard for me at least, maybe not for you, but for me. As a genuine ex-hippy baby boomer entrepreneur, I like touchy-feely do-gooder measurement systems. But that’s not the real case. Like just about everything else in business, the value is money. Money in the bank.

The actual calculation is pretty hypothetical. You take the money in the bank with the business plan and subtract money in the bank without the business plan, and that’s the value. One of the two is just a guess. But there it is, a cold hard (although hypothetical) number.

With that in mind, here are some of the qualities of a good business plan, in order of importance:

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1. It fits the business need

We simply can’t look at business plans as generic. You have to start with whether or not the plan achieved its business purpose. Some plans exist to get investment. Some are supposed to support loan applications. Those are specialty uses, that apply to some business situations, while almost all businesses ought to develop management-oriented business plans that exist to help run the company, not to be presented to outsiders.

Obviously form follows function. The business plan used internally to manage the company doesn’t have to polish and present the company to outsiders, so it probably lives on a network, not on paper. But the plan as part of high-end startup looking for VC or angel investment does in fact have to present the business to outsiders. These are very different plans. Some of them have sales objectives, selling an idea, and a team, and a market, to investors. Some have a support objective, reassuring a lender about risk, usually with assets. My favorite business plans are about managing: starting and growing a company. A plan that might be great at selling the company might be bad at supporting a loan application, or for managing a company.

So point one, what makes a good business plan, is that it fits the business need. Does it achieve the business objective?

At this point it’s hard to avoid going into branches. I’m going to resist the temptation to write about what people look for in investment-related plans, and then the plan for lenders, or the operational plan. There are a lot of branches on that tree. Factors like readability and ease of navigation and covering all the main points depend a lot on whether those qualities affect achieving the plan’s business objective.

So it’s entirely possible to have an excellent business plan that’s never been printed, that isn’t edited, that contains only cryptic bullet points that only the internal management team understands.

And it’s also possible to have a well written, thoroughly researched, and beautifully presented business plan that’s useless.

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2. It’s realistic. It can be implemented.

The second measure of good or bad in a business plan is realism. You don’t get points for ideas that can’t be implemented. For example, a brilliantly written, beautifully formatted, and excellently researched business plan for a product that can’t be built is not a good business plan. The plan that requires millions of dollars of investment but doesn’t have a management team that can get that investment is not a good plan. A plan that ignores a fatal flaw is not a good plan.

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3. It’s specific. You can track results against plan.

Every business plan ought to include tasks, deadlines, dates, forecasts, budgets, and metrics. It’s measurable.

Ask yourself, as you evaluate a business plan: how will we know later if we followed the plan? How will we track actual results and compare them against the plan? How will we know if we are on plan or not?

While blue-sky strategy is great (or might be, maybe), good planning depends more on what, when, who, and how much.

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4. It clearly defines responsibilities for implementation

You have to be able to identify a single person will be responsible for every significant task and function. A task that doesn’t have an owner isn’t likely to be implemented. You can go through a business plan and look to see whether or not you can recognize a specific person responsible for implementation at every point.

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5. It clearly identifies assumptions

This is very important because business plans are always wrong. They’re done by humans, who are guessing the future, and humans guess wrong. So business plans must clearly show assumptions up front because changed assumptions ought to lead to revised plans. You identify assumptions and keep them visible during the following planning process.

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6. It’s communicated to the people who have to run it

At this point we leave the discussion of the plan itself, as if it were a stand-alone entity, and get into how the plan is managed. The first five points here are about the plan. You can deal with them as the plan develops. This and the following two are about the management of the plan.

I know that’s kind of tough, because it means that a plan that isn’t managed isn’t a good plan. But I can live with that.

So a good plan is communicated. Up above, where I suggest that the qualities of writing and editing are not essential for all plans, and I reference cryptic bullet points that only the team understands: I stick with that here. If only the team understands them it, it can still be a good plan; but it has to be communicated to that team.

We’re judging the plan by the business improvements it causes; in some sense, by the implementation it causes. So people in charge have to know and understand the plan. Plans in drawers, or locked on a single computer, only work when it’s a one-person organization and nobody else has to know the plan.

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7. It gets people committed

Here too it’s about the process surrounding the plan, more than the plan itself. The plan has to have the specifics in point 3 and responsibilities as in point 4, but the management has to take them to the team and get the team committed.

For the one-person business that’s easier, but still important.

