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29 June 2009
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27 June 2009
What is night vision
By Joe Andrea Gooden
Night vision works by collecting the small amounts of light that are still available even in the darkest of rooms there is always some kind of light available which night vision equipment takes and enhances giving some more ability to see everything in the room. The scientific wording of night vision is taking light on lowest end of the light spectrum and enhances those light particles to take them into the higher end of the light spectrum making them more visible to the human eye to use them to illuminate the room or surrounding area.
The high end light particles then allow the user to use thermal imaging which uses the heat generated by the body or other things that generate heat. All of the low spectrum light and the light from heat combine to allow the night vision products to work. Night vision has many uses and if you are in the market for night vision goggles, or thermal night vision goggles, there are plenty of options available on www.spyassociates.com to meet your night vision needs or any other surveillance product you may need.
© 2005 Copyright www.spyassociates.com This article is about: Vehicle Tracking
About the author:
To learn more about Spy and Surveillance Products visit http://www.spyassociates.com. Read other related articles at http://spyassociates.blogspot.com/
Read More...
When you think of night vision the first thing that comes to mind is most likely a cool thing that you see in spy movies or something that the army uses on their top secret missions. The catch is that night vision technology is not all that high tech or just available to the operations of the government or in the dream of Hollywood.
Night vision