Best Smoothie Blender for Great Tasting Smoothies
A blender, by definition of its features, will give you a superb blend of fruits and vegetables. To attain the best smoothie, you will need to buy the best smoothie blender! There are many kinds of smoothie makers which fit into assorted funds slots. While mid range blenders that fall in the middle of and 0 make outstanding smoothies, the best smoothie blender is one that is built to last, has a considerable motor and will crush freezing fruits.
Consistency Concerns
In order to zero in on a great smoothie blender, there are a few criteria that will have to be met. The smoothie blender has to meet these criteria to be determined the best. The most prominent aspect of a smoothie is its consistency. No one wants to drink lumpy fruits or vegetable chunks mildly processed with practically uncrushed ice. Tasty smoothies wish at least 500 watts or more of power in the motor. A good smoothie blender will have a high powered motor with much more than 500 watts to offer. The idea is that freezing fruits, berries, vegetables, tofu, and ice cubes need to be crushed, pureed, and liquefied so that the final yield is a creamy plane smoothie with the best flavors.
Other Criteria
Choosing a blender with a sturdy base that is made of metal is someone else principal priority as this lends stability to the blender. You do not want the combination toppling off due to lack of support. If you get one of the premium smoothie blenders then this will be a given.
Keeping the blender clean can be a challenge; the fact is that spillages are nearly distinct while manufacture a smoothie. A smoothie blender with buttons will make cleaning the equipment a frustrating and time intriguing job. The best smoothie blender is one with a touch pad which can be as a matter of fact wiped and cleaned and is impervious to damage because of water or liquid spills.
Top capability Blender
The Vitamix 5000 or Vitamix 5200 fall in the class of top capability blenders as they are well built Uncut, freezing fruits can be decimated in these blenders. This blender can even devastate peanuts so completely that you can make your own peanut butter. While this is a top of the line blender, you will have invested your money well as you won't need to buy a replacement for a long time. It will be one of the many condition investments you have made and be an principal part of your kitchen appliances.
The Blendtec Total Blender is someone else selection that has been touted to be the best smoothie blender by users and critics alike. This blender packs a considerable punch with a motor that is powered with 1500 watts! With an electronic display that is easy to use and manipulate as well as a self timer and auto adjust function, you will have purchased a very effective and suitable condition explication which can be properly labeled as one of the better blenders.
Low Price Range
Other economy blenders that can be considered, are the Magic Bullet and the Oster Beehive. These are capability devices that allow you to make enough smoothies for one or two helpings though you cannot blend uncut freezing fruits in it. While a high end blender might be expensive, the best smoothie makers are without doubt cost effective and will be a part of your household for quite some time.
Work life equilibrium should be banned! That's our conclusion after conducting an international scrutinize on life work equilibrium for women enterprise owners.
This understanding is one of the prominent findings discussed in the new White Paper Life Work equilibrium Strategies for Women Entrepreneurs and enterprise Owners.
We identified 11 strategies adopted by women who were victorious both in enterprise and with their life work balance. This followed the surveys with women enterprise owners nearby the world then carrying out in-depth interviews with what we call victorious balancers.
Our not-for-profit research task found that while there was no one magic bullet for success, there were key strategies that worked.
The #1 Strategy
The main strategy employed by victorious work life balancers was having the right mindset-and this includes using the 'right' words.
In the study, the women who self-identified as victorious both in enterprise and with life work balance-almost to a woman-rejected use of the word 'balance' because it conjured up a set of scales where each side of life had to be perfectly even.
So the more we use the term 'work life balance' the more we reinforce this 'even parts' myth.
Once again, the words we use can adversely work on our lives. For generations women have been advocating use of gender-neutral words and in this case we want a portion-neutral word!
How to Replace the Term Work Life Balance?
Many women in the scrutinize used the word 'flow' and while we think life work flow is a far classic approach and term, would whatever know what we were talking about?
A lot of what keeps you 'balanced' comes down to your mindset. Do you feel you have flexibility in your day where you have some choices of what you do when? The potential to have flexibility alone improves our mindset.
Mindset tops the list of the 11 most beloved strategies of victorious and 'balanced' women entrepreneurs as identified from the study.
Here is the full list:
1. Have the right mindset or attitude
2. Plan for the prominent things first
3. Be gentle with yourself-put yourself first
4. Match your life work equilibrium life-cycle with your enterprise life cycle
5. Work hard-just do it!
6. Get help-outsource or swap!
7. Communicate with all prominent folk in your life about the why you're doing it
8. Always keep life work equilibrium in mind-even if it can't happen straight away
9. Keep yourself fit and healthy
10. Stop feeling guilty!
11. The slow road is just as valid if it works for you
These strategies are not ranked in any extra order-except for the first. Full details are outlined in the faultless report, which is ready at no charge.
Women already catalogue for more than one-third of small enterprise operators in many countries nearby the world. Our aim is to help ensure that not only do their businesses thrive but that the women themselves have the skills and tools to enjoy their lives.
Incidentally, we undertook the study because we saw a gap in the research with lots of help now being ready for employees, which is great, but very minute for employers or sole operators who have a whole raft of distinct issues.
© McDougall Jennings 2010
Work Life equilibrium - 11 Strategies For Women Entrepreneurs
Travel is a fact of life for most consultants. Many spend 45 weeks on the road every year, and some say they wouldn't want it any other way.
We know one married join where both are traveling consultants. They often joke that they should write a book called "Marriage on Three Days a Week" because they only see each other from Thursday night to Sunday night most weeks. Of course, they take great vacations with all the frequent flier miles and hotel points, and neither one is left at home to carry on the household while the other dines in restaurants every night and comes home expecting all the chores to be done.
Like many others, they have learned how to be comfortable on the road so that their trip schedules are a source of new experiences and great stories instead of a hardship. If you learn how to be comfortable in your environment, you'll do good work and last longer in this demanding field.
There are two types of consulting roles, from a trip schedule perspective. One type of consultant is the real Road Warrior who is in a distinct city each week, often visiting two or three distinct clients and staying only a join of days each place. The other type travels to the same destination every week to work on a long-term engagement over several months. Which type of trip schedule you end up with depends as much on your personality as on your skill set.
No matter which type of trip schedule you have, there are some seemingly small things you can do to make yourself significantly more comfortable on the road.
Enroll in every frequent flier and hotel points schedule you can. The biggest perks in company trip come when you get a free family vacation later. All those trips to Pittsburgh might buy you a trip to Honolulu or Prague or wherever your heart leads you.
Whenever possible, use the same airline and hotel chain for every city. This helps you rack up the points faster, and it also establishes a level of relieve and familiarity for you from the moment you arrive in the city. Not every Marriott is exactly like every other Marriott, but there are adequate similarities in the middle of them that you will begin to feel at home quickly.
Packing for Travel
Develop a habit for packing. Make a checklist that includes all things that you know you'll need for any trip, together with items like toothbrush and cell-phone charger. Go over the checklist every particular time you pack a suitcase.
If you don't corollary this advice, you will ultimately end up spending 0 on a "charge everything" expedient and using a hotel toothbrush that will rip your gums out.
After only a few weeks of travel, you'll know exactly what you need to pack and what you don't.
Hotel Living
If you are traveling to the same city every week, pick a hotel that you are comfortable in and make friends with the citizen at the front desk and in Housekeeping. If you can commit to a distinct estimate of weeks, they might even give you a break on the room rate, which is also good for your customer.
Once you've tried two or three distinct rooms in distinct parts of the hotel, you'll begin to recognize exact things you like or dislike. Within a few weeks, you'll probably have a popular room. Don't be afraid to ask for it every week. Staying in the same room every week can growth your sense of relieve and it's easier to remember what room you are in. Every one of us has been frustrated at least once by trying to open a hotel room door, only to comprehend that the key doesn't work because this is the room we were in last week, and we have no idea what room we have been assigned this week.
If you followed our instructions for packing and bought duplicates of all your toiletries and trip needs, you can check a suitcase with the bellman over the weekend instead of carrying it home with you. Leave your laundry with a dry cleaner over the weekend and come back on Monday to a fresh wardrobe without carrying a bag with you to the airport. That's freedom!
Make friends with the citizen who have operate of the food. If you are eating all your meals off the Room service menu, you will soon get bored with the choices. Encourage the person who answers the Room service line to give you suggestions.
When Christine was working in one city where it wasn't considered safe to leave the hotel and meander colse to at night, she called the Room service estimate one night and said, in the most pitiful voice she could muster, "I'm hungry and nothing on the menu looks good tonight. Help me!"
The Room service voice laughed and said, "Miss Lambden, don't you worry. After all these months, I know what you like. Let me surprise you."
In addition to the best steak and the freshest salad ever served by Room Service, the waiter brought a glass of red wine and said, "The chef said to tell you that he knows you don't like red wine, but this is special. Try it with the steak. Alternate one bite of steak with one sip of wine."
She still talks about that steak. After that night, she never had to look at the Room service menu again. When she called, she would say, "Maybe a fish tonight?" or "I'm in the mood for something chocolate."
Remember, if you are tired of the hotel menu, just fantasize how the chef feels.
Since you can't eat all the time, here are some other ways to fill an evening in a hotel room:
If you rehearsal at home, try to rehearsal the same way when you are traveling. Find out if it's safe to walk/run exterior near the hotel. This is also a great way to find the neighborhood restaurants and pubs that the trip books don't know about.
If you rehearsal in a gym at home, stay in a hotel with a gym and use it. If there is no gym ready in the hotel, remember that many national chains have memberships that allow you to work out in any city. Like national hotel and cafeteria chains, gyms are a great way to find familiar surroundings in an unfamiliar place.
Exploring new cities is a great way to get rehearsal and enjoy your time on the road. See the sights. Shop. Ask the citizen at the hotel and at work what you should be sure to see while you are in town.
We know one consultant who managed, in one year, to see Niagara Falls (working in Buffalo), the Arch in St. Louis, the Napa Valley wine country, six shows on Broadway, and Fort Lauderdale while Spring Break.
Did you know that Kansas City is the City of Fountains? In the winter, the city moderately freezes some of the fountains so you see freezing ice where water flows in the summer. Just beautiful.
Did you know that you can visit the Budweiser Clydesdales at Grant's Farm in St. Louis? If you think they are fun to watch on Super Bowl commercials, just fantasize how magnificent they are up close.
These opportunities may not present themselves again. Don't spend every evening in your hotel room.
Every city has something unique to offer and the citizen who live there will be happy to help you witness what is amazing about their hometown.
Single Life on the Road
The constant-travel lifestyle is often more involving to particular citizen who do not have a family at home waiting for them each week. For these consultants, the only challenge is looking a way to say a home when you aren't there while the week.
Here are some tips:
In addition to maintaining your house, a particular person on the road has to say a public life. When you are out of town all week, it's easy to find yourself excluded from your friends' conversations about plans for the weekend. You have to work harder to say those friendships at home, especially if you are also forming new friendships in the city where you are working.
It's not totally unheard of for consultants assigned to the same client week after week to form friendships, or even romantic attachments, in the city where they work. Having bonds with citizen all over the country can be a huge benefit professionally because your network is extensive to consist of all of their colleagues, as well.
Don't date person in the client company. This can get messy. (Yeah, we know. Your situation is different. You'll handle it like grownups. We'd like to believe this, but in our experience it rarely works out that way. Even so, this is still good guidance for everyone else.)
Married With Children
Life on the road is harder for those who have a family at home. You miss them and you feel guilty about leaving them behind, and even more guilty when you're having fun without them.
The same tourist attractions that enliven a particular person's trip can make you miss your family even more. You find yourself thinking, "The kids would love this," or "Niagara Falls by myself? I don't think so!"
Here are some tips for production trip easier when you miss your family:
Weather conditions and driver courtesy rules vary from city to city. In some cities, driving is a brutal competition, and it's considered rude or suicidal to slow down for a yellow light. person will honk at you or run into you. In others, you'll get dirty looks if you don't yield and let a waiting car merge in front of you. On most country roads, failure to wave at passing drivers marks you as an outsider.
No matter where you are, these tips will help lessen the impact of driving while your travels:
In New York or Boston (or London or Beijing), take a cab or public transportation. Some warnings say "Don't try this at home." With regard to driving in these places, the rule is "Don't try this on the road." In other words, ask person at your destination or consult a trip guide to find out whether it's advisable to drive yourself around.
If you are facing your first winter in a snowy climate, ask person to teach you how to drive in icy conditions before the first blizzard. You may feel foolish, and they will certainly laugh at you, but the first time you feel your car start to slide, you'll be glad you did.
For us, just saying "I'm from Texas" is often adequate to have our clients offer free driving lessons, icy conditions or not.
Air trip Tips
Since 9/11, keeping track of the rules for air trip and getting straight through safety checkpoints has become more of a challenge, but the airlines have made a sincere attempt to help.
Every airline and airport website has data about safety requirements and how much time will be required to get to your gate. Experienced travelers swiftly learn to avoid the busiest times of the day and week. In fact, we don't know a particular traveling consulting who would think flying on the day before Thanksgiving under any circumstances.
Airport websites will also give you data about other amenities that are ready in the terminals. For instance, did you know that the Hong Kong airport has showers and rooms where you can take a nap? After a long flight across the Pacific ocean, a shower is a amazing way to spend your three-hour layover in the middle of connecting flights.
The airport in Portland, Oregon, has a great mall. You can get all your Christmas shopping done in the middle of flights and have the items you bought shipped home. Oh, and did we mention that Oregon doesn't have sales tax?
The San Francisco airport has twenty distinct museum galleries that rotate art, culture and science exhibitions on a quarterly schedule. At Sfo, you can't avoid being entertained and educated while you travel.
Here are some other tips for production air trip easier:
While you are traveling, do all things you can to make your life easier. When you are enjoying yourself, you are good ready to accomplish at work, and you'll be more successful.
Cubicles and argument rooms are the same everywhere. The work won't change, but taking the time to make friends with the citizen colse to you, at work and at the hotel, will make all the divergence in the world to how well you do it.
travel Tips For Consultants
Hours in front of the television has shifted to YouTube, Facebook and computer games. People still watch television; however technology such as the Pvr ensures that most viewers only see commercials as they speed past them.
This convert in buyer behavior has thrown an titanic monkey wrench into the fourth 'P' of the marketing mix (Product, Price, Place & Promotion). In the good old days, promotion was pretty easy. A nice ad in the telephone directory or a catchy radio spot at drive time meant that the phone continued to ring and customers found you. For some added exposure try a direct mail campaign or a place a coupon in the local business directory. Who cares which message is the one that pushes your campaign to 'critical-mass' with your target group? Each media choice was like a piece of an imperceptible puzzle that would begin purchasing behavior. This 'marketing mix' is the reckon for the old adage "I know that I'm wasting half of my advertising budget, I just don't know which half!" We understood that repetition is the key to earning that significant 'share of mind' with customers. Exposure equals business.
Clients of mine narrative that what used to work well naturally doesn't anymore. One recently shared with me that he tracks his advertising spending 'like a man possessed' and he has seen his Roi on telephone directories go from 7:1 to barely breaking even! If you're a small business owner this probably sounds familiar.
Consumers naturally aren't using old media the way they used to. Up-to-date statistics on Internet use supports this. According to Atlanta based Media study Group, The Kelsey Group:
- 70% of North American households use the Internet as an facts source when shopping locally for products and services.
- 31% of all business buyers turn to a search motor first when seeing for a locally based stock or service.
- 25% of all market Internet searches are conducted by users seeing for local merchants.
- 43% of all searches on Google comprise a geographical identifier.
- 86% of those People ensue up with a phone call.
- 61% of People who call make a purchase off line.
For marketers, relevance and relationships have supplanted the 'shotgun' approach. Customers are turning to Google and social Media. Google cares about relevance; social Media is all about attention. To put it other way, clients find you with Google and then stay associated with you through Facebook. Relationships replace repetition.
Most business owners have heard that social Media is essential. What does that mean? A buyer may find you while researching a purchase, but isn't yet ready to buy. Facebook keeps them associated if you give them a reckon to 'like' you. National television spots are asking for Facebook 'likes' without giving customers any compelling reckon to do so. This seems eerily customary to the dot-com debacle of the late 1990's when too many foolish decisions were made in haste and billions of dollars were wasted before it was properly understood. Many so called 'experts' surfaced and preyed upon the not yet Internet savvy, draining the resources of Fortune 500 firms and small businesses alike. History has a habit of repeating itself...
Businesses need to understand just how prominent it is to come to be relevant to Google. Page ranking isn't for sale. There is a process to ranking well. business needs to learn this. Just like in early days of the dot-com boom, some opportunists have surfaced. Many businesses receive many offers every week from Seo (search motor optimization) firms promising predicted results and charging outrages fees. Seo is surely an prominent part of a prosperous web presence; yet it is only a piece of the 'new' puzzle. There are many other issues to consider such as back links, auto-responders, lead capture pages, mini-sites, and social media campaigns just for a start. It's prominent to come to be educated to understand exactly what is being offered, how it works, in order to properly value these services.
The playing field has leveled and local businesses can compete like never before. Campaigns can be tried, tested and improved at very minute cost. There are no magic bullets with Internet marketing. It is still all about seeing the message that is the most effective and then getting that message to the right people.
So you've decided you need to collect your home. Good for you. But where to begin? A few easy steps can save you both time and money, and make your home a safer place to be, and as a result, give you some peace of mind and sounder sleep.
Number one: Have a plan. If you don't already, you should sit down and make one. Carefully outline what you want to do, what your exact needs are and what the greatest goal of your plan is. For example, if you want your windows to be tamper-proof, that should be your greatest goal. Your exact needs may be new glass, and great locks. What you want to do is either go to a safety store, home depot or similar, get the things you need and setup yourself, or hire a professional.
Number two: Carefully catalogue your home, and be exact in listing the tasks that are inherent for you to do yourself. This might include new locks on the windows, installing "police bars" on your cellar door or doors, steel bars on your cellar and stable windows and even new doors. Remember that entrances are the crucial points. Very few break-ins occur straight through walls, and so your windows and doors should be on top of your list.
Number three: Add a shopping list to your blueprint. Usually, a safety planner will propose just a few easy things: New doors. Preferably steel-core doors, with "fly-locks" and a police bar on your secondary entrance. If you choose doors that have windows in them, make sure the glass is break resistant, or even bullet-proof. That will discourage a lot of would-be burglars. Then comes windows. If you want to go all-out there are bullet-proof windows that can honestly be fitted to any home. They will require that you strengthen the frame as well, but that is a good idea no matter what. Strengthened window-frames will also lend rigidity to your house' frame.
Number four: Ask your local building company to get you the materials you need. Your local safety company can usually furnish locks and bars, along with an alarm system. Even if you're sure that no one can get in, it's a good idea to have an alarm system. These will often include fire alarms tied into the alarm mainframe, and will lend extra safety to your loved ones and belongings.
Number five: Plan ahead. While you are waiting for your new doors, locks, alarm ideas and windows, make use of the time to prepare for installation. Remember that you also need to book professionals to cope any and all rerouting of electricity, water or gas. Do not endeavor those parts yourself. You should be all set. Normally, it doesn't take much to discourage a burglar - they will always go for the easiest target, and getting yourself and your home out of that type is your main goal.
Feel free to place stickers on strategic windows and doors, letting the criminals that might coming know that your house is ready for them. If you do go for the bullet-proof window, make sure their manufacturer's name is in one corner - that will have a profound follow should someone stop by for a look. Good luck!
Here are eleven simple, clear measures, any one of which you can adopt. Each portion is a major step into the new lifestyle of eating that will succeed in lower blood sugar and normal weight.
Yet each of these steps, by itself is an easy step to take. I list the steps in order from easiest to hardest (as judged by most people). You can take them in any order, and you can take all or any part of them.
What did your physician tell you?... "You need to go on a diabetic diet."
If you don't lose weight and eat right, your blood sugar levels stay high and your diabetic condition and extensive condition worsens. Amputation, blindness, sexual dysfunction, respiratory problems, heart disease and cancer are just some of the illnesses caused by uncontrolled diabetes. But this doesn't have to happen.
No more Yada Yada Yada....Let's get to it:
If you take all eleven steps you may be as much as 80 percent on the program. The more steps you take, the faster you will be making the Lifestyle Changes for a new life.
1. Increase your intake of fresh whole fruits.
I am curious in increasing your fruit intake not because of the nutrient value of fruit or because fruit has any special value in weight-loss programs. My interest is to furnish you with a food source that will tend to displace your eating of sweets to some degree. If not right away, then a petite later. Because fruits themselves tend to be fattening, pick lower calorie fruits like apples and oranges rather than very sweet fruits. pick fresh whole fruits rather than canned, cooked, pureed, or juiced fruits.
2. Eat more vegetables.
Eat more vegetables of all kinds: cooked vegetables like broccoli, cauliflower, corn, peas, potatoes, zucchini, and beets, as well as raw vegetables like lettuce, tomatoes, carrots, celery, radishes, and cucumbers. Use spices to maximize deliciousness. Avoid butter, oil, and other fatty sauces
3. Make your vegetables attractive.
When you serve vegetables at the table, serve them in your most spellbinding serving dishes. Dispose them in the serving dish as attractively and colorfully as possible. Use paprika, egg whites, or pimientos for extra color. Even when storing vegetables in the refrigerator, make them attractive. Keep them in spellbinding storehouse containers, and keep them fresh and appetizing. Buy them fresh frequently, and throw them out when they wilt, turn color, get soggy, or in any way lose their attractiveness or zip.
4. Decrease your contact with question food.
Problem foods are the very high calorie foods so base in contemporary society: potato chips, cheeses, cookies, pies, cakes, fatty cold cuts, and so forth. By decreasing your contact with them nearby the house, you will decrease your consumption of them. You can decrease your contact by placing them in the kitchen and out of sight. Don't keep foods in the living room, bedroom, or den. Keep them in the kitchen in cupboards or in the refrigerator. Keep them behind other foods, back in the far reaches where they aren't literally seen. Believe me, it's true; out of sight, out of mind. Out of mind means out of the stomach.
5. Make eating a pure experience.
Frequently we eat while doing other things. This is a question because we tend to associate eating with these other things. These other things become eating cues, and every time we do them, we have the urge to eat. When you eat, only eat. Don't incorporate eating with other activities like watching Tv or reading. When you are ready to eat, first stop what you are doing. Then set yourself a place at the table, and eat your food there. Don't take leftovers to the Tv or elsewhere to nibble. Whether eat them at the table or put them away.
6. Increase your awareness of fats in food.
You probably don't know how much fat you eat in a day. Few citizen do. But your intake of fat is nearly 50 percent of your daily calories. Fat is not only the fatty substance nearby your T-bone steak; it is also the oil in peanut butter, nuts, and olives. Butter, cooking oil, and mayonnaise are 100 percent fat, avocados are 80 percent fat, and whole milk is nearly 50 percent fat. Low-fat foods (under 10 percent) are vegetables, fruits, grains, and nonfat dairy products. Increase your awareness of the fat in the foods you eat, read ProvenResultsHealth.com. Then, in the light of what you have learned try to rule which foods in your diet are especially high in fat and which are especially low.
7. Eat more nonfat dairy products.
As a first step in the discount of your fat in-take, rather than cut something out of your diet, do the opposite: step-up your intake of nonfat dairy products. This includes nonfat milk, nonfat yogurt, and nonfat cottage cheeses (dry-curd cottage cheese or hoop cheese). Next, cut down whole milk and regular yogurt. Low-fat milk, low-fat yogurt, and low-fat cottage cheeses are O.K. As a compromise at first. But because low-fat dairy products are still relatively high in fat, the transition must ultimately be to nonfat products.
8. Decrease your usage of added fat and salt.
Fats and salts are added to foods in the kitchen and at the table. You can cut down on these added question foods easily. It is regularly unnecessary to cook foods in oil or fat. For instance, vegetables sautéed in butter give you a dish that can best be described as butter with vegetable flavoring. Vegetables can be sautéed in water over a high flame and the succeed is deliciously cooked vegetables, not butter. Butter and oils are added at the table on bread, over vegetables, in salads, and so on. These additions are not critical to bring out the flavor of the food. In fact they regularly hide flavor behind the additives' own strong odors and tastes. Plainly stop adding them, or at least sacrifice their quantity. Adding salt at the cook pot and at the table also can be reduced. Food value is not enhanced by salt. In fact, salt is harmful to your body. You will miss salt at first. You will not be accustomed to the presence of subtle tastes in unsalted foods. But you will swiftly become used to real flavors and then won't miss the saltiness to which you are now habituated.
9. Increase grains and cereals.
Eat more whole-grain foods: whole-grain bread, whole-grain spaghetti, and whole-grain noodles. Eat more brown rice, barley, and millet. Eat whole-grain cereals for breakfast with sliced banana, skim milk, and cinnamon as topping. You may need to find these foods in your local condition food store. They are becoming increasingly available, however, in supermarkets. Eat these foods without added salt, fats, oils, or sweeteners of any kind. These grain and cereal foods furnish you with an abundant furnish of calories, natural fiber, gradually absorbed complicated carbohydrates, and vitamins and minerals. They are low in fat but have plenty of protein and complicated carbohydrate.
10. Cut down on cheeses, nuts, and fatty meats.
With added cereals, fruits, and vegetables in your diet, you will find no difficulty in reducing your intake of these especially fatty foods: cheeses, nuts, and fatty meats. Fatty meats consist of cold cuts, sausage, bacon, and hot dogs. Fatty meats also consist of choice and prime cuts of beef and lamb, and fatty hamburger. But good grade beef or lamb, and the leanest hamburger, present less of a problem. All cheeses are high in fat: 60-80 percent. And all nuts except chestnuts are high in fat: 70 percent or so.
11. Decrease sweets.
Because you have way to fruit, cutting down on sweets will be less of a problem. Remember, sweets include, not only candy, cake, pies, and other desserts made from sugar, but also honey, syrup, molasses, and all foods made from or with these ingredients. In cutting down on sweets it is helpful to keep them out of the house or at least out of sight as much as possible. It is also helpful to eat plenty of the less calorically intense foods, particularly grain foods, to furnish a source of "safe" carbohydrates to replace those "unsafe" carbohydrates you are cutting out by reducing sweets.
Solutions for sufficient Team building Maneuvers
The talk in the workplace during the uncertainties in the global markets centers nearby the many nuances about how to become a team, the differences between teams and groups, what it takes to work as a team and how to make the team more effective, but few habitancy have come to understand what it in effect takes to make a great team that performs with astounding results! Being a part of a team that most can count on, in the broadest sense, requires the right habitancy advent together with skills and talents to compliment one an additional one to achieve the desired effects of the sponsoring society and leadership. It has much to do with the habitancy possessing the passion to be great, in order for their behaviors to stimulate great outcomes and their comprehension of the hereafter photo - the mission and objectives - and how to achieve the broad purpose of the organization.
People selected to become a member of a team must be prepared to conduce to the environment and broad success of the organization. They must put their personal feeling aside and work towards a considerable level of Personal Proficiency that translates into increased levels of professional Mastery. When assigned to a exact task, they must understand and be in tuned with their situational awareness; unified to the heart beat across other departments of the society and members to achieve the broad objectives. The hereafter photo must drive their actions and operation to do what is needed to win.
People must differentiate the broad sense of teamwork from the task of developing working groups that is formed to achieve a exact goal. habitancy confuse these two team building objectives. This is why so many team building trainings, programs and seminars, meetings, retreats and activities are deemed failures by the participants who attend. The facilitators would regularly fail to define the differences of the two, "groups" and "teams," and the participants would leave not having a broad comprehension for the team they would like to achieve. Developing an broad sense of team work is much separate from building an effective, focused work team when considering the arrival to take to engage sufficient team building maneuvers.
The Differences between Teams and Groups
In 2007, a conversation between an Adjunct Professor in the Human resource amelioration agency at a Philadelphia university and I took place. The Professor posed an enthralling statement about teams and groups from one of his clients in the workplace. He started off by asking; "what is the difference between a group of habitancy that work together towards achieving an initiative and a team doing the same?" I answered by posing a query of my own; "when does a group become a team?" This replacement stimulated a lengthy conversation and we were in trade that the same took place with deeper meaning in the workplace. I went on to say, "the definition of a team is best described as a small group of individuals with complementary skills and abilities who are committed to a base goal and arrival for which they hold each other accountable." This definition would suspect that the behaviors of a team are decidedly separate from a group.
The best size for teams is 6-12 individuals. Larger teams require more structure and support; smaller teams often have difficulty meeting when members are absent. Members have skills and abilities that complement the team's purpose. Not all members have the same skills, but together they are greater than the sum of their parts. On teams, members share roles and responsibilities and are permanently developing new skills to improve the team's performance. They work in a democratic fashion with every voice having an chance to be heard. Teams recognize and reach consensus on their base goal and approach, rather than finding to a leader to define the goal and approach. Again, and most importantly, teams hold their members accountable - very accountable! What does this mean in practical terms? When they feel conflict with a member, they speak to that member directly rather than to a supervisor. When a member is not performing to the level required, the team addresses, or self disciplines, the operation issue.
As we continued on in the conversation, the Professor decided to define the groups' perspective and functions. He went on to say, "a group can be defined as a small unit of habitancy with complementary skills and abilities who are committed to a leader's goal and arrival and are willing to be held accountable by the leader. A group supports the leader's goals and the leader-dominated arrival to goal orientation and achievement. A group drives individual responsibility rather than shared accountability. Leadership is predominantly held by one person rather than the shared, fluid leadership on a team. In a group, the dominant viewpoint is represented much separate from the team's democratic arrival with voice where multiple, diverse viewpoints are represented. Decisions in a group are made by voting or implied agreement; decisions on a team are typically made by consensus."
When taking on the arrival of defining the two, teams and groups, it is unfair to say that one is best than the other. A good query to ask would be, "when is it best to make and use a group and when do you make the extra exertion to make a team?" It's prominent to understand that groups are much easier and less complicated to form than teams. Groups work best when the decisions and process are already determined, buy-in is not necessary, time is a considerable factor and there is split or minimal supervision hold for teaming. To form a group, it is best to recognize a very strong and confident, sufficient leader and empower the person to recruit group members, formulate the goal/orientation and arrival for driving decisions to be made. This arrival would be practical for short-term projects where the outcomes are already defined.
Teaming, on the other hand, should be used when you need a broad buy-in for the greatest level of operation output, when no one person has the respond and when shared responsibility is prominent to the success of the goal and meeting objectives. To achieve a real team is difficult and time-consuming, yet achieving a great team is roughly improbable. Great teams require exact ingredients such as time, trust, clear organizational behaviors and more. There is no silver bullet or magic dust that will transform a group into a team overnight. It takes an immense amount of time, along with lessons learned from mistakes to craft the considerable skills that work well together. And, a broad comprehension how to solve problems, challenges and issues when they show up - and, make the right decisions effectively.
The conversation complete by the end of a twelve week semester with both of us advent to a base ground about teams and groups. We decided that organizations must determine on their short and long-term objectives before choosing on which direction they should journey. Also, senior leadership must be prepared to ask the habitancy involved, "what would it take to be a real, high operation unit?" Then, as they brainstorm the answer, they must challenge the stakeholders and themselves to press onward to become the very best they can be to achieve the hereafter photo of the organization. We also agreed that the team arrival using the characteristics found within the outlined "twelve Cs for sufficient unit development" is the best arrival organizations can use to overcome any uncertainties that lie waiting in the marketplace. The stakes are far too high and an astounding team of individuals will be needed to win.
Twelve Cs for sufficient Unit Development
Most team building programs don't achieve anyone in the long term, even if they appear to have worked in the short term. Changing behavior takes time. You cannot expect habitancy to convert their behavior and continue with those changes from a two or three day training experience.
The focus of team building must be on improving results, not just improving relationships.
The process starts by measuring how clear team members are on their purpose, vision, values and goals, and goes on to focus on the maneuvers and all aspects of the team dynamics for achieving those goals.
It is prominent to know that no matter what you call your team-based correction effort: continuous improvement, total potential management, lean manufacturing and Human Sigma, or self-directed work teams, you are striving to improve results for internal and external customers. Few organizations and leaders, however, are totally pleased with the results their team correction efforts produce.
If your team correction efforts are not living up to your expectations, the "twelve Cs for sufficient unit development," a self-diagnosing checklist might tell you why. Prosperous team building maneuvers that make effective, focused work teams require attention to detail in the following areas. It is prominent to think about the many questions posed to ensure the appropriate discussions are stimulating directional flow towards the team's success.
1. Clear Expectations: Has executive leadership (to be successful, there must be buy-in from the top) clearly communicated its expectations for the team's operation and foreseen, outcomes? Do team members understand why the team was created? Is the society demonstrating consistency of purpose in supporting the team with resources of people, time and money? Does the work of the team receive enough emphasis as a priority in terms of the time, discussion, attention and interest directed its way by executive leaders?
2. Context: Do team members understand why they are participating on the team? Do they understand how the strategy of using teams will help the society attain its communicated firm goals? Can team members define their team's point to the accomplishment of goal orientation? Does the team understand where its work fits in the total context of the organization's goals, principles, posture, vision, organizational behavior and values?
3. Commitment: Do team members want to share on the team? Do team members feel the team mission is important? Are members committed to accomplishing the team mission and foreseen, outcomes? Do team members perceive their assistance as considerable to the society and to their own careers - is there a "win-win?" Do team members anticipate recognition for their contributions? Do team members expect their skills to grow and make on the team? Are team members excited and challenged by the team opportunity?
4. Competence: Does the team feel that it has the appropriate habitancy participating? (As an example, in a process correction initiative, is each step of the process represented on the team?) Does the team feel that its members have the knowledge, skill and potential to address the issues for which the team was formed? If not, does the team have passage to the help it needs? Does the team feel it has the resources, strategies and hold needed to achieve its mission/objectives and hereafter picture?
5. Contract: Has the team taken its assigned area of responsibility and designed its own mission, vision, posture statement, Memorandum of comprehension and strategic intent to achieve the mission. Has the team defined and communicated its goals; its foreseen, outcomes and contributions; its timelines; and how it will quantum both the outcomes of its work and the process the team followed to achieve their task? Does the leadership team or other coordinating group hold what the team has designed?
6. Command and Control: This can be defined as the rehearsal of authority and direction by a properly designated team leader or members on a team over assigned and attached resources in the accomplishment of the organization's mission. That being said, does the team have enough freedom and empowerment to feel the possession considerable to achieve its contract? At the same time, do team members clearly understand their boundaries? How far may members go in chase of solutions? Are limitations (i.e. Monetary and time resources) defined at the starting of a project before the team experiences barriers and rework? Is the team's reporting connection and responsibility understood by all members of the organization? Has the society defined the team's authority? To make recommendations? To implement its plan? Is there a defined divulge process so both the team and the society are consistently aligned in direction and purpose? Do team members hold each other accountable for project timelines, commitments and results? Does the society have a plan to growth opportunities for self-management among society members?
7. Collaboration (Coalition of Forces): Does the team understand team and group process? Do members understand the stages of group development? Are team members working together effectively interpersonally? Do all team members understand the roles and responsibilities of team members (Concept of the "Bus")? Team leaders? Can the team arrival problem solving, process improvement, goal setting and determination jointly? Do team members cooperate to achieve the team contract? Has the team established group norms or rules of show the way in areas such as LeaderShaping, conflict resolution, consensus decision manufacture and meeting management? Is the team using an appropriate strategy to achieve its performance plan?
8. Communication: Are team members clear about the priority of their tasks? Is there an established recipe for the teams to give feedback and receive honest operation feedback? Does the society contribute prominent firm information regularly? Do the teams understand the faultless context for their existence? Do team members divulge clearly and in effect with each other? Do team members bring diverse opinions to the table? Are considerable conflicts raised and addressed? Do team members understand that conflict is considerable for lessons learned?
9. Creative Innovation: Is the society in effect interested in change? Does it understand the contextual implications for the change? Does it value creative thinking, transformational thinking, unique solutions and new ideation? Does it bonus habitancy who take reasonable risks to make improvements? Or does it bonus the habitancy who fit in and mouth the status quo? Does it contribute the training, education, passage to publications and textual resources, operation supervision assessments and infield trips considerable to stimulate new thinking?
10. Consequences: Do team members feel responsible and accountable for team achievements? Do team members feel responsible and accountable for other team members? Are rewards and recognition supplied when teams are successful? Not successful? Is reasonable risk respected and encouraged in the organization? Do team members fear reprisal? Do team members spend their time finger pointing rather than resolving problems during the considerable Debrief sessions? Is the society designing bonus systems that recognize both team and individual operation and organizational behavior? Is the society planning to share gains and increased profitability with team and individual contributors? Do team members feel responsible and accountable for team and individual strategic operation tactics? Can contributors see their impact on increased society success?
11. Coordination: Are teams coordinated by a central leadership team that assists the groups to obtain what they need for success? Are teams coordinated by a designated "Red Team," one who works to hire contingency script that assists the team with working out problems and challenges as a precursor to enthralling the mission? Have priorities and resource budget been planned across departments? Have the permissible configurations or reconfigurations been made and planned for across departments? Do teams understand the notion of the internal buyer - the next process, anyone to whom they contribute a stock or a service? Are cross-functional and multi-department teams base and working together effectively and efficiently? Is the society developing a customer-focused process-centric orientation and enthralling away from former departmental thinking?
12. Cultural convert - group Behaviors: Does the society recognize that the team-based, collaborative, empowering, enabling organizational culture of the hereafter is separate than the traditional, hierarchical society it may currently be? Is the team a networked unit or hierarchical one? Is the society planning to or in the process of changing how it rewards, recognizes, appraises, hires, develops, plans with, motivates and manages the habitancy it employs? Does the society plan to use failures for learning and hold reasonable risk? Does the society recognize that the more it can convert its climate to hold teams, the more it will receive in pay back (Roi) from the work of the teams?
Spend time and attention on each of these "twelve Cs for sufficient unit development" to ensure your work teams conduce most effectively to your firm success. In a position of leadership, your team members will respond favorably, your firm will soar to new heights and empowered habitancy will "own" and be responsible for their work processes. Every person will find his/her voice. Can you ask for anyone best in the workplace than what is proposed here?
Strengthening the Depth of the Organization's Leadership Bench
Switching gears for a brief moment, habitancy in every industry talk about team building and working as a team, but few understand how to create the feel of team building or how to make an sufficient team. Many view teams as the best society make for enthralling all staff company in developing firm success, productivity and profitability. It is here that leaders must take on the considerable task of developing the design, while at the same time, use their teams to progress the depth of the organizations leadership bench. How is this possible? It's quite simple; as individuals work to achieve Personal Proficiency for their role in the organization, leadership must begin the rotation process to ensure that each person in the law also achieves an increased level of professional Mastery at each job task. When the rotation begins to show clear organizational behaviors from the habitancy within the separate areas and departments, this too will effect the beginnings of a dynamic team being formed on behalf of the organization. The rotation process works to accelerate your team building maneuvers and amelioration success.
Nothing's more crucial to a company's operation and existence while faced with uncertainties in the marketplace than the cultivation of its hereafter leaders. So why do so many organizations possess a lack of depth within their leadership benches? This is a query that plagues so many clubs and is cause for concern for senior leaders who are seeking to progress their vision, but can't seem to maximize the needed inertia to do so.
Some organizations that have their own leadership amelioration programs over rely on competency models that recognize the so-called generic traits ("vision" and "alignment to mission"). Executives then make the profound mistake by attempting to cultivate the "next-generation leaders" who fit the agenda deliverables versus having them weave into the existing fabric to growth its durability. Here's a remarked from such a scenario; "titled leaders who aren't qualified to conduct their organization's unique challenges to achieve the foreseen, and desired effects needed to win in the marketplace."
Other organizations fail to perceive that astounding leadership is the effect of many ingredients in the pot of stew. astounding leadership, the state of influence that is needed when systems are faced with daunting uncertainties, requires a networked environment filled with considerable empathy towards building relationships with skilled individuals and teams who knows what it takes to strategically execute. Creating depth or strengthening the leadership bench must be maneuvered from every level of the society to overcome the shallow pools of candidates for strategically vital jobs. One of the ways of achieving this would be to institution the notion of the "Law of the Bank:" a four pillar arrival that focuses on the areas within interpersonal and intrapersonal intelligence. Intrapersonal intelligence is the potential to understand oneself, while interpersonal intelligence is the potential to understand others.
The amelioration process breaks them into two solution-centric "quotients" for a deeper comprehension of their value to an organization's leadership life cycle:
Intrapersonal Command Quotient
~ Self Awareness - The potential to recognize and understand your moods, emotions and drives, as well as their effect on others. This is also known as "The Law of Space."
~ Self Regulation - The potential to control or re-direct disruptive impulses and moods and the propensity to suspend judgment and think before acting. This is also known as "The Law of the Bench."
~ Motivation - A passion to work for reasons that go beyond money and status and a propensity to pursue goals with vigor and persistence. This is also known as the "Law of Care."
Interpersonal Emotional Quotient
~ group Skills & Empathy - A proficiency in managing relationships and building networks; the potential to understand the emotional makeup of other people. This is also known as "The Law of Tape."
As an art form and skill, these pillars each offer a "learnable-teachable" perspective that individuals at each level in an society "must" obtain in order to be extremely Prosperous (achieving personal prosperity). The Law of the Bank reveals the gap between rhetoric and reality; what you think you're saying vs. What you've in effect communicated and the differences between leadership "investments" and leadership "withdrawals." It means that habitancy in all disciplines across the society must learn two very exact intelligences: "Social Intelligence" and "Emotional Intelligence." Combined with "behaviors," "values" and applying the "5 Minds for the Future," no limitations can be settled in front of an individual's arrival to lead effectively - themselves and others - and achieve his/her goals successfully into the future.
We seem well overdue to make the Law of the Bank a developmental priority in our early education, schooling, adult learning processes and in business. Children and teen-agers need to learn to win the fellowship and respect they crave. College students need to learn to collaborate and influence others effectively. Leaders need to understand and associate with the habitancy they're appointed to lead and the processes they are responsible to manage. And, habitancy need to understand the group context they control within and "how-to" achieve their objectives by working from empathy.
All professionals across all industries and disciplines, in their careers and personal lives, need to be able to gift themselves effectively and earn the respect of those they deal with. The concepts outlined in the Law of the Bank "can and will" sacrifice conflict, create collaboration, build trust and credibility, growth deportment, replace bigotry and polarization with comprehension and mobilize habitancy toward base goals. Indeed, it may be - in the long run - the most considerable aspect in life's learning and an prominent ingredient in our survival as a species, professionals in the workplace and leaders hoping to effect in and away from their work environments.
Let's Debrief the four pillars that make up the Law of the Bank:
The Law of Tape: There is one thing that is base to every individual, relationship, team, family, organization, nation, cheaper and civilization throughout the world - one thing which, if removed, will destroy the most remarkable government, the most Prosperous business, the most Prosperous economy, the most influential leadership, the greatest friendship, the strongest character, the deepest love. On the other hand, if advanced and leveraged, that one thing has the possible to create unparalleled success and prosperity in every dimension of life. That one thing is trust.
The Law of Care: comprehension this law requires habitancy to have a keen comprehension on two very different, yet very similar and in most cases, a misunderstood use of "leadership" and "management." This law identifies the two and when they apply to best maximize and optimize their uses in any scenario. Plainly put; its all about "influence" and "process."
The Law of the Bench: Your actions determine what habitancy think of you and make your reputation. They also determine how others will respond to what you do and say. The way to have character is to all the time make sure that you are honest, honorable and forthright. Make sure there is no implication of dishonesty in any form. Depth of character, as defined by this law, means you should all the time seek to be considerate of others and conscientious in your firm dealings. This doesn't mean that you have to be perfect, but it "does" mean that you are trying to be person of high character. In business, leaders need to be honest and reliable. Your prestige affects how habitancy deal with you. Having good character, or a considerable and illustrated depth, results in others respecting you and increases your own esteem. Having character requires a constant effort.
The Law of Space: comprehension this law, habitancy must understand the considerable point of dealing in both spheres roughly at the same time, while doing it flawlessly. group intelligence navigates organizational politics while "dealing with people." Emotional intelligence takes on the arrival of microinequities: a unique leadership discipline designed to promote true diversity straight through an awareness of the effects of verbal and non-verbal languages and cultural functions on productivity in the workplace. It helps habitancy with comprehension how to deal with habitancy by first becoming tuned-in on "self-awareness and self-management:"
o S/ Skill Dimension: [S] Situational Radar (Awareness)
Involves: The potential to "read" situations, understands the group context that influences behavior, and chooses behavioral strategies that are most likely to be successful.
o P/ Skill Dimension: [P] Presence
Involves: Also known as "bearing," nearnessy is the external sense of one's self that others perceive: deportment, confidence, self-respect and self-worth.
o A/ Skill Dimension: [A] Authenticity
Involves: The opposite of being "phony," authenticity is a way of behaving which engenders a perception that one is honest with one's self as well as others.
o C/ Skill Dimension: [C] Clarity
Involves: The potential to express one's self clearly, use language effectively, by comparison concepts clearly and persuade with ideas.
o E/ Skill Dimension: [E] Empathy
Involves: More than just an internal sense of relatedness or appreciation for the experiences of others, empathy in this context represents the potential to create a sense of connectedness with others; to get them on your wavelength and ask them to move with and toward you rather than away and against you.
Using the concepts outlined for the law of the Bank, you can improve the coaching and amelioration process by giving first-rate performers the chance to truly understand their many intelligences. What best way is there to strengthening the depth of the organization's leadership bench? When habitancy are able to get straight through the rotation of learning the concepts here, can you dream the amelioration process that the society will possess to form the dynamic habitancy skills and experiential learning? What about overcoming the improbability of developing astounding teams who achieve at high levels to achieve the organization's desired outcomes? Without attempting to make a teaming process, the rotation will do it for you, all the while, working to cultivate a first-rate culture that will be protected by the habitancy within the system.
In closing, the title "How to make Prosperous Work Teams using Rhetorical Maneuvers" is posed as a "call to action" for stimulating behavioral influences that might lead to success. On the other hand, just about anyone can get results for a quarter or two. But, it takes an exceptional leader who knows how to effectively manage, to unleash the possible of the environment and execute well to "write a new story" of success for generations to follow.
Strengthening the depth of the organization's leadership bench using the "twelve Cs for sufficient unit development" and the "Law of the Bank" as the way send is unique; a new arrival to mental critically about "self" and others that helps leadership teams embark the battlefields of life and win astounding results in the end. Organizational leadership, and its many disciplines, "must" contribute individuals with a set of organizational behavior tools that helps them meet All of today's and tomorrow's uncertainties and challenges. Here's a great quote to close out this article:
"To laugh often and much; to win the respect of enthralling habitancy and the affection of children; to earn the appreciation of honest critics and experience the betrayal of false friends; to appreciate beauty; to find the best in others; to leave the world a bit better, whether by a wholesome child, a orchad patch, a redeemed group condition; to know even one life has breathed easier because you have lived. This is to have succeeded."
- Ralph Waldo Emerson
This information is offered as a blueprint for leaders to effect and explains "how to make Prosperous workplace teams." I hope you enjoyed the narrative and are able to use the information to make best working teams in your current organization. Please feel free to share this information with your colleagues to also help them with comprehension their role as developmental leaders across their organizations.
God Speed as you continue to make your teams into greatness.
How to create flourishing Work Teams Using Rhetorical Maneuvers