Definition of commitment: in a bacon and egg breakfast, the chicken is involved, and the pig is committed.

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8. It’s kept alive by follow up and planning process

Sadly, you can have all seven of the above points, and if you drop the ball — the plan in the drawer syndrome — then the plan still isn’t a good plan. It has to bring the planning process with it, meaning regular review and course correction.

No business plan is good if it’s static and inflexible. Planning isn’t about predicting the future once a year and then following that predicted future no matter what. Planning is steering and management. It takes a process of regular review and course correction.

bplans

God Loves You!

2012-06-19T11:10:00.001-07:00

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God Loves You!

The Bible says, "God so loved the world that He gave His one and only Son, that whoever believes in Him shall not perish, but have eternal life"

The problem is that...

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All of us have done, said or thought things that are wrong. This is called sin, and our sins have separated us from God.

The Bible says "All have sinned and fall short of the glory of God." God is perfect and holy, and our sins separate us from God forever. The Bible says "The wages of sin is death."

The good news is that, about 2,000 years ago,

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God sent His only Son Jesus Christ to die for our sins.

Jesus is the Son of God. He lived a sinless life and then died on the cross to pay the penalty for our sins. "God demonstrates His own love for us in that while we were yet sinners Christ died for us."

Jesus rose from the dead and now He lives in heaven with God His Father. He offers us the gift of eternal life -- of living forever with Him in heaven if we accept Him as our Lord and Savior. Jesus said "I am the way, the truth, and the life. No one comes to the Father except by Me."

God reaches out in love to you and wants you to be His child. "As many as received Him, to them He gave the right to become children of God, even to those who believe on His name." You can choose to ask Jesus Christ to forgive your sins and come in to your life as your Lord and Savior.

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If you want to accept Christ as your Savior and turn from your sins, you can ask Him to be your Savior and Lord by praying a prayer like this:

"Lord Jesus, I believe you are the Son of God. Thank you for dying on the cross for my sins. Please forgive my sins and give me the gift of eternal life. I ask you in to my life and heart to be my Lord and Savior. I want to serve you always."

How to Self-Talk Your Way Out of a Tough Spot

2012-06-07T18:46:00.000-07:00

What is the one least-tapped resource in the world today? The power of thought. You can radically change the world around you, that is, every aspect of your life, by paying attention to your thoughts and tapping into the power within them.

Part of being aware of your thoughts include paying attention to how you are talking to yourself.

Sound hard? Not at all. Here are five ways to self-talk your way out of a tough spot.

. 1Change your overall tune.

Chances are, you got into whatever type of “tough spot” you’re in (financial, emotional, life situation, etc) by singing the song that life is hard. It isn’t. It doesn’t have to be. That “life is hard” song is like a top hit from the 30′s, 40′s and 50′s, and even though it’s completely lost its popularity, you keep listening to it. Life absolutely does not have to be hard, and if it is, it is only that way because you have been telling yourself that it is.

How to do it:

Start every day on a new tune by telling yourself something new – tell yourself that things are always improving. We have collectively found so many solutions to our problems, a solution for your particular problem is just around the corner, just minutes away from being found. Life is getting better! Life is easy when you’re in the flow. Tell yourself it simply doesn’t have to be hard.

. 2Learn how to cheer yourself up.

You must not rely on anyone or anything else to cheer you up, because that person or thing will never be as consistent as you can be for yourself, once you know how.

How to do it:

Imagine that you have a personal cheer leading team, or a way-to-go aunt or uncle who always cheers you on. What would this person say to you? Even if it sounds ridiculous – like a squad of teenagers shouting “One! Two! Three! Four! Who’s the best one out the door! You are!!” – if it makes you giggle to yourself or smile inside, then do it. Connect with this “positivity team” in your imagination at the start of every day, and whenever you can throughout your day to boost your mood.

3Start out general.

When you are really in the thick of those tough things, don’t try to affirm your way out with specifics. When you talk to yourself, go general in order to turn from negativity to positivity.

How to do it:

Look at the core of the area of life where your problem exists – relationships, health, financial, or personal – and go as general and as positive as possible. For a health problem, you might try: “hey, six feet above ground is better than below!” For arelationship problem: “I have lots of friends and all sorts of people like to be with me.” For a financial problem: “Things really are going to turn around any day. The good thing about being at the bottom is that the only way out is up!” For business trouble: “All the big successful people and companies went through tough times before making it big…” Use whatever general, optimistic thoughts you can find to tell yourself.

