Hafez

Hafez in Phonetic Alphabet By Nazanin Mousavi

Hafez Disclosure in International Phonetic Alphabet

  • Also available as: Perfect Bound Softcover
  • Published: April 2016
  • Format: Casebound Hardcover(B/W)
  • Pages: 950
  • Size: 6×9
  • ISBN: 9781524600259

Overview: This book is mostly provided for non-Persian (Farsi) speakers all over the world who are the lovers of Persian language and literature. It helps the readers to read the poems of Khwaja Shams-ud-Din Muhammad Hafez-e Shirazi in its original language in order to enjoy and comprehend the beauty and deep impression of Persian language and literature with the accurate Persian pronunciations. But even Persian language speakers can profit this book as there are some problems in accurate pronunciations.

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Nazanin MosaviAbout the Author: Nazanin Mousavi is originally from Iran. She studied English to Persian translation at university. After working around 8 years in different jobs she found that her favorite job is teaching English as a foreign language. She started to write literally romantic prose when she was 15 but she never get the chance of publishing her books with the name of (GOLDEN AUTHOUM)-(LOVE WITH YOU, LOVE WITHOUT YOU)-MEMORIES AGAIN. As the Persian language and literature has been rich and influential throughout history she came up with the idea to globalize a part of the rich Persian literature.

 

hafez imageAbout Hafez: Khwāja Shams-ud-Dīn Muḥammad Ḥāfeẓ-e Shīrāzī (Persian: خواجه شمس‌‌الدین محمد حافظ شیرازی‎‎), known by his pen name Hafez (حافظ Ḥāfeẓ; 1325/26–1389/90), was a Persian poet who “lauded the joys of love and wine [but] also targeted religious hypocrisy.”[2] His collected works are regarded as a pinnacle of Persian literature and are to be found in the homes of most people in Iran, who learn his poems by heart and still use them as proverbs and sayings. His life and poems have been the subject of much analysis, commentary and interpretation, influencing post-14th century Persian writing more than any other author. Themes of his ghazals are the beloved, faith, and exposing hypocrisy. His influence in the lives of Persian speakers can be found in “Hafez readings” (fāl-e hāfez, Persian: فال حافظ‎‎) and the frequent use of his poems in Persian traditional music, visual art, and Persian calligraphy. His tomb is visited often. Adaptations, imitations and translations of his poems exist in all major languages.

غزلیات حافظ با صدای احمد شاملو

knowledge Index

Knowledge Index

Knowledge Index

The Knowledge Index or KI is an economic indicator prepared by the World Bank Institute to measure a country s ability to generate, adopt and diffuse knowledge. Methodologically, the KI is the simple average of the normalized performance scores of a country or region on the key variables in three Knowledge Economy pillars – education and human resources, the innovation system and information and communication technology (ICT)

Knowledge Economic Index

The Knowledge Economy Index (KEI) takes into account whether the environment is conducive for knowledge to be used effectively for economic development. It is an aggregate index that represents the overall level of development of a country or region towards the Knowledge Economy. The KEI is calculated based on the average of the normalized performance scores of a country or region on all 4 pillars related to the knowledge economy – economic incentive and institutional regime, education and human resources, the innovation system and ICT.

The 4 pillars of the Knowledge Economy framework

  • An economic and institutional regime to provide incentives for the efficient use of existing and new knowledge and the flourishing of entrepreneurship;
  • An educated and skilled population to create, share, and use knowledge well;
  • An efficient innovation system of firms, research centers, universities, consultants and other organizations to tap into the growing stock of global knowledge, assimilate and adapt it to local needs, and create new technology;
  • Information and communication technology to facilitate the effective creation, dissemination, and processing of information.

• Information and communication technology to facilitate the effective creation, dissemination, and processing of information.

 

KEI and KI indexes by country

Country KEI   KI Economic Incentive Regime Innovation Education ICT 2008 Rank
Denmark 9.58 9.55 9.66 9.57 9.80 9.28 1
Sweden 9.52 9.63 9.18 9.79 9.40 9.69 2
Finland 9.37 9.33 9.47 9.66 9.78 8.56 3
Netherlands 9.32 9.36 9.18 9.48 9.26 9.36 4
Norway 9.27 9.27 9.25 9.06 9.60 9.16 5
Canada 9.21 9.14 9.42 9.43 9.26 8.74 6
Switzerland 9.15 9.03 9.50 9.89 7.69 9.52 7
United Kingdom 9.09 9.03 9.28 9.18 8.54 9.38 8
United States 9.08 9.05 9.16 9.45 8.77 8.93 9
Australia 9.05 9.17 8.66 8.72 9.64 9.16 10
Ireland 8.92 8.82 9.23 9.04 9.08 8.33 11
Austria 8.89 8.76 9.30 8.90 8.53 8.85 12
Iceland 8.88 8.87 8.92 7.98 9.44 9.18 13
Germany 8.87 8.83 8.99 9.00 8.46 9.04 14
New Zealand 8.87 9.00 8.48 8.65 9.79 8.56 15
Belgium 8.73 8.70 8.82 8.96 9.14 8.02 16
Taiwan 8.69 8.80 8.35 9.24 7.91 9.26 17
Luxembourg 8.65 8.40 9.42 8.91 6.66 9.62 18
Japan 8.56 8.84 7.71 9.15 8.71 8.66 19
France 8.47 8.69 7.82 8.61 9.08 8.38 20
Estonia 8.34 8.22 8.68 7.49 8.27 8.90 21
Slovenia 8.25 8.29 8.11 8.31 8.24 8.33 22
Spain 8.24 8.13 8.58 8.14 8.21 8.04 23
Singapore 8.24 7.75 9.71 9.56 5.19 8.50 24
Israel 8.22 8.24 8.16 9.34 6.72 8.64 25
Hong Kong, China 8.20 7.73 9.60 8.64 5.30 9.26 26
Italy 7.86 8.19 6.84 8.04 7.86 8.68 27
Hungary 7.85 7.67 8.39 8.14 7.62 7.25 28
Czech Republic 7.83 7.70 8.23 7.60 8.11 7.39 29
Lithuania 7.68 7.60 7.94 6.59 8.36 7.84 30
South Korea 7.68 8.38 5.57 8.47 7.97 8.71 31
Latvia 7.64 7.51 8.04 6.40 8.41 7.73 32
Cyprus 7.55 7.47 7.77 7.65 6.45 8.32 33
Portugal 7.52 7.22 8.44 7.43 6.83 7.39 34
Greece 7.38 7.48 7.08 7.63 8.20 6.62 35
Poland 7.38 7.37 7.39 6.92 7.94 7.25 36
Slovakia 7.33 7.12 7.99 6.86 6.98 7.51 37
Barbados 7.25 7.78 5.66 7.51 8.40 7.44 38
Croatia 7.19 7.19 7.16 7.54 6.44 7.61 39
Chile 6.92 6.53 8.11 6.81 6.31 6.46 40
Bulgaria 6.80 6.73 7.01 6.43 7.42 6.33 41
United Arab Emirates 6.66 6.57 6.95 6.74 4.78 8.18 42
Romania 6.37 6.20 6.87 5.66 6.30 6.63 43
Uruguay 6.35 6.31 6.49 5.26 7.18 6.48 44
Qatar 6.15 6.20 5.99 5.77 5.29 7.56 45
Dominica 6.07 5.61 7.46 3.76 6.24 6.82 46
Costa Rica 6.06 5.85 6.70 6.24 5.01 6.30 47
Malaysia 6.06 6.02 6.18 6.83 4.14 7.08 48
Russian Federation 5.40 6.69 1.55 6.89 7.09 6.08 49
Bahrain 6.02 5.75 6.84 4.20 5.82 7.22 50
Kuwait 6.01 5.68 7.01 5.05 4.87 7.13 51
Ukraine 5.80 6.38 4.06 5.77 7.91 5.45 52
Argentina 5.49 6.44 2.63 6.85 6.49 5.98 53
Trinidad and Tobago 5.64 5.54 5.95 6.02 4.34 6.27 54
Brazil 5.57 6.00 4.30 6.07 5.84 6.08 55
Turkey 5.61 5.14 7.02 5.67 4.38 5.38 56
South Africa 5.55 5.47 5.81 6.92 4.51 4.98 57
Jordan 5.53 5.46 5.77 5.66 5.49 5.21 58
Armenia 5.51 5.44 5.71 6.17 6.32 3.84 59
Mexico 5.45 5.48 5.38 5.82 4.85 5.77 60
Thailand 5.44 5.41 5.51 5.98 5.27 5.00 61
Oman 5.37 4.72 7.32 4.95 4.30 4.90 62
Macedonia 5.33 5.23 5.61 4.76 4.87 6.06 63
Mauritius 5.18 4.58 6.95 3.70 4.09 5.96 64
Saudi Arabia 5.15 5.07 5.39 4.04 4.87 6.29 65
Jamaica 5.04 5.40 3.99 5.36 4.10 6.74 66
Moldova 5.04 5.32 4.19 4.39 6.40 5.17 67
Kazakhstan 5.01 5.08 4.82 3.77 7.21 4.25 68
Belarus 4.93 6.39 0.55 5.54 8.00 5.63 69
Lebanon 4.86 4.91 4.70 4.69 4.76 5.27 70
Tunisia 4.73 4.56 5.26 4.58 4.10 5.00 71
Panama 4.69 4.45 5.39 5.45 4.86 3.04 72
Georgia 4.69 5.07 3.54 5.38 5.97 3.85 73
Peru 4.64 4.86 3.98 3.88 5.57 5.12 74
Mongolia 4.50 4.28 5.18 2.06 6.31 4.46 75
Colombia 4.42 4.62 3.83 4.26 4.79 4.80 76
China 4.35 4.46 4.01 5.12 4.11 4.16 77
Guyana 4.31 4.97 2.33 4.47 5.80 4.64 78
Philippines 4.25 4.02 4.95 3.63 4.76 3.66 79
Venezuela 4.23 5.47 0.51 5.73 5.27 5.41 80
Namibia 4.19 3.20 7.14 3.30 2.57 3.74 81
Sri Lanka 4.16 4.07 4.44 4.44 4.91 2.85 82
Albania 4.04 4.08 3.91 3.10 4.94 4.20 83
Egypt 4.03 4.19 3.57 4.55 4.35 3.66 84
Botswana 3.96 3.50 5.34 4.34 2.58 3.59 85
Dominican Republic 3.92 3.81 4.24 2.91 4.11 4.42 86
El Salvador 3.91 3.65 4.70 3.19 3.26 4.50 87
Azerbaijan 3.81 3.93 3.42 3.05 5.03 3.73 88
Kyrgyzstan 3.74 3.90 3.25 2.70 6.25 2.75 89
Paraguay 3.62 3.87 2.87 3.47 4.20 3.93 90
Ecuador 3.46 4.08 1.58 3.55 3.77 4.93 91
Morocco 3.45 3.33 3.80 3.67 2.00 4.32 92
Bolivia 3.42 3.63 2.78 3.05 4.76 3.09 93
Iran 3.39 4.13 1.18 3.02 3.89 5.48 94
Uzbekistan 3.28 4.03 1.03 3.51 6.17 2.40 95
Algeria 3.25 3.50 2.53 3.48 3.64 3.37 96
Cape Verde 3.24 3.05 3.81 2.25 2.96 3.96 97
Indonesia 3.23 3.19 3.36 3.32 3.42 2.82 98
Honduras 3.21 3.18 3.30 3.30 3.17 3.06 99
India 3.12 2.94 3.67 3.97 2.26 2.59 100
Guatemala 3.11 2.88 3.78 2.47 2.21 3.97 101
Vietnam 3.02 3.08 2.85 2.83 3.32 3.08 102
Swaziland 2.93 3.05 2.56 4.55 1.73 2.88 103
Syrian Arab Republic 2.90 3.34 1.55 3.44 2.91 3.68 104
Nicaragua 2.87 2.64 3.57 1.99 2.93 3.02 105
Kenya 2.82 2.65 3.31 3.87 1.49 2.60 106
Tajikistan 2.79 2.93 2.37 2.33 5.34 1.10 107
Senegal 2.63 2.15 4.07 2.77 0.92 2.75 108
Zimbabwe 2.51 3.25 0.29 4.09 2.38 3.29 109
Ghana 2.50 2.00 3.97 2.08 1.80 2.13 110
Uganda 2.46 1.93 4.04 2.72 1.16 1.92 111
Madagascar 2.37 1.51 4.93 2.54 0.76 1.25 112
Mauritania 2.35 1.83 3.89 1.75 0.94 2.80 113
Tanzania 2.28 1.72 3.98 2.39 1.05 1.70 114
Pakistan 2.24 2.18 2.43 2.75 1.07 2.72 115
Lesotho 2.15 1.99 2.65 2.70 1.73 1.53 116
Benin 2.10 1.80 3.00 2.33 1.14 1.93 117
Nigeria 2.04 2.33 1.16 2.72 1.87 2.41 118
Yemen 1.80 1.83 1.72 1.68 1.83 1.99 119
Mali 1.78 1.18 3.58 1.69 0.66 1.19 120
Mozambique 1.71 1.20 3.24 1.86 0.33 1.41 121
Angola 1.70 1.67 1.76 2.44 0.88 1.70 122
Cameroon 1.69 1.85 1.20 2.49 1.36 1.70 123
Burkina Faso 1.64 1.11 3.24 2.15 0.26 0.93 124
Nepal 1.61 1.46 2.06 2.04 1.50 0.84 125
Malawi 1.55 1.17 2.71 2.11 0.87 0.53 126
Laos 1.53 1.68 1.08 1.43 2.01 1.59 127
Bangladesh 1.49 1.63 1.10 1.71 1.52 1.66 128
Myanmar 1.48 1.52 1.35 1.17 2.58 0.82 129
Rwanda 1.34 0.85 2.80 1.47 0.35 0.74 130
Ethiopia 1.18 0.93 1.95 1.57 0.73 0.48 131
Djibouti 1.15 1.14 1.19 1.29 0.49 1.63 132
Eritrea 1.07 1.20 0.68 1.56 0.81 1.22 133
Sierra Leone 0.91 0.92 0.87 1.70 0.67 0.39 134

 

Dataset list

outside of the box

Design Thinking

 

Systems thinking is a holistic form of understanding, analysis, and problem solving. It’s also a way to bring balanced, more impactful solutions to our businesses and social challenges. But what about design thinking?

Design Thinking

Design thinking involves using design methodologies to address all of our important inquiries. There is an emerging notion of human-centered design brought into our consciouness by IDEO, the design firm in Palo Alto, California.

In this form of design, we involve the recepients in the design process focused primarily on their needs. It sounds simple but most conventional design methodologies consider the needs of humans as an input, but not as the purpose of the design and much less involve them in the process.

  • Can we use design thinking to guide our evolution?
  • Can design thinking help us build our global and sustainable future as a species?
  • Is this type of thinking broad and deep enough that can tackle the biggest challenges that we have as civilisation?

Bela Banathy and other systems scientists consider design to be the process by which one can consciously create a new state of a system. Systems can evolve by themselves, but the direction they take may be unwanted. For instance, we can let traffic manage itself or we can install coordinated traffic lights to manage it. The ideal is always to design the system to handle as many of the conditions and problems as they are understood at the time.

Design thinking is not a new concept, although reading current literature one would think that Tim Brown from IDEO created it. Brown and IDEO have done a great service to humanity by popularizing design thinking and making their human-centered design methodology available to all, including versions targeted to education and other fields. The human-centered design methodology from IDEO is comprised of three main phases: inspiration, ideation and implementation. Each phase is recursive onto itself and feeds the next, orfeedforward.Feedback is provided to the previous phase which could remain active refining its outputs.

At the heart of the design thinking methodology from IDEO is thinking systematically and leveraging all stakeholders in the design. In his book Design Thinking, Brown wrote that the stakeholders know what they need and should be included in the design process. He shared the story of Edison working on the light bulb and an electrical system along a team of scientists, business people, and manufacturers. Kaiser Permanente made a number of nurse-centric improvements to make patient care more efficient, effective, and rewarding. These improvements at Kaiser were made in collaboration between nurses, doctors, technicians and hospital administrators. Shimano, the manufacturer of high-end bicycle components, worked with retailers, bicycle manufacturers, and their own engineers to design a new type of bicycle, the “coaster,” which was conceived to bring fun back into bicycling for 90 percent of the population that does not actively bicycle but did so as children.

The idea of leveraging stakeholders in the design process is not new. In 1992, Marvin Weisbord presented the idea that the world is moving from experts designing our systems to regular people performing this activity. He identified seven assumptions for the process of designing together:

  1. The world is knowable to ordinary people;
  2. People can create their own future;
  3. People want the opportunity to engage;
  4. The nature of the participants is egalitarian (all are equal);
  5. Given a change, people are more willing to cooperate than fight;
  6. The engagement process empowers people; and
  7. Diversity in opinions is appreciated and valued.

He also defined a minimum specification on what it takes to design together. This specification includes:

  1. Getting the whole system in the room,
  2. Have this community look at the global context, and
  3. Have people “self-manage” their work.

The first two specifications from Weisbord are embedded in the IDEO human-center design methodology.

John Warfield, a systems scientist, laid out a set of principles for design thinking. These include:

  1. Variety—identify the variety and diversity in the design context.
  2. Alternatives—consider a large number of alternatives.
  3. Interdependence and integration—how the design works in the system.
  4. Iteration—the design should be iterative in producing solutions from the alternatives.
  5. Ordering choices—sequence in which design choices should be made.
  6. Display findings—state of the design should be made visible to all.
  7. Design environment—should support the design inquiry process.
  8. Processes and roles—defined roles associated with the content, context and process.
  9. Criteria—self-reflective, self-assessing, and self-governing criteria to guide participation.

In 1981, Russell Ackoff stated that design is “the creation of a desirable future and the invention of ways to bring it about.” According to Bela Banathy, Ackoff’s design thinking is predicated on three interconnected principles. The first is the participative principle and it involves learning from the experience that Ackoff thought was the most important. This principle let him to conclude that design should be done by the owners of the system and no one else.

The principle of continuity is the second one. This principle addresses the need for continuous design validation and adjustment as the environment conditions change.

The third principle is the holistic principle. It states that no part of the system can be designed in isolation from the ones operating at the same level and that all parts should be designed in an integrated manner.

Based on the definitions and principles presented here by the design-thinking luminaries, we can conclude that design thinking is a fundamental component of conscious evolution. Design thinking provides guidance on the design space, who should be involved in the design and how to go about it. The IDEO method is adaptable to any environment. It has been used in the design of products and services but it also has been used to improve life conditions in education, industry, healthcare, and in designing communities. This method is founded on the principles and concepts that our social and systems scientists have theorized and practiced for the last three decades.

As Ackoff postulated: The most important part of design is the learning activities. In moving to a conscious, self-guided evolution, our design spaces should be well established, have the systems in the room, and aim for the ideal future, representing not just ourselves, but the future inhabitants of our planet.

girl standing out

Self-promotion is not bragging

If you’re going to ask for promotion, you’re going to need to make the case for why you deserve it. That conversation can go a little smoother if you’ve been keeping your manager in the loop about what you’ve accomplished.

But talking about yourself — especially your achievements — can be uncomfortable.  Regardless of where you are in your career — whether you’re climbing the corporate ladder or running a business — or whether you’re a man or a woman, it’s crucial that you’re able to convey your value to the people you’re working with.

What are the most important things to keep in mind before you self- promote?

Before you launch into your self-promotion strategy, there are a few critical things that you should think about:

  1. Self-promotion is not bragging — it is educating relevant people about your skills and the value that you bring to your organization.
  2. Self-promotion is not optional. If you want to keep your compensation and promotion rate in line with your male peers.
  3. Many women are uncomfortable with self-promotion because women who self-promote too aggressively are often victims of a reputational backlash in a way that men are not. If you are uncomfortable with self-promotion, it is important to develop options that allow you to self-promote without generating the backlash. An option that has been proven successful is to position your accomplishments as successes that have benefited the company, client or team as well.

    It might go something like this: “I am really excited about the results of the market test. My hypotheses around which features would drive client upgrade were correct, so we are moving forward with a plan to roll those features out across the next set of markets. I was particularly excited when I went to see Big Huge Client and they told me that these new features were exactly what they needed in order to take their business to the next level.” Here I share my success, but I also refer to the client feedback, which serves to neutralize the possibility for backlash.

  4. Build a script and practice!

What tips for those who are used to keeping their heads down and working hard so they’re comfortable touting their own accomplishments?

First, remember that self-promotion is critical to your long-term success, regardless of your ambitions. Whether or not you want to be CEO, you want to get paid what you deserve in your role and you want to be offered opportunities as they come, so you still need to self-promote.

Secondthe best place to start is with aspects of your work that you feel most confident and passionate about. Think about what you share with your friends and family when asked about work — what naturally excites you? Then compare those successes to the list of priorities that management has set for you. Where the two intersect is where you will find the set of topics that should be your starting point.

Once you have your starting point, identify a few successes and build some sentences with which to test the waters.

Start with your personal brand of enthusiasm:

  • “I am so excited that…”
  • “You may want to know that…”
  • “I thought you would be interested to hear that…”
  • “I am having a great day because…”

Add in your success:

  • “the analysis we did identified some efficiencies”
  • “the sales call went really well and the client shared their budget number”
  • “the candidate I recruited accepted today”
  • “the vendor I have been working with agreed to a reduction in fees”
  • “the employee I have been coaching did a great job on his presentation today”

Close it out with some reason why your success benefits the company, team or client, something like: “Business head X was so excited about the vendor fee reduction, he said it would really positively impact his P&L going forward because their are growing their business with that vendor.” OR “The best part was my employee felt so good about the presentation and he got complements from the entire team. It was a really rewarding experience all around.”

Finally, practice, try it out, practice some more until it practically rolls off your tongue. Self-promotion is not something you do when review season nears; it has to be a constant practice if we want to see results.

Extract from an article by:

PR narow image

Things Successful People Never Say

You want to be one of those successful people. Everyone does. But your actual words might be undermining your chances of success. The things you say in the office, no matter how innocuous they seem to you, might be knocking you down the career ladder and putting the top position you dream about out of reach.

Your career is too important to be tanked by a few negative phrases. Here are the seven things you should strike from your workplace vocabulary if you want to achieve the success you richly deserve:

1. “That’s not in my job description.” When you accepted your current position, you had a good idea of what the responsibilities and workload of the role would entail. Throughout the months or years since you settled into your job, however, your role has expanded and changed shape. Some of these changes have probably been good, while others have made you wish for simpler times. When a boss or manager piles another responsibility on your already sore shoulders, it might be tempting to pull out this classic gem of work avoidance. The better option, however, is to schedule a time to talk to your boss about your role. A specific conversation about your place in the organization is a good time to bring up the particulars of your job description, not when you’re asked to get something accomplished. No matter how stressed you are or how valid the complaint, dropping this phrase only makes you look lazy and unmotivated.

2. “It can’t be done.” Throwing in the towel makes you look like a quitter — and quitters don’t get promoted. Instead of giving up on a project entirely, frame your response in terms of alternative ways to get the work accomplished. Very little is truly impossible, and most managers and executives want forward-thinking problem solvers to climb the corporate ladder. If you offer solutions instead of giving up, you’ll be seen as a valuable member of the team.

3. “It’s not my fault.” No one wants to work with a blame shifter. After all, it’s just a matter of time before this person eventually shifts the blame onto you. Take ownership of your mistakes instead of pointing out where others have fallen short. Admitting to a mistake shows character and the ability to learn and grow from problems. Pointing the finger at someone else strongly implies you’ll never truly learn from your errors.

4. “This will just take a minute.” Unless something will literally take only 60 seconds, don’t overpromise and underdeliver. Saying something will only take “a minute” also has the side effect of undermining your efforts. Most likely the reason the particular task won’t take long is due to the benefit of your professional experience and acumen. By saying it will “just” take a minute, you’re shortchanging what you bring to the table.

5. “I don’t need any help.” The rugged lone wolf type might be the hero of most action movies, but they’re unlikely to become the hero at your company. You might think you can go it alone on a project or in your career, but teamwork is essential. Being able to work with others is the hallmark of a good leader; you’re unlikely to climb your career ladder always flying solo.

6. “It’s not fair.” Life isn’t fair, and often your career won’t be as well. Instead of complaining, you should look for specific and actionable workarounds to the problems you encounter. Is it unfair a coworker got to run point on the project you wanted? Maybe, but instead of complaining, work harder and go the extra mile. Finding a solution will always be preferable in your professional life to whining about a problem.

7. “This is the way it’s always been done.” Doing things the way they’ve always been done is no way to run a business. Just ask some of the companies which toed the line, accepted the status quo, and went under. Adapting to an ever-changing marketplace is really the only way to survive in an economy constantly being disrupted by the next big thing. You don’t have to be a slave to the trends, but you also can’t stick your head in the sand and hope things go back to normal. Instead, come up with creative solutions to new problems and innovate, and you’ll soon be in the driver’s seat taking your organization into the future. Everyone wants to be successful, so make sure your words aren’t holding you back. These seven phrases are career kryptonite — by avoiding them, you can fly into your future and become a successful superstar.

What do you think? What phrases do you avoid on the job? 

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inbound-marketing-free-traffic

How To Use Google+ For Content Marketing

Google+

Whether we are looking for a lawyer, mechanic, or a great restaurant, we look to our friends for recommendations. In other words, we look to people we trust.

The same principle applies online.

We look to social signals when evaluating any piece of content. A blog post or YouTube video with with thousands of shares or views is an indication that it is relevant. In other words, social proof is the new marketing.

With Google Search Plus Your World (S+YW), a search feature that enhances your results, it’s yet another intriguing wrinkle in the ever-unfolding story of authorship and how it may affect search rankings.

Try this little experiment

Head over to Google and type in “hide personal results.”

Depending on who’s in your Google+ circles and contacts, you’re going to receive both personal and private results — relevant tips, photos and articles from your friends — right beside other relevant content from the web.

Here are the top two results I received for the phrase “hide your personal results”:

Image of Google Search Results

 

The number one listing is from a gal who has implemented Google’s authorship markup. It helps that she posted on a site with high authority — Lifehacker is a blog brand just about everyone recognizes.

The second result is from a guy I kind of know. In fact, the grey head-and-shoulders icon says this guy is in my Google+ network (he obviously has authorship markup implemented, too).

So, whose article do you think I clicked on? That’s right, Brian Gardner’s. And this, my friends, is how social recommendation in search is now working, thanks to S+YW.

How To Use Google+ For Content Marketing

S+YW drastically changed the SEO game

Here’s the deal: because of S+YW you and I will not receive the same results in Google for a given phrase — even if we’re connected on Google+.

We simply don’t have the same search history profile.

What that means is when it comes to measuring our success with the classic SEO metric — page ranking — you need to rethink your strategy because the game has changed.

It’s changed so much that Danny Sullivan said that S+YW was the most radical transformation of Google search results ever.

What this means in the long run is that ranking has become an even more complex equation. Who you know has become an incredibly important factor for most searches. (As always, it’s debatable whether this is a good thing or not.)

Another reason to grow your Google+ network

For example, if you want to land in your network’s search results for the phrase “hide personal results,” you would need to do at least four things:

  • Create an epic post on “how to hide personal search results on Google.”
  • Publish that post on an authoritative site.
  • Get people to link to and share that post.
  • Grow your Google+ network.

While you have control over the four above steps in varying degrees, it’s that last point that you probably have the most control over. Let’s say you are in more than 1,000 Circles, but you have another 1,000 Gmail contacts. That means your total net reach in search is more than 2,000 people. Not too bad, since you can extend that reach simply by growing your presence and audience on Google+ (I’ll show you how below — don’t worry, it’s pretty easy).

Why Google+ is the better social network

See, your network impact on Twitter, Facebook, LinkedIn, or Pinterest doesn’t extend beyond those social media domains. Your content is sheltered (which is another reason not to be a digital sharecropper).

  • On Google+ your network impact extends beyond the social media domain. It follows you across all of Google’s products: Reviews, Maps, Chrome, Ads, Hangouts, YouTube, Drive, Calendar, Wallet.
  • It follows you across every Google product.
  • This is what people mean when they say that Google+ is a social layer.
  • Search has been upgraded by social.

In addition, where a tweet or a Facebook post has a shelf life of 30 minutes at the most, a Google+ post can be found during a search by someone in your network …no matter how old it is.

How to build your personal impact in S+YW

Fortunately, the process for increasing your S+YW influence is pretty straightforward:

And keep in mind that the growth of your Google+ network is actually exponential.

… if one person who has 10,000 Google+ followers (and/or other Google contacts, such as people in her Gmail contacts) follows you, you’ve gained the ability to potentially influence the search of not just one, but 10,000 other people, most of whom don’t even know you exist!

This kind of reach is only available through S+YW, which is just one more reason why you should make Google+ an essential component of your content marketing strategy.

About the Author: Demian Farnworth is Chief Copywriter for Copyblogger Media. You can his blog to read his Education of a Writer series.

The Future of Learning, Networked Society

Can ICT redefine the way we learn in the Networked Society? Technology has enabled us to interact, innovate and share in whole new ways. This dynamic shift in mindset is creating profound change throughout our society. The Future of Learning looks at one part of that change, the potential to redefine how we learn and educate. Watch as we talk with world renowned experts and educators about its potential to shift away from traditional methods of learning based on memorization and repetition to more holistic approaches that focus on individual students’ needs and self expression.

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Eliminate Useless Meetings

 

Tips For Running Effective Meetings

Jeff Weiner ask his team to identify their biggest productivity killer and inevitably two issues rised to the top of the list:

  1. Managing their inboxes

  2. Managing their meeting schedules

At LinkedIn, they have essentially eliminated the presentation. In lieu of that, they ask that materials that would typically have been presented during a meeting be sent out to participants at least 24 hours in advance so pe

ople can familiarize themselves with the content.

  • Just because the material has been sent doesn’t mean it will be read. 
  • They begin each meeting by providing attendees roughly 5-10 minutes to read through the deck. 

Once participants have completed the reading, it’s time to open it up for discussion.There is no presentation.

With the presentation eliminated, the meeting can now be exclusively focused on generating a valuable discourse: Providing shared context, diving deeper on particularly cogent data and insights, and perhaps most importantly, having a meaningful debate.

If the material has been well thought out and simply and intuitively articulated, you may be pleasantly surprised to see a meeting will be over after 20-30 minutes.

Of course, even the best prepared material may reach a highly contentious recommendation or conclusion. However, the good news is meeting attendees will now be able to dig into the subject matter and share their real opinions rather than waste time listening to an endless re-hashing of points….

The following are a few additional practices That Jeff has learned along the way when it comes to running effective meetings:

1. Define the objective of the meeting. Asking one simple question at the onset of the meeting, “What is the objective of this meeting,” can prove invaluable in terms of ensuring everyone is on the same page and focused on keeping the meeting on point.

2. Identify who is driving. Each meeting needs one person behind the wheel.The primary role of this point person is to ensure the conversation remains relevant, that no one person ends up dominating the discussion, and that adjunct discussions that arise during the course of the meeting are taken offline.

3. Take the time to define semantics (and first principles). So many meetings go off the rails by virtue of semantic differences. Words have power, and as such, it’s worth investing time upfront to ensure everyone is on the same page in terms of what certain keywords, phrases, and concepts mean to the various participants.

4. Assign someone to take notes. This should not be the equivalent of a court stenographer documenting every word uttered, but rather someone who is well versed in the meeting’s objectives and who has a clear understanding of context that can capture only the most salient points. This can also be particularly valuable for invitees who weren’t able to make the meeting.

5. Summarize key action items, deliverables, and points of accountability. Don’t end the meeting without summarizing key conclusions, action items, and points of accountability for delivering on next steps. Have the discipline to ensure attendees sit tight and remain focused while next steps are being discussed and agreed to.

6. Ask what you can do better. Gather feedback at the end of meetings by asking whether or not the attendees found it valuable and what we can do to improve it in the future. There is no better way to ensure the meeting is necessary. If it’s not, either change the objective and/or format, or take it off the calendar.

candy

Do Pop-Up Ads Work?

Extracts of an Article by: Beth Hayden  Read the full article here.

What’s your reaction to a pop-up box that appears over a blog post or article you’re trying to read?

There are few things in the online world more annoying than pop-ups advertising the latest trendy widget, free report, email list signup, or other offer.

Now, there’s no doubt that pop-up ads “work.” Many readers will sign up for free offers when they appear in pop-ups. And, because they do work so well, pop-ups are practically irresistible to web publishers.

Trouble is, pop-ups also have at least one huge downside, and you should face it directly before deciding whether or not to implement them on your site.

Let’s take a look at the benefits and risks right now …

Do Pop-Up Ads Work?

  • When used in smart ways — like giving away a free report, tip sheet, or other useful freebie — pop-ups can radically accelerate the number of opt-ins you get to your email list.
  • Your conversion rate goes up because more people are seeing your offer … and they’re seeing it very clearly. They can’t help but notice your opt-in box, because you’ve placed it right their faces.
  • Implementing a pop-up form on your site seems like an easy shortcut to building a huge list. Simply add one to your site, create a compelling, benefit-driven offer, and watch the money roll in.

Right?

The dark side of using pop-ups

After you implement a pop-up, you may think you’re sitting pretty. You might think to yourself, “World domination is now only a hop, skip and a jump away!”

  • But here’s the thing — pop-ups really push people’s buttons, they just get under people’s skin. And they’re annoying enough that they can actually drive people away from your site.
  • Your audience came to read your content (and, if it’s good enough, spread it to their friends and colleagues), not be instantly blocked from it by an offer they may not understand.
  • And pop-ups aren’t merely annoying — if they’re not working properly, they can actually interfere with your site’s functionality. Some pop-ups that aren’t rendering properly can create a huge floating box over your posts and pages that people can’t exit out of — which means they’re going to get intensely frustrated because they’ll need to close their browser completely to get back to what they were doing.
  • Do you want to be responsible for that kind of experience?

You also have to consider whether the increased opt-ins you get with a pop-up offer are actually the type of people who will stick around on your list (and eventually buy from you). There’s a strong possibility that many of the additional subscribers you gain with a pop-up will abandon you just as quickly as they came.

I’ve tried pop-ups on my own site. A few years back, I used a well-known and well-respected plugin to add a time-delayed pop-up offer (for a useful free report). My opt-ins soared, and I was thrilled. But then I noticed something weird.

People were writing to me to complain about the ad. In the history of my business, I received more negative comments about that pop-up than any other aspect of my website. I actually received hate mail.

Eventually, I took it down. On balance, the benefit didn’t feel like it was worth the cost.

Is it worth the risk?

There is no question that pop-ups “work” — but to what end? You may not be willing to risk the relationship with your audience for a spike in opt ins.

As a website owner, you have to decide whether the benefit you get from pop-ups is worth the possible risk of harming the relationship with your readers — or with making your site just a little less appealing to link to, or share on social networks.

If you’re playing the long game of content marketing, you need to consider whether it’s worth potentially harming your relationship with your prospects and customers, just for a couple of extra names on your list.

Smart pop-up alternatives

If you decide against using a pop-up on your site, what are your other options for increasing your opt-in rates without risking your relationship with readers and prospects?

Here are some possibilities:

  1. First and foremost — keep your focus where it belongs. If you consistently create good content and actively promote your site, organic opt-ins will follow.
  2. Use (really) prominent sign-up forms. There are great places to put large opt-in forms on your site that really stand out. Try using a large offer box in the header area of your site. Or try putting a sign-up box in the footer of each of your posts that says, “Like this post? Make sure you don’t miss our next one — sign up here to stay connected.”
  3. Consider upping the ante on your free offer. So make sure your offer is incredibly compelling for your audience — you’ll notice a big difference in your sign-up rates!
  4. If you absolutely must use a pop-up, use one that’s delayed. Most pop-up software will let you customise when a pop-up will appear. You can create a pop-up offer that will appear only after a reader has been reading your content for a few minutes.

It’s (of course) your call …

You’ve got a decision to make. Do you use a pop-up, and reap the rewards … but also accept the consequences?

Or, have you found a good alternative?

About the Author: Beth Hayden is a Senior Staff Writer for Copyblogger Media.

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The Educators How To Start Your Own Business

How To Start Your Own Business

With unemployment at record highs, one way for you  to get a job is to start your own business.

Instead of waiting for someone else to hire you, why not set up a company and employ yourself? Some are natural-born entrepreneurs with a fantastic idea they turn into a successful new venture. Many want to earn more money or be their own boss. Some seek greater flexibility or a more favourable work-life balance. Many simply have no alternative, perhaps after losing their job.

Starting up a business can provide you with a more rewarding life, but there are no guarantees. The start-up survival rate remains low.

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However, the good news is many new businesses do survive and if you take care of key start-up tasks properly and in the right sequence, you can get your new venture off to a great start.

The Sage guide to starting your own business covers all the topics you need to start your business, including:

  • Deciding when to launch your new business
  • Boosting your start-up knowledge
  • Deciding who you’ll sell to — and how
  • How to analyse your competitors
  • Creating a brand
  • Writing your business plan
  • Registering your business
  • Managing your business finances

Start your own business

Start with an idea

If you’re thinking of starting up a business, you’ll first need to come up with a realistic idea that you can turn into a product or service. Find local support, including help with developing business ideas, on theNational Enterprise Network website.

Register your idea

You might have already come up with an idea for a business you think there’s a market for, or invented something you think people will want to buy. Find out how to register your idea to make sure nobody copies it without your permission.

Turn your idea into a business

  1. Research your market – identify potential customers. Talk to them and find out if your idea is meeting a real need.
  2. Develop and plan – test your product or service with real customers, make changes, and test it again. Keep doing this until you’re sure there’s a demand for it.
  3. Find partners and suppliers – think about who you’re going to work with to develop and sell your idea.
  4. Set up your business – work out which legal structure is right for you, and whether you want to sell shares.
  5. Get funding – explore different sources of business finance, from bank loans to government-backed schemes.

Few Key Factors:

1- Timing 

The way the start-up entrepreneurs tell it, it is tricky to start a business at any time – not just during a recession – but their particular business idea is so niche, so focussed, and so special that they shrug off the gloom and just get on with it.

The upside of starting a business during a downturn is that things can only get better as the economic climate improves, and you will have learnt an awful lot in the difficult times that you can use in the easier ones.

2- Idea

Lots of people go about finding their niche by using business school tools such as market analysis or sector research. Clever, but remote. Why not start a business based on a need you yourself have, that is not properly addressed by existing suppliers? Keep it simple, and answer an in-your-face need. If you have got the need, and the idea, then come the operational problems.

3- Tools

Most homes and most students are already equipped with quite a lot of the tools any business needs to reach a worldwide audience from day one.A laptop and a mobile phone is all the infrastructure a new business needs to get up and running.

  • Laptops can edit sound or movies, design software, and keep track of all the details of a start-up business at minimal cost.
  • Internet connectivity allows a start-up entrepreneur to collaborate with video conferencing at almost no cost, an extraordinary breakthrough.
  • The internet also enables a new business to reach a specific, even worldwide marketplace with a minimal outlay.

4- Cash

Now, what about funding?

Starting any kind of business always used to need money: from savings, relatives, angel investors, a bank loan. The latter is reputedly horribly difficult at the moment. For several reasons, including the technology mentioned above, not having pots of cash is now much less of a problem than it used to be. Several of the start-up entrepreneurs I have met needed only credit-card loans to get their businesses up and running – a potentially costly route, mind.

Just get on with it!

Follow your instinct! 

 

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Find out more:

Listen to In Business on BBC Radio 4 on Thursday, 19 January at 20:30 GMT and Sunday, 22 January at 21:30 GMT

For further reading refer to the following articles:

go-online

How to Achieve Likeability

“Some cause happiness wherever they go; others, whenever they go.” Oscar Wilde

Awe-inspiring enchantment can occur in jungles, marketplaces, and the Internet. It causes a voluntary and lasting (at least until th

e guerillas leave your hut) change of heart and mind and therefore action. It does not simply manipulate people and help you to get your way.

Enchantment transforms situations and relationships.

A magnificent cause can overcome a prickly personality, but your ability to enchant people increases if they like you, so you should aspire to both. You’ll know that you’re likeable when you can communicate freely, casually, and comfortably with people.

You want to know “How to Achieve Likeability”

Accept Others

  • Let’s start with your attitude. If you don’t like people, people won’t like you. That’s simple enough. And to like people, you need to accept them. Then, if you accept them, they’ll accept you. This is what you need to understand about acceptance:
  • People are not binary. People are not ones or zeros, smart or dumb, worthwhile or worthless. Everyone has strengths and weaknesses, positives and negatives, competencies and deficiencies.
  • Everyone is better than you at something. If you have a tough time accepting others, it’s probably because you think you’re superior to them. However, you’re not superior to every person in every way.
  • People are more similar than they are different. At a basic level, almost everyone wants to raise a family, do something meaningful, and enjoy life. This is true across races, creeds, colors, and countries. You probably have lot in common with people you don’t like.
  • People deserve a break. The stressed and unorganized person who doesn’t have the same priorities as you may be dealing with an autistic child, abusive spouse, fading parents, or cancer. Don’t judge people until you’ve walked a mile in their shoes. Give them a break instead.
  • We all die equal. At the end of your life, you’re going to be a mass of tissue and bone that reduces to a pile of dust like everyone else, so get over yourself. Death is the great equalizer.

Make Crow’s Feet

If you want to make a good first impression, smile at people. What does it cost to smile? Nothing. What does it cost not to smile? Everything, if not smiling prevents you from enchanting people. If you don’t believe that smiling is useful, answer these questions:

  • Do you like to do business with grumpy people?
  • Do you know anyone who does?
  • Do you think that angry people get what they want?

The key to a great, George-Clooney-esque smile is to think pleasant thoughts. If you’re grumpy inside, it’s hard to have a smile that lights up a room, and the most you’ll accomplish is a “fake smile.”

Anatomically speaking, a fake smile only uses the zygomatic major muscle—the one that runs from your jaw to the corner of your mouth. It’s easy to control this muscle, so it leads to fake or “Pan American smiles” (called this because flight attendants on Pan American weren’t truly happy to see passengers).

A real smile uses the orbicularis oculi muscle too. This is the muscle that surrounds your eyes—it makes you squint and produces “crow’s feet.” A real smile is so special that it has its own name: the Duchenne smile in honor of Guillaume Duchenne, a French neurologist.

So when you meet people, think pleasant thoughts, fire up the orbicularis oculi muscle, make crow’s feet so deep that they can hold water, and skip the botox treatments and facelifts to increase your likeability.

Guy Kawasaki is the author of twelve books including APE: Author, Publisher, Entrepreneur — How to Publish a Book, What the Plus!, and Enchantment: The Art of Changing Hearts, Minds and Action. He’s the former chief evangelist of Apple and current advisor to Motorola. Guy shares enchanting stuff on the topics of marketing, enchantment, social media, writing, self-publishing, innovation and venture capital.

Photo credit: BigStock

Article by:Guy Kawasaki