Leadership Development Program Metrics: Use Measures That Work for You

We are inundated with many different approaches for measuring learning and development. Many smart people are measuring numerous aspects associated with learning, and it works for their companies. But is it right for you?

Leadership Development Program Metrics Suppose you attend a conference and get excited about one method, then another. They all sound great. You can’t contain your passion so fly back to the office to share all of the cool measures. But the organization does not show the same enthusiasm for the new measures and you’re fired.

Let’s replay this scenario to get a better ending. Imagine that you have some key questions to help you determine which measures would most impact your company? What might those questions be? Try these:

  • What measures are used to make decisions in your operation and culture?
  • Why does your Corporate University measure? Is it to improve the learner’s experience? Or workforce capability? Is it to improve the University’s products? Is it to improve the logistics of electronic or classroom delivery? Is it to determine the strategic direction of the University? Is it to evaluate the performance of your partners, suppliers, vendors? Is it to develop the talent in your University? Is it to guide the financial aspect of your University? Measure ROI? Is to monitor resource loading, etc., for planning purposes? Is it to justify the University’s value? Is it to provide audit evidence for ISO, TL, QS, SEI, or Baldrige? Is it to comply with what someone told you to?
  • What is needed in the areas you wish to measure? What problems are you trying to solve? Most likely you can’t measure everything. Use whatever quantitative or qualitative data you have to pick a focus.
  • What unit of measure and what source of the data will be meaningful or convincing to your audience? Don’t guess. Find out.
  • How might the audience interpret the data that results from the measure? What results might be seen as “good” vs “bad”?
  • How might the audience use the data? How do you want it to be used? How might you influence its use?
  • What data already exists in the company that might be leveraged? Who is using that data today? For what purpose are people using that data today?
  • Measuring Leadership Development Program Effectiveness How might the audience wish to see the data presented? When? Where?
  • What company initiatives with strong management support might you join in on to provide a relevant learning measure?
  • If the measure will require funding (new system, IT upgrade) is there a senior sponsor who can provide such funding?
  • What is the appetite of your audience for measures? You may need to throttle back or forward depending on this.

Every time someone speaks about a measure that works for their University that is consistent with what is important in their culture and with their day-to-day decision-making operations, we tend to focus our questions on the mechanics of the measure. You might ask those speaking about measurements, “Why did you select that measure?” You might follow-up with some of the above questions or new ones. Using a question-bank will stimulate you to think of more and better questions!

Understanding the thought process behind the measures selection and implementation will help you to understand whether the measure is right measure for your University and company. With so many measures and so little time, you need to know: what are the key few measures that will provide the most impact?

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When Leadership Styles Clash: Marissa Mayer at Google

'Marissa Mayer and the Fight to Save Yahoo' by Nicholas Carlson (ISBN 1455556610) Differences in leadership style can cause friction in a relationship. Two noteworthy anecdotes from Marissa Mayer and the Fight to Save Yahoo by Nicholas Carlson:

One peer Mayer’s style irked in particular was Salar Kamangar. Kamangar joined Google as its ninth employee. He drafted its original business plan and handled financing and legal early on. Younger than Mayer, he rose along with her at Google, though not as conspicuously. Mayer and Kamangar clashed often. The specific habit of Mayer’s that drove Kamangar nuts was her ability to speak incredibly fast, not allowing him to reenter the debate. The rivalry between Mayer and Kamangar was so intense that when Kamangar was made a vice president before her, she threatened to quit the company. She got her promotion months later. That kind of naked ambition was also hard for some people to take. Many early Google employees believed Mayer was too quick to take credit for successful products that were either first imagined by or built on the back end by others.

And:

Starting in 2001, Mayer and a deeply respected Google search scientist named Krishna Bharat teamed up to build Google News. Bharat was one of the engineers who had followed Jeff Dean from DEC to Google. Bharat was renowned for his work in information processing and information retrieval-the real, gritty technical stuff that makes a search engine work. Bharat had an interest in news-and in doing semantic analysis of documents. Those interests led him to develop the underpinnings of the technology that would eventually become central to Google News. With Mayer, he worked to turn that technology into a product for normal users. To the equation, she brought a sense of how users would actually interact with Google News. It was a healthy relationship for a long time. Then Google News began to get very popular. It was one of Google’s first noncore search products to achieve escape velocity. Rightly, both Bharat and Mayer felt pride of parenthood. The difference was that Bharat, like many engineers, was the quiet, cerebral type. Mayer was more of a self-promoter with outward-facing responsibilities. In the press, at conferences, even in lectures at Stanford, she would casually discuss Google News as a product she had led to launch. Over time, it began to sound to Bharat that Mayer was claiming the idea as her own and taking all the public credit for the success of Google News. Their relationship soured.

It’s difficult to change the leadership style and yet it’s easier to change the style than the system.

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How to Increase Profits with Ethics

The Ethics of Profit, the Profit of Ethics

Amid an ethics crisis, we can’t fake credibility. Trust is now a function of ethical behavior, not stated intention. To be believable is now a matter of substance, not image. Once you’ve baked this attitude into your organization’s DNA, you’ll find that responding to customer needs, outpacing competitors, and introducing groundbreaking innovation becomes an organic part of how you do business.

The Ethics of Profit, the Profit of Ethics Executives are required to be whole persons and create whole companies. Excesses in one area—such as ruthless acknowledgement of facts and numbers exclusively—and neglect in another—such as minimizing the emotional catastrophes that accompany downsizing, mergers, and acquisitions—predict ruin. Being razor sharp strategically—as was Enron—but lacking the common courage to put wild risks into cool perspective, cascaded a company from the crowning jewel of opulence to the dark abyss of bankruptcy. Refusing to be whole is the recipe for meltdown.

Incomplete human beings become defective managers. To survive today’s ethics breakdown requires executives to mobilize their full potential.

Answers lie in courageous decisions—to be authentically open-minded, to make self-transcending commitments, and to be responsible to help co-create a communal culture. That is ethics!

You increase real profits with true ethics through attitudes and actions.

If a tree is dying, don’t just prune it but examine the soil. And if a business is failing, examine the leadership attitudes for lack of excellence and greatness. Authentic leaders send messages to their people that transform the culture. Leaders help awaken these attitudes in their people. All attitudes are needed. All are ethical values. One alone will not do. Attitudes precede the techniques. How-tos without right attitudes are empty gestures.

Principle #1 for Ethical Profits: Freedom is the Foundation

How to Increase Profits with Ethics The foundation of leadership is knowing that we are born with free will, we have free will, and we can never relinquish our free will. Until our dying day will we have free will. Free will is a clear experience. Free will makes ethics possible. Free will is the source of our power and the origin of our anxiety.

Usual leadership theory tells us to influence people’s thoughts and feelings. And coaching is to help leaders convince people to think and to feel in ways helpful to a business’ bottom line: think of the mission of the company and feel loyal and joyful towards the company. What is missing is the will. We believe that workers think and feel, have ideas and emotions, but we ignore the reality of a free will.

Leadership is to know, learn, and teach freedom, free will, consequences, responsibility, ownership, accountability, and ultimately choosing accountability for the sake of both financial necessity and existential honor. Here, in the inner zone of freedom and free will, lies the bedrock of the health of your body, your loves, and your pocketbook. As leader, you are a secular apostle preaching the power of freedom.

Principle #2 for Ethical Profits: Leaders Choose Principle

Leaders freely choose to live by principle. Immanuel Kant wrote; “Two things fill the mind with ever-increasing wonder and awe, the more often and the more intensely the mind of thought is drawn to them: the starry heavens above me and the moral law within me.” The moral law within me! Don’t we all sense it, if we hold still and listen in silence?

We all have a conscience. It draws us like a magnet to principle. It is never selfish. Conscience and the moral law have a mysterious draw or claim on us. Because of it, we can distinguish good from bad, right from wrong. It is related to respect, pride, dignity, and self-esteem. We know that we have a duty, a destiny, a task in life.

Authentic Leadership It is aroused by words, such as fairness, justice, equality, and liberty. The Declaration of Independence and the Constitution resonate movingly to something inside that can only be called our conscience. Unless we respond to our inner soul, we skirt the perilous edge. Authentic leaders turn back from greed and selfishness, from narcissism and naive values, to return instead to things that matter most—to things that are eternal, genuinely worthy, honest, generous, and clean. True value is not what one person or one sect dictates to the rest of us. True value results from honest and collective examination of who we are, where we come from, and where we are going. The poet Rilke said, “Do not seek answers; live the questions.” Leaders heed this call.

Principle #3 for Ethical Profits: Realism is a Way of Life

Realism is more than the numbers: it means you never lie to yourself, you do not deny the truth about yourself. You know that when something hurts, when you get inordinately angry, upset, enraged, or irrational, it is because you are threatened fundamentally, for you secretly agree. You can’t let it go and, in fact, as a last resort, expel this insight about yourself forcibly from your consciousness. Each person has a point of inferiority. There, when touched, you are sensitive, and there, when reminded, you become virulently defensive. There you say, not that you think you are inferior, but there in your depraved image of yourself you say that in fact you are inferior! But you keep the secret and get furious at anyone who dares to point it out to you.

Coming to terms with that reality, accepting that perception of yourself, is the very heart of your strength and your power as a rightful leader of men and women. You can take criticism, fair or unfair; you can take put downs, deserved or not; you can tolerate defeat, expected or not; and you can survive disgrace and humiliation.

To get there is realism beyond the statistics and strikes at the core of your emotional intelligence. People with power are both adulated and hated beyond what is reasonable. They can take it, even thrive on it and learn from it, and teach others how under such circumstances—not only to preserve their dignity but to magnify it. To restore your inner self-respect when logic is against it is to “pull yourself up by your bootstraps.” That is why life confronts us with its tests and furnishes us with their messages. This is that bit of the soul which gets its baptism of fire. Have you passed the test?

Principle #4 for Ethical Profits: Grand Strategy is a Rare Virtue

The mark of an authentic leader is commitment to grand strategy. To enlarge the scope of your strategy, take any big news story—the War on Terror, once envied and lionized CEOs now facing censure, suicide bombers, and terrorist attacks—and ask: what deep lessons are there for me in how I conduct my business and my life?

What messages, what learning, about the things that you control can you derive from an enlarged perspective of any monumental event? Impeachment teaches us that dubious actions have unexpected and dramatic consequences, and sports victories teach us the power of persistence, commitment, focus, and dedication. You then ask: How does that apply to me and to my business? Do this with inspiration and creative innovation.

Principle #5 for Ethical Profits: Lead Through Language

Intelligent Leadership Conversations Language is all the action you have. But it has power. At every opportunity, you engage workers in intelligent leadership conversations. You talk knowledgeably and authoritatively about free will and responsibility, of principle and conscience, of hard facts and self-knowledge, of grand strategy and innovation, and of greatness and chaos, as the ineradicable structures of the human mind. You talk through stories and metaphors—sports, politics, religion, entertainment, adventure, family, career moves—and relate that to work and company. You let everyone know: “This is how we do business here.”

Relationship between Business Ethics and Profits

The notions of business ethics and profits must once have had originality; they did not start out of the ground populous, lettered, and versed in many of the arts of life; they made themselves all this, and were then the greatest and most powerful nations of the world. More seriously, the more comfortable managers grow with the ingrained abuses of ethics in their businesses, the harder it is to make any changes, and the more vulnerable their companies become to uncertainties around the corner.

Relationship Between Business Ethics and Profits The combination of all these causes forms so great a mass of influences hostile to Individuality, that it is not easy to see how it can stand its ground.

Many unconventional marketing practices are not yet governed by clear rules regarding ethics. This is a big turning point in the transformation, both practically and emotionally.

The three phases of change can be managed in such a way that people understand the strategic rationale for the decisions handed down, even when they are tough, and clearly understand their role in shaping the new organization.

Ethics, in the end, is not something we do. It is something we become.

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Architectural Highlights of the Iconic Krishna Temple in Hampi

Architectural Highlights of the Iconic Krishna Temple in Hampi

Krishnadevaraya, the most celebrated king of the Vijayanagar dynasty, invaded Udayagiri kingdom in modern-day Orissa in 1513 A.D., and conquered the Gajapati ruler there and brought an image of Lord Krishna as war trophy. He built a temple to house this image at Hampi and it is famous as Krishna Temple.

Krishnadevaraya even minted gold coins with a portrait of Balakrishna to celebrate this remarkable event. The entire temple is built in the centre of an enclosure, which measures 88 and 60 meters in length and breadth respectively. The entire structure is surrounded by a tall prakara wall, which opens to the east, north, and south.

Krishna Temple is built of granite and consists of a garbhagriha, an antarala, an ardhamandapa, a sabhamandapa and a mahamandapa. All these are enclosed within a high prakara wall with a mahadvara, which has a gopura built of brick and mortar. The gopura is in ruins but it contains some good stucco figures associated with Krishna.

Central pillars with relief sculptures at Krishna Temple, Hampi The square garbhagriha is bare now, as the original image of Krishna has been removed. It is made out of greenish black granite showing Krishna as a child seated on a pedestal. The front entrance is well decorated with Vaishnava dvarapalas on either side and Gajalakshmi on the lintel. The sabhamandapa has four central pillars with relief sculptures of Garuda, Hanuman, Krishna as Kalingamardana, etc.

The mukhamandapa is an graceful structure with 32 pillars with entrances at north, south, and east. These tall and lean pillars have fine sculptures of Vaishnava deities. There is a garuda mandapa of Dravidian type and a dipastambha (lamp pillar) in its front. At the four corners of this temple once stood small shrines intended for subsidiary Gods. However, they are derelict now. The composite pillars and pillars with horses and yalis add exquisiteness to the temple.

Mahadvara and Huge Gateways of the Krishna Temple, Hampi This temple is famous for the huge gateways at north, south, and east. The eastern gateway or the mahadvara is enormous and graceful and perhaps one of the best specimens of that type in Hampi. Thus, Krishna temple was one of the most popular temples at Hampi built by the most famous king Krishnadevaraya of Vijayanagara Empire.

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The Divine Source of All Life

The Divine Source of All Life

Everything is Ordained by God’s Providence

The Divine Source of All Life The water that runs through the faucet does not originate in it. The faucet is only the last link in a channel through which it flows into my home. My life is like that too.

I conceive thoughts. I am inspired by visions. I commit my energies to tasks of one kind or another. However, none of these originates in me. There is a spring out of which wells forth in unending abundance the physical and spiritual power that motivates the universe. We do not initiate the will, the purpose, the direction of the underlying scheme of life on earth, but we are its instruments, who are given some opportunity to cooperate with the world’s purpose, and to implement it. My muscle and my brain are the final links in a channel that draws its precious elements from the divine source of all life.

The literal test of friendly relationship is: Can you literally do nothing with the other person? Can you relish together those moments of life that are absolutely simple? They are the moment’s people looks back on at the end of life and number as their most sanctified experiences.

Shall the faucet complain that it can contain only a tiny quantity of water? Shall I complain that only a tiny portion of life’s assets resides in me? The abundance does not have to be in the faucet, nor does it have to be in me. There is an unending fountain from which more will flow, and it will reach me when I am ready for it.

And this was known to the ancients, for lactations assures us, that a globe filled with water, would arouse a fire even in the thick of winter, which he thought still the more surprising.

God’s Providence Moves to Achieve the Designs it Has for Man

Our reliance upon providence As long as we are caught up in incessantly looking for certainty and happiness, rather than honoring the taste and smell and quality of exactly what is happening, as long as we are always running away from uncomfortableness, we are going to be caught in a wheel of unhappiness and disappointment, and we will feel weaker and weaker.

These concerns were found upon institutionally held spiritual convictions. It is no surprise, then, as the great masters have pointed out, that to uphold mindfulness for as long as it takes to drink a cup of tea accumulates more merit than years of practicing generousness, discipline, and austerity. The most valuable things in life are not measured in pecuniary terms. The genuinely important things are not houses and lands, stocks and bonds, automobiles and real estate, but friendships, trust, confidence, empathy, mercy, love and faith. Discussing the stoics, the Swiss-born British author and philosopher Alain de Botton once wrote,

“Stoicism” was a philosophy that flourished for some 400 years in Ancient Greece and Rome, gaining widespread support among all classes of society. It had one overwhelming and highly practical ambition: to teach people how to be calm and brave in the face of overwhelming anxiety and pain.

We still honour this school whenever we call someone “stoic” or plain “philosophical” when fate turns against them: when they lose their keys, are humiliated at work, rejected in love or disgraced in society. Of all philosophies, Stoicism remains perhaps the most immediately relevant and useful for our uncertain and panicky times.

Many hundreds of philosophers practiced Stoicism but two figures stand out as our best guides to it: the Roman politician, writer and tutor to Nero, Seneca [4–65 CE]; and the kind and magnanimous Roman Emperor (who philosophised in his spare time while fighting the Germanic hordes on the edges of the Empire), Marcus Aurelius [121–180 CE]. Their works remain highly readable and deeply consoling, ideal for sleepless nights, those breeding grounds for runaway terrors and paranoia.

The same holds true in the unnatural classes; the greater the reason, the more unmanageable it is to discover the lie. Out of these two tendencies flow good and evil, which thus reside, in variable measure, to be sure, in every individual as part of his indigenous equipment for life? Hot air is reckoned exceedingly prejudicial to health. We can domesticate the energy of mindfulness while we walk, while we respire, while we work, while we wash the dishes or wash our clothes. In addition, you have to interpret the history to really understand the ethnic implication. For this reason, comedy is not easily transferred from one age or country to another. They came to a street without corner and turned right. Many, like the mine countermeasures undertaking, still had a long way to gothic was high-tech stuff that required lots of research and development.

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Zen Koan #15: Parable of Shoun & His Mother – Buddhist Teaching on the Present Moment

Zen Koan #15: Parable of Shoun & His Mother - Buddhist Teaching on the Present Moment Zen’s influence over the culture has spread in part for the reason that Japan’s rulers commenced to patronize Zen hundreds of years ago. Zen was thus adopted by the highest classes, and through them, its principles commenced to shape a range of Japanese arts, divesting away the ostensibly frivolous and engendering meaning with impressively austere metaphors or flicks of the brush.

You have left behind the sense of small self and have entered the state of great self. The reality is that anyone truly involved in one of the practices will at least realize there isn’t any special state of mind. Sapience is a very consequential quality to possess. Sapience is very limpidly spelt out in the edifications of the Buddha, in the Noble Eightfold Path. Right understanding refers to our construal of fundamental truths about life and the world around us. We should endeavor to understand two laws; the Four Noble Truths and the law of cause and effect—karma. This is very rudimental and fundamental to Zen Buddhism.

The temporality of momentariness is thereby understood to reside in its very passing away, in its actual and ineradicable finitude. However, it can be experienced for the reason that if your practice reaches a certain depth.

Zen Koan: “Shoun & His Mother” Parable

Shoun became a teacher of Soto Zen. When he was still a student his father passed away, leaving him to care for his old mother.

Whenever Shoun went to a meditation hall he always took his mother with him. Since she accompanied him, when he visited monasteries he could not live with the monks. So he would built a little house and care for her there. He would copy sutras, Buddhist verses, and in this manner receive a few coins for food.

When Shoun bought fish for his mother, the people would scoff at him, fo a monk is not supposed to eat fish. But Shoun did not mind. His mother, however, was hurt to see others laugh at her son. Finally she told Shoun: “I think I will become a nun. I can be vegetarian too.” She did, and they studied together.

Shoun was fond of music and was a master of the harp, which his mother also played. On full-moon nights they used to play together. One night a young lady passed by their house and heard music. Deeply touched, she invited Shoun to visit her the next evening and play. He accepted the invitation. A few days later he met the young lady on the street and thanked her for her hospitality. Others laughed at him. He had visited the house of a woman of the streets.

One day Shoun left for a distant temple to deliver a lecture. A few months afterwards he returned home to find his mother dead. Friends had not known where to reach him, so the funeral was in progress.

Shoun walked up and hit the coffin with his staff. “Mother, your son has returned,” he said.

“I am glad to see you have returned, son,” he answered for his mother.

“Yes, I am glad too,” Shoun responded. Then he announced to the people about him: “The funeral ceremony is over. You may bury the body.”

When Shoun was old he knew his end was approaching. He asked his disciples to gather around him in the morning, telling them he was going to pass on at noon. Burning incense before the picture of his mother and his old teacher, he wrote a poem:

For fifty-six years I lived as best I could,
Making my way in this world.
Now the rain has ended, the clouds are clearing,
The blue sky has a full moon.

His disciples gathered around him, reciting sutra, and Shoun passed on during the invocation.

Buddhist Insight on The Value of Present Moment

The true elimination of suffering is only concerned with yourself in this present moment. Compassion produces happiness for those who suffer. This is because their nature is uncompounded by the present moment. To work with these forces, along with naming them and being aware of them, you really have to let yourself touch them with your heart. In Zen Buddhism, Remedy violations of every aspect of these and try to confess them. One further point must be addressed. This is the time for parents to practice compassionate joy and value the present moment. The British meditation teacher Christina Feldman and American vipassana teacher Jack Kornfield write in Stories of the Spirit, Stories of the Heart,

The present moment is the most profound and challenging teacher we will ever meet in our lives. It is a compassionate teacher, it extends to us no judgment, no censure, no measurement of success and failure. The present moment is a mirror, in its reflection we learn how to see. Learning how to look into this mirror without deluding ourselves is the source of all wisdom. In this mirror we see what contributes to the confusion and discord in our lives and what contributes to harmony and understanding. We see the relationship between pain and its cause on a moment-to-moment level, we see the bond between love and its source. We see what it is that connects us and what it is that alienates us.

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Birthplace Of Silicon Valley – The HP Garage

Birthplace Of Silicon Valley - Hewlett Packard

With only $538 as investment in 1938, a time when the long fingers of the Great Depression still stuck the nation by its financial gullet, two aspiring entrepreneurs named Bill Hewlett and David Packard used a one-car garage as a part-time workshop in Palo Alto, California, to birth a company intended to become a world leader in engineering measurement and computer technology. From such unpretentious beginnings, the two Stanford University alumnae and close friends molded an organization that for half a century would outpace its competitors through groundbreaking products, progressive employee policies, and an enduring commitment to quality and customer satisfaction.

In 1938, Dave Packard left his job at General Electric in New York and returned to Palo Alto while Hewlett looked for a place to set up shop. Hewitt found a great place in suburbs, with the 12×18 foot garage the main selling point of the property on Addison Avenue. The home had a three-room, ground floor flat for Packard and his wife Lucille, while Hewlett got the shed out back. The rent was $45 per month.

In 1989, during the 50th anniversary of the recognized Hewlett-Packard corporation, the State of California termed the one-car garage first used as a workspace by Bill Hewlett and David Packard in Palo Alto as the “birthplace of Silicon Valley.” This historic landmark also represents the beginning of innovation, chance taking, and common sense policies in a company that would bourgeon as few have before or since.

367 Addison Avenue in Palo Alto - Hewlett Packard.jpg

367 Addison Avenue in Palo Alto, California, is the house and one-car garage—dubbed the “birthplace of Silicon Valley”—where William (Bill) Hewlett and David Packard began making their first product in 1939. Mr. Packard died in 1996, Mr. Hewlett in 2001. HP bought the property in 2000, 13 years after the garage was designated California Registered Landmark No. 976.

 

This garage is the birthplace of the world’s first high-technology region, “Silicon Valley.” The idea for such a region originated with Dr. Frederick Terman, a Stanford University professor who encouraged his students to start up their own electronics companies in the area instead of joining established firms in the East. The first two students to follow his advice were William R. Hewlett and David Packard, who in 1938 began developing their first product, an audio oscillator, in this garage.

California Registered Historical Landmark No. 976

California Registered Historical Landmark No. 976 - Birthplace Of Silicon Valley

Plaque placed by the State Department of Parks and Recreation in cooperation with Hewlett-Packard Company, May 19, 1989.

The Hewlett-Packard House and Garage is also National Register Listing 07000307.

Although the garage has become Silicon Valley legend, Hewlett and Packard only stayed at the garage a mere 18 months. The company was officially founded in 1939, with HP outgrowing the garage by 1940. The company moved to a larger property nearby on Page Mill Road. The garage was bestowed the honour of the birthplace of Silicon Valley in 1989, with HP buying the property in 2000.

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The Twelve Apostles: Jesus’ Dearest and Closest Companions

The Twelve Apostles in Leonardo da Vinci's The Last Supper

The Gospels record that Jesus had many disciples, from whom he chose a dozen to be his hand-picked affiliates. He called this group “the Twelve.”

The term apostle comes from the Greek word “apostolos” which means, “one who is sent out.” The twelve apostles abandoned of their home, family, and all else for the sake of spreading the “Good News.” To the twelve apostles, Jesus gave the power to cast out evil, to heal, and to preach his teachings.

Jesus instilled in his apostles commitment to one particular task: to announce the “Good News,” the news of the coming kingdom of God. Jesus said to the apostles, “Whoever welcomes you welcomes me, and whoever welcomes me welcomes the one who sent me.”

The apostles lived in poverty, carried no money, accepted any hospitality and generosity offered to them, and shared the nomadic way of life with Jesus. They thus were able to focus unhindered to their task as his selected messengers. No apostle looked back to his old life with regret.

The list of the disciples of Jesus who comprised the Twelve appears in all three synoptic gospels in the Bible:

The lists are matching:

  • Peter/Simon (sometimes called Cephas) and his brother Andrew,
  • James and John, the sons of Zebedee,
  • Philip,
  • Bartholomew (Nathanael in John’s gospel),
  • Matthew (or Levi) the tax collector,
  • Thomas Didymus (” the Twin”),
  • James, the son of Alphaeus,
  • Simon the Zealot,
  • Thaddaeus, the son of James, sometimes called Lebbaeus, and
  • Judas Iscariot.

The Twelve were a set group who remained closest to Jesus. After the death of Judas Iscariot, the group of twelve was maintained by choosing Matthias because he accompanied Jesus throughout his entire ministry. Until their deaths, the new twelve continued to carry out Jesus’ work.

The Twelve Apostles: Jesus' Dearest and Closest Companions The number twelve corresponded to that of the twelve tribes of ancient Israel. This was a purposeful choice: Jesus assured the Twelve that at the time of reckoning, their reward would be to sit on twelve thrones and to judge the twelve tribes.

Jesus’ specially chosen disciples—his Twelve Apostles—carried his Word to the people, building the foundation of early Christianity. Nevertheless who were the men who dedicated their lives and their souls to this sacred task?

The Twelve Apostles series is a wonderful introduction to Jesus’ dearest and closest companions, and the important mission that bound them into an everlasting brotherhood.

  1. Apostle Peter
  2. Apostle Andrew
  3. Apostle James the Elder
  4. Apostle John the Evangelist
  5. Apostle Matthew
  6. Apostle Philip
  7. Apostle Bartholomew
  8. Apostle Jude Thaddeus
  9. Apostle Simon, the Zealot
  10. Apostle James the Younger
  11. Apostle Thomas
  12. Apostles Judas and Matthias
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Try Salabhasana (Locust Pose) To Stand Up Straighter

The culture of India has produced a great assortment of systems of spiritual beliefs and practices. Primordial seers used yoga as a method to discover the exterior and interior world and, perhaps, eventually to attain wisdom and knowledge of the sacred Indian texts: the Vedas, Upanishads, and Shastras. These great teachers, or gurus, did not equate yoga with religion but more as an art of living at the highest level in attunement with the larger life—realism. The weight in yoga was on personal verification rather than on belief. The practice of yoga was a way to inner joyfulness and outer harmony.

If you spend hours a day hunched over a computer, you may end up with a rounded upper back—a condition associated with weak and painfully tight muscles in the neck, shoulders, and spine area.

The routine of yoga in the Indian subcontinent has been documented as early as 3000 BCE. The word yoga comes from the equivalent Sanskrit origin as the word for yoke; it suggests exploiting oneself to a discipline or a way of life. This procedure has a widespread appeal in that it is not connected with religious faith, and it is deliberated a procedure of personal development. There are several types of yoga; two are Hatha and Raja yoga, the most frequently performed in the West. Yoga involves educating the mind and body through exercises and meditation.

Sage Patanjali‘s earliest description of yoga-sutra is in Sanskrit language in poetic structure. Initially taught in the oral tradition, yoga-sutra afterward was transliterated in various languages. The original translation affirms that yoga is proof in itself of its benefits and has been practiced for several hundred years. It since has stood the test of time. Salabhasana or locust pose:

Try Salabhasana (Locust Pose) To Stand Up Straighter

  1. Lie prone with arms by the side, palms facing up. Inhale and lift the head, chest, and legs off the floor simultaneously.
  2. Most of the weight should be on the stomach and not on the arms, which continue to lie on the floor.
  3. Maintain this position for a few seconds, exhale, and return to prone position.

Mind-body interventions identical to yoga are encouraging approaches for healing cancer-related fatigue. Yoga involves physical postures (asanas) that advance strength and flexibility and promote relaxation. Yoga is also a contemplative practice, because the practitioner focuses on the body and breath in each pose. A growing body of research indicates that yoga has advantageous effects on physical and social outcomes in cancer patients and survivors, embracing enhancements in quality of life, mood, and fatigue. Nevertheless, as with the behavioral interventions, none of the published yoga trials has targeted patients with fatigue. Moreover, very few of these trials have included an active control group to maneuver for attention, group support, and other broad-based components of the treatment.

There are an assortment of books and pamphlets about yoga that have included precise recommendations for the cure of soreness and even certain kinds of stiffness. Proponents of these regimens quote ancient traditions passed on from teachers to students. Ostensibly, trial and error have been included to some degree. The valuable effects of yoga on arthritis are attributed to stretching, extending, and relaxing to bring calmness of the mind. Gurus are quoted as saying that they identify root causes of disease and treat these and not only symptoms and signs.

Yoga: postures advance physical strength & flexibility and promote relaxation

Try the Locust pose, or salabhasana, a basic yoga position.

It can combat aches and poor posture by stretching and strengthening those muscles.

  1. Lie on stomach, forehead on floor, arms reaching behind your back.
  2. Keep your legs close to each other.
  3. On an inhale, lift your head, chest and legs off floor; think of broadening your chest through your collarbones.
  4. Stay lifted for 3 to 5 breaths, resting on lower ribs, stomach, and front pelvis.
  5. Gaze forward, making sure you don’t scrunch your neck. Lower and repeat 3 to 5 times.

Individually yoga and physical exercise have been distinctly found to change the physical fitness, cognitive performance, and emotional wellbeing in individuals. Yoga and physical exercise diverge in three main ways, since yoga practice places a prominence on (i) breath mindfulness, (ii) controlled breathing, and (iii) mindful relaxation. Hence randomized precise examination aimed to compare the effects of yoga with those of physical exercise on physical fitness, cognitive functions and self-esteem.

Controlling for pre-intervention health differences, children in the yoga group had healthier post-intervention undesirable behavior scores and steadiness than the non-yoga group. The bulk of children in the yoga group testified improved wellbeing. The results recommend a possible role of yoga as a precautionary technique as well as a means of cultivating children’s identified wellbeing.

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Inspiring Buddhist Quotes from Nun Jetsunma Tenzin Palmo

Inspiring Buddhist Quotes from Nun Jetsunma Tenzin Palmo

Jetsunma Tenzin Palmo (born 1943) was born Diane Perry Woolmers Park, Hertfordshire, during the Blitz to an English house cleaner and a fishmonger. Although spiritualist meetings were held in her childhood home, at age eighteen, she decided she was a Buddhist in 1961 when she read a library book on the subject. She then traveled by sea to India in search of a teacher. On her twenty-first birthday, she met her religious teacher, the eighth Khamtrul Rinpoche. Three weeks later, she became the second Western woman (after Freda Bedi, another English woman who in 1966 became the first Western woman to take ordination in Tibetan Buddhism) to be ordained as a Tibetan Buddhist nun.

'Reflections On A Mountain Lake' by Tenzin Palmo (ISBN 1559391758) At thirty-three, with her lama’s sanction, Tenzin Palmo took up residence in a six-by-six-foot cave, 13,200 feet up in the Himalayan valley of Lahaul, and lived there for twelve years. Since then, she has given her uniquely practical teachings around the world in an effort to raise awareness and funds for the Dongyu Gatsal Ling Nunnery, in Himachal Pradesh, India, which she founded in 2000.

Tenzin Palmo is recognized as one of the very few Western yoginis trained in the East, having spent twelve years living in a remote cave in the Himalayas, three of those years in strict meditation retreat.

Jetsunma Tenzin Palmo is the author of such well-known books as Reflections On A Mountain Lake: Teachings On Practical Buddhism and Into the Heart of Life. Four quotations from her interview called “No Excuses: There are no obstacles, just opportunities.” with Lucy Powell for the Tricycle Winter 2009 magazine:

  • “It is really very impressive how many excuses we can invent for why we aren’t sitting. This idea we have that when things are perfect, then we’ll start practicing—things will never be perfect. This is samsara!”
  • “Our fundamental problems are our ignorance and ego-grasping. We grasp at our identity as being our personality, memories, opinions, judgments, hopes, fears, chattering away—all revolving around this me me me me.”
  • “Our mind is a treasure. But it’s very absorbent, so we must also be very discriminating in what we hear, read, and see. And in the spiritual life, our fence is our ethics. If we know we are living ethically to the best of our ability, the mind will become peaceful.”
  • “The difference between love and attachment … Attachment is the very opposite of love. Love says, “I want you to be happy.” Attachment says, “I want you to make me happy.””
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