. 4Trick yourself.

Let’s face it, we do this all the time anyway, so we might as well harness this ability for our good. Rather than slanting things to the negative, make a conscious effort to slant them to the positive and trick yourself into thinking things are better than they may actually be right now. Your life will improve to match your “tricked” version of reality.

How to do it:

Whenever you are feeling down, ask yourself what thoughts you have been thinking for the last few minutes. Take any negative aspects of those thoughts and focus on the positive equivalent. You can always decide to be happy, in whatever situation you find yourself.

. 5Do Something Fun.

Okay, so this is more than talk, but it can often be the best mood-lifter and doesn’t have to be expensive or time consuming. We often “punish ourselves” (for all sorts of things) by not allowing ourselves to have or do that one little pleasure that we enjoy so much.

How to do it:

Let yourself have that reward now, even though you may not have quite reached whatever goal you had set. Stop holding yourself away from fun as a punishment! Go and do something you really love – that you can really lose yourself in – and don’t regret it for a second.

Use all five tips above and watch your life swing around!

lifehack

Fifty Habits of Highly Successful People

2012-06-07T18:34:00.001-07:00

So I thought that I might write a quick review of every self-help book ever written all right here in this one little article. Simple enough. I love the easy jobs. Surely it couldn’t be that hard, could it? I figured that maybe I could take the important lessons from every self-help book I’ve read and every life experience I’ve endured, condense all that into fifty key points and save everybody a whole bunch of reading time. Sure, global book sales in the self-help field might take a down-turn for a decade or so, but I’m willing to take that chance and put in a solid sixty minutes (or so) work for the good of humanity; my gift to mankind.

Selfless I know.

I thought that perhaps I could follow Stephen Covey’s lead (the Seven Habits) and come up with my own list of say… Fifty Habits (in truth, some of them are more qualities, than habits). It couldn’t be too difficult to distill all those millions of words, tens of thousands of books and that vast well of information, inspiration, wisdom and insight which has been collated over the centuries into one teensy-weensy article by the ex-fat kid (me). Who else could be better qualified?

Don’t answer that.

Habits of successful people….

1. They look for and find opportunities where others see nothing.

2. They find a lesson while others only see a problem.

3. They are solution focused.

4. They consciously and methodically create their own success, while others hope success will find them.

5. They are fearful like everyone else, but they are not controlled or limited by fear.

6. They ask the right questions – the ones which put them in a productive, creative, positive mindset and emotional state.

7. They rarely complain (waste of energy). All complaining does is put the complainer in a negative and unproductive state.

8. They don’t blame (what’s the point?). They take complete responsibility for their actions and outcomes (or lack thereof).

9. While they are not necessarily more talented than the majority, they always find a way to maximise their potential. They get more out of themselves. They use what they have more effectively.

10. They are busy, productive and proactive. While most are laying on the couch, planning, over-thinking, sitting on their hands and generally going around in circles, they are out there getting the job done.

11. They align themselves with like-minded people. They understand the importance of being part of a team. They create win-win relationships.

12. They are ambitious; they want amazing – and why shouldn’t they? They consciously choose to live their best life rather than spending it on auto-pilot.

13. They have clarity and certainty about what they want (and don’t want) for their life. They actually visualise and plan their best reality while others are merely spectators of life.

14. They innovate rather than imitate.

15. They don’t procrastinate and they don’t spend their life waiting for the ‘right time’.

16. They are life-long learners. They constantly work at educating themselves, either formally (academically), informally (watching, listening, asking, reading, student of life) or experientially (doing, trying)… or all three.

17. They are glass half full people – while still being practical and down-to-earth. They have an ability to find the good.

18. They consistently do what they need to do, irrespective of how they are feeling on a given day. They don’t spend their life stopping and starting.

19. They take calculated risks – financial, emotional, professional, psychological.

20. They deal with problems and challenges quickly and effectively, they don’t put their head in the sand. They face their challenges and use them to improve themselves.

21. They don’t believe in, or wait for fate, destiny, chance or luck to determine or shape their future. They believe in, and are committed to actively and consciously creating their own best life.

22. While many people are reactive, they are proactive. They take action before they have to.

23. They are more effective than most at managing their emotions. They feel like we all do but they are not slaves to their emotions.

24. They are good communicators and they consciously work at it.

25. They have a plan for their life and they work methodically at turning that plan into a reality. Their life is not a clumsy series of unplanned events and outcomes.

26. Their desire to be exceptional means that they typically do things that most won’t. They become exceptional by choice. We’re all faced with live-shaping decisions almost daily. Successful people make the decisions that most won’t and don’t.

27. While many people are pleasure junkies and avoid pain and discomfort at all costs, successful people understand the value and benefits of working through the tough stuff that most would avoid.

28. They have identified their core values (what is important to them) and they do their best to live a life which is reflective of those values.

29. They have balance. While they may be financially successful, they know that the terms money and success are not interchangeable. They understand that people who are successful on a financial level only, are not successful at all. Unfortunately we live in a society which teaches that money equals success. Like many other things, money is a tool. It’s certainly not a bad thing but ultimately, it’s just another resource. Unfortunately, too many people worship it.

30. They understand the importance of discipline and self-control. They are strong. They are happy to take the road less travelled.

31. They are secure. They do not derive their sense of worth of self from what they own, who they know, where they live or what they look like.

32. They are generous and kind. They take pleasure in helping others achieve.

33. They are humble and they are happy to admit mistakes and to apologise. They are confident in their ability, but not arrogant. They are happy to learn from others. They are happy to make others look good rather than seek their own personal glory.

34. They are adaptable and embrace change, while the majority are creatures of comfort and habit. They are comfortable with, and embrace, the new and the unfamiliar.

35. They keep themselves in shape physically, not to be mistaken with training for the Olympics or being obsessed with their body. They understand the importance of being physically well. They are not all about looks, they are more concerned with function and health. Their body is not who they are, it’s where they live.

36. They have a big engine. They work hard and are not lazy.

37. They are resilient. When most would throw in the towel, they’re just warming up.

38. They are open to, and more likely to act upon, feedback.

39. They don’t hang out with toxic people.

40. They don’t invest time or emotional energy into things which they have no control of.

41. They are happy to swim against the tide, to do what most won’t. They are not people pleasers and they don’t need constant approval.

42. They are more comfortable with their own company than most.

43. They set higher standards for themselves (a choice we can all make), which in turn produces greater commitment, more momentum, a better work ethic and of course, better results.

44. They don’t rationalise failure. While many are talking about their age, their sore back, their lack of time, their poor genetics, their ‘bad luck’, their nasty boss and their lack of opportunities (all good reasons to fail), they are finding a way to succeed despite all their challenges.

45. They have an off switch. They know how to relax, enjoy what they have in their life and to have fun.

46. Their career is not their identity, it’s their job. It’s not who they are, it’s what they do.

47. They are more interested in effective than they are in easy. While the majority look for the quickest, easiest way (the shortcut), they look for the course of action which will produce the best results over the long term.

48. They finish what they start. While so many spend their life starting things that they never finish, successful people get the job done – even when the excitement and the novelty have worn off. Even when it ain’t fun.

49. They are multi-dimensional, amazing, wonderful complex creatures (as we all are). They realise that not only are they physical and psychological beings, but emotional and spiritual creatures as well. They consciously work at being healthy and productive on all levels.

50. They practice what they preach. They don’t talk about the theory, they live the reality.

So there you have it, your days of reading self-help books are done!

Okay, maybe not. I may have missed a few. Feel free to add a habit or two of your own to the list.

lifehack

Postherpetic Neuralgia - GlaxoSmithKline And XenoPort Receive FDA Approval For Horizant

2012-06-07T17:39:00.001-07:00

FDA approval is always welcome news, especially to patients needing treatment and stockholders waiting patiently for a return. GlaxoSmithKline and Xenoport announced today that the FDA has approved its Horizant new drug for postherpetic neuralgia (PHN) in adults.

The drug, known pharmaceutically as gabapentin enacarbil, is given as extended release tablets for the painf that occurs as a complication of shingles and affects the nerve fibres and skin.

Shingles could be termed as the adult version of the childhood disease chicken pox. The virus, known as herpes zoster, causes a painful blistering skin rash. Whilst anyone can catch it, those not having had chicken pox or vaccines as children and those over the age of 60 are most at risk, and while it usually clears up within a few weeks, the pain and discomfort of postherpetic neuralgia can last months or even years.

Three clinical studies of Horizant involved 574 adult patients from the US, Canada and Germany. The effectiveness and safety of Horizant for the management of PHN was evaluated in a single 12-week principal efficacy trial, plus two supportive studies that all met their respective primary endpoints.

Patients generally take 600mg twice daily, although doses can be adjusted for those with reduced renal function. During the 12 week trial, some 10% of patients complained of somnolence (sleepiness or drowsiness), but interestingly 8% of those on the placebo also complained of the same thing. Dizziness was reported in 17% of patients receiving the 1200mg of Horizant per day compared with 15% on the placebo. Perhaps those symptoms are common in patients with postherpetic neuralgia.

The Glaxo press release doesn't say what the success rate of the drug is and calls to the media office were not answered. The drug was originally discovered by Xenoport who will receive a $10M milestone payment from Glaxo when the first commercial sale of the drug is made. The drug is also marketed for restless leg syndrome under the brand name Regnite.

XenoPort is developing other drugs for neurological disorders, including neuropathic pain, spasticity, and Parkinson disease. The firm's arbaclofen placarbil candidate is in Phase III development for the treatment of spasticity, and the levodopa prodrug XP21279 has completed Phase II studies as a potential treatment for Parkinson disease. Arbaclofen placarbil is a drug that is converted in vivo to the R-isomer of the selective GABA-B agonist baclofen.

Written by Rupert Shepherd

View drug information on Horizant.

Copyright: Medical News Today

25 Most Influential People in the Meetings Industry

2012-03-08T13:30:00.002-08:00

The 25 Most Influential People in the Meetings Industry

Each week we'll highlight one member from our list of the 25 most influential people in the meetings industry, with the full list going live in July. Check back each week for new installments, or sign up for our weekly newsletter to get an early look at each winner.

Reggie Aggarwal, founder, Cvent. 2011 was a great year for Aggarwal—especially July when the founder of the event management, venue selection, and web survey software raised $136 million in funding, the largest investment in history for the meetings and event technology industry. Cvent plans to use its investment for "substantial technology developments, continued global expansion, and potential acquisitions so the meetings industry will be feeling the impact of this for years to come.e.

Corbin Ball, Founder, Corbin Ball Associates. It seems like Ball (CSP, CMP, MS) has been around forever. But if he didn't exist, surely the meetings industry would have to invent him. He is the foremost authority on all things tech when it comes to the meetings industry. At a time when the pace of technological development is lightning fast, the industry has a crying need for more people like him, who can provide organizations with perspective on how to use this dizzying array of technology to improve meetings management.

Ray Bloom, Chairman, IMEX Group. It could be argued that no one did more for revitalizing the meetings industry in 2011 than Bloom. IMEX America (along with AIBTM) firmly established the European hosted-buyer MICE show concept, which Bloom pioneered, in the US. According to post show surveys, IMEX America will generate a total of $2.2 billion in business with IMEX America exhibitors.

Eduardo Chaillo, executive director of meetings for the Mexico Tourism Board. He's got one of the hardest jobs in the meetings business right now—selling Mexico— and he's doing a first-rate job. So good, that the Joint Meetings Industry Council (JMIC) just gave him its Profile and Power Award. The award, which recognizes individuals and organizations that have made "significant contributions" to advancing the awareness and influence of the meetings industry in their respective communities, was bestowed upon Chaillo because of his leadership in conducting a comprehensive economic impact study of Mexico's meetings industry.

Cimex lectularius (The Bed Bug). Though not actually a person, (or even a mammal for that matter) the number of reported bedbug incidents in 2011 shattered 2010 totals by more than 660 percent, according to travel website Raveable.com. Overall, the number of individual hotels with bedbugs rose by 250 percent, making these parasites the most prolific event crashers in the history of the meetings industry.

Roger Dow, President, CEO, U.S. Travel Association. Under Dow's leadership, the meetings industry successfully lead the fight against the AIG Effect, and brought the meetings and events industry together for its first truly effective lobbying effort. From demonstrating the value of the business and it's impact on the U.S. economy to advocating visa reform to bring more international meetings to the U.S., Dow has been tireless—and quite possibly the most effective advocate the industry has ever had.

Jack Dorsey, creator of Twitter. In 2011, tweeting played a major role in bringing down dictatorships, organizing protests like Occupy Wall Street, and in general changing the way information is disseminated. You’d be hard pressed to find a conference, sales meeting, or tradeshow that doesn’t have a tweeting component as part of it’s pre- and onsite promotional strategy. It has also transformed attendees into brand ambassadors (or brand assassins in some cases).

Abdalla Salem El-Badri, Secretary General of OPEC. The price of oil affects everything from airfares to the cost of F&B. In 2011, the wildly fluctuating oil prices made it tough for everyone in the meetings industry to take positions when negotiating. As the public face of the most important cartel in the oil industry, Abdalla Salem El-Badri can alter the price of all goods and services simply by issuing a statement.

Jim Evans, CEO, Brand USA. Created by the Travel Promotion Act in 2011, Brand USA is America's first-ever global consumer brand. So overdue, it's actually pathetic, Evans has the gargantuan task of aligning a brand and corporate messaging strategy for a country that offers a range of destinations and experiences that are unparalleled in the world

market. His level of success (or failure) at that task will have a profound effect on the meetings industry.

copy - successful meetings

2012-03-08T13:06:00.002-08:00

Health & Academics

The academic success of America’s youth is strongly linked with their health.

Health-related factors such as hunger, physical and emotional abuse, and chronic illness can lead to poor school performance.¹ Health-risk behaviors such as early sexual initiation, violence, and physical inactivity are consistently linked to poor grades and test scores and lower educational attainment.^2-4

In turn, academic success is an excellent indicator for the overall well-being of youth and a primary predictor and determinant of adult health outcomes.^5-7 Leading national education organizations recognize the close relationship between health and education, as well as the need to foster health and well-being within the educational environment for all students.^8-11

Scientific reviews have documented that school health programs can have positive effects on educational outcomes, as well as health-risk behaviors and health outcomes.^12-13 Similarly, programs that are primarily designed to improve academic performance are increasingly recognized as important public health interventions.^14-15

Schools play a critical role in promoting the health and safety of young people and helping them establish lifelong healthy behaviors. Research also has shown that school health programs can reduce the prevalence of health risk behaviors among young people and have a positive effect on academic performance. CDC analyzes research findings to develop guidelines and strategies for schools to address health risk behaviors among students and creates tools to help schools implement these guidelines.

Hayley's Story

2012-03-08T12:50:00.001-08:00

Hayley's Story

Throughout most of my adult life I had been very careful to try to choose organic foods as much as I could. I exercised a lot and always maintained a fairly high level of physical fitness. I bought my household products from health food stores, trying to avoid harmful chemicals whenever possible. I had been a natural health practitioner since 1995 and had helped many others achieve wellness.

Then in 2004 I was diagnosed with advanced cancer, beginining as uterine cancer and spreading throughout my organs. I was so ill, it was a massive effort just to get up and about each morning. I knew immediately that I did not want to go down the path of surgery, chemotherapy and radiation, so I had to decide very quickly what I was going to do.

At that time I stopped working and spent a lot of time sleeping. I juiced, took herbal supplements, did a massive liver detox and parasite cleanse. I had acupuncture sessions weekly and saw a kinesiologist regularly. I tested myself for IgG food allergies and then eliminated those foods strictly. I got hold of some information which showed me that I stillhad a massive chemical load in existence in my home even though I thought I had removed the harmful chemicals. This I changed immediately.

I also kept a good positive atttitude and decided once and for all that I was not going to 'be' as cancer patient - I was going to 'be' well.

The amazing part to this story is that after nine weeks of this regimen the doctor could not find any trace of cancer and that is still the case today.

My quick recovery taught me a lot about the human body’s amazing ability to heal when given the right tools and the right mindset. Good nutrition and the removal of harmful substances can trigger some fantastic changes. You can read the complete story in my book ‘Finding Wellness’.

Today I enjoy educating large groups of people on what they can do to experience greater wellness in their lives and I hold regular health seminars all around Australia. To find out where these seminars are being held, join our free Newsletter on the home page. Emails are sent out monthly to let you know where and when our seminars are being held. Please Note:I do not run a clinic, nor see patients privately.

Mark Pagel: culture is central to human success

2012-03-08T07:18:00.000-08:00

Mark Pagel

Mark Pagel is head of the Evolution Laboratory at the School of Biological Sciences, University of Reading. He has travelled the world studying evolution and the spread of cultures. He is also the author of Wired for Culture: The Natural History of Human Cooperation, in which he argues that human culture has surpassed genes in determining who we are and how we live.
You argue that culture exercises a sort of mind control over us?
Some people think culture is a virus that infects our minds and controls us in ways that don't serve us but serve it; I actually think we've tamed it so that it serves us quite exquisitely. We've actually evolved to embrace our cultures and allow them a degree of mind control over us in return for the prosperity and protection they give in return.
How did culture become this important?
Around 200,000 years ago, the defining event in modern human evolution occurred when humans acquired the capacity for culture. This was an ability to learn from others and to transmit knowledge, wisdom and skills. It was a new kind of evolution – we could call it idea evolution. Ideas were able to jump from mind to mind and it meant our cultures could adapt far more quickly than our genes could adapt.
When humans walked out of Africa and into the deserts of Saudi Arabia, they didn't need to wait for genes to arise that would confer some kind of adaptive advantage to living in the desert; humans could figure out how to make shelters, dig for water, domesticate camels and so on. Our ability to adapt at the cultural level shouldn't be seen as any different from our ability to adapt at the genetic level.
Both are streams of information that get passed down the generations; it is just that one has allowed us to adapt in hundreds or thousands of years, rather than hundreds of thousands of years.
You would say culture is the most successful way of making more people?
No other species has ever had such a long run of population increase. Most animals rise up to the carrying capacity of their environment and then they are stuck; if you're a wildebeest, you can't climb trees for fruit. They are limited by the environments their genes are adapted to. But we've been able to move around the world because we have been able to adapt at a cultural level to the many different environments on earth. Now, most species are having to adapt to us, rather than adapt to the environment. We've changed the environment of the whole world.
If the most successful cultural ideas are those that do us most good, why are we not fending off the bad ones that effect the environment, biodiversity etc?
You and I probably wouldn't be here if our ancestors hadn't been greedy savages. But we are now seeing that this isn't a sustainable strategy. So our species is confronted with its biggest conundrum and so far it isn't responding well. So far, you could categorise all the efforts, such as Kyoto, as abject failure. We shouldn't be surprised by that, but we should see that our co-operative nature gives us some glimmer of hope. What we're going to have to do is create a world where we are all in the same boat. Until we all start behaving in a way that acknowledges that all our fates are linked, there isn't much hope.
You claim that we have a cultural immune system to ward off bad ideas?
Ideas such as celibacy, reckless drug taking and suicide bombing – they act directly against our reproductive interests. What we should realise is that those things are at incredibly low levels, so it cannot be that easy for an idea to come into our mind and rule us.
I argue that we have developed an immune system to deal with the nasty ones, just as we have an immune system to deal with genetically based viruses. Those genetically based viruses can occasionally outpace us, but they haven't won, because we have this immune system inside us that is evolving in real time. I think it's reasonable to expect we've acquired a kind of cognitive immune system for testing out ideas and asking: are they any good? I have not a single shred of evidence that it exists; I can't find any cognitive immune cells floating round your brain, but our behaviour suggests that very few of us are taken in by suicide cults or drug abuse and so on.
You're not arguing that cultural identity is passed down the generations like genes?
Well, I am. We can speak of the fidelity of the transmission of genetic information and that fidelity is far greater than the fidelity of cultural information, but nevertheless the fidelity of transmission of culture should make us stand back in awe.
For example, with some difficulty, you and I can read Chaucer, despite there being hundreds of years of cultural transmission containing probably billions and billions of events – it should really astonish us that cultural transmission has this fidelity.
The remarkable fidelity of cultural transmission tells us something more – that our shared cultural knowledge has played a vital role in promoting our survival and prosperity. If it hadn't, there would not have been such a pressure for it to evolve into forms that are easy for us to remember and transmit to others. This means that you can be plucked from your cot and plonked in Tasmania and brought up a Tasmanian, and you'd be a Tasmanian.
So if I'd been dropped in KwaZulu-Natal at one day old, I could have become a Zulu?
You ask a delicate question because there are obvious difference in appearance. You would have been recognised as a strange omen. If we could avoid that obvious problem I'm sure you'd be a pretty good Zulu.

But if I took you out of your cot and dropped you high up in the Tibetan plateau you would struggle, because they have a gene that gives them a really extraordinary ability to process oxygen; that's a genetic difference. Yet it's also a facultative one – if you go there, on holiday you will probably vomit for the first few days, but you will respond and start making more haemoglobin, although you would probably would never be as good a high-altitude Tibetan as them. These are the exceptions that prove the rule.

Start-up with Successful Human Relations

2012-03-08T04:58:00.000-08:00

The simple truth about any successful company anywhere in the world is that at one time or other some individual or small team had what we like to call a “light bulb moment.” You know exactly what we are talking about. It is that moment of clarity when we just see everything in the most simplest of terms and make a decision to go for the gold!
In business, that beautifully clear moment is typically when a successful company of the future starts up, hence the reason that these trailblazers have affectionately become known as “start-ups.”
Once the decision has been made to go for it—and most times, in doing so, change the world—everything starts to get nutty. All of the sudden a start-up needs cash to hire employees, which the founders then realize is the biggest line item on their budget. And then on top of all of that cash they need just for salaries, they also need a benefits package that will attract the right people to the business…and keep them there!
However, setting all finances aside, the ultimate challenge that any founder is going to face is that they likely have exceptionally good product skills, but probably have no idea what it takes to run a successful business; and to be successful, it takes exceptional human relations skills. After all, it is humans that build, market and sell the product, not to mention hire, manage payroll, and keep the lights on.
To get your start-up growing in the right direction (which clearly is up and to the right), spend time at the beginning your business planning your human relations strategy, which includes:
1.    Leadership—Every single person in your company needs to understand the strategy and clearly see how their individual work contributes to the company’s overall success. The strategy is the “what.” So that means you are also going to need a stellar set of innovative values to guide “how” the work gets done, too.
2.    Decision Making—Anyone who has ever worked in a start-up will fall down laughing should someone say that they are “fast paced.” The truth of the matter is that one year in a start-up typically equates to at least 3 years in an established business. So with everything moving at the speed of light, lots of decisions are being made. Start-ups will fail faster than an established business if too many wrong decisions are made, for obvious reasons. So then, to protect the business, get your product to market, and keep everyone working as a team, you have to teach employees to make the right decisions for the business every time a decision is made.
3.    Communication—Go ahead and get your PR strategy out of the way, but a start-up that misses the opportunity to communicate to employees early and often will soon have a revolt on their hands. People will literally vote with their feet and walk right out the door in the absence of good information. After all, communication is the lifeblood of any organization. So, unless you want to have cardiac arrest, you need a solid internal communications plan that keeps everyone humming along.
4.    Organization Social Structures—Unlike established businesses, start-ups tend to require more collaboration, especially across business lines if they are even established. (P.S. Try to avoid creating great big silos…they never work.) However, collaboration doesn’t just happen. You need a system of collaboration that will help your employees bring their best ideas to the table and work with each other in a way that helps you achieve what you started out to do in the first place.
Now, if you are a mid-to-late state start up, never fear; there is always time to get your company back on the right course of action. But, if you see that you are starting to lose people, especially around the 50-employee and 500-employee mark, waste no time in fixing what’s broken. No matter how well you are funded, you can’t just let your most valuable intellectual property walk out the door. It is people who make your company successful, so along with being focused on all of those wonderful MBA strategies they teach in business school, double down on creating a workplace that is happy, healthy, and productive.

Be a Successful person

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Sayings about success

10 Things I Look for When Reading a Business Plan

8 Factors that Make a Good Business Plan

God Loves You!

1

2 All of us have done, said or thought things that are wrong. This is called sin, and our sins have separated us from God.

3 God sent His only Son Jesus Christ to die for our sins.

4 If you want to accept Christ as your Savior and turn from your sins, you can ask Him to be your Savior and Lord by praying a prayer like this:

"Lord Jesus, I believe you are the Son of God. Thank you for dying on the cross for my sins. Please forgive my sins and give me the gift of eternal life. I ask you in to my life and heart to be my Lord and Savior. I want to serve you always."

How to Self-Talk Your Way Out of a Tough Spot

. 1Change your overall tune.

How to do it:

. 2Learn how to cheer yourself up.

How to do it:

3Start out general.

How to do it:

. 4Trick yourself.

How to do it:

. 5Do Something Fun.

How to do it:

Fifty Habits of Highly Successful People

Postherpetic Neuralgia - GlaxoSmithKline And XenoPort Receive FDA Approval For Horizant

25 Most Influential People in the Meetings Industry

The 25 Most Influential People in the Meetings Industry

Health & Academics

Hayley's Story

Hayley's Story

Mark Pagel: culture is central to human success

Start-up with Successful Human Relations

2
All of us have done, said or thought things that are wrong. This is called sin, and our sins have separated us from God.

3

God sent His only Son Jesus Christ to die for our sins.

4

If you want to accept Christ as your Savior and turn from your sins, you can ask Him to be your Savior and Lord by praying a prayer like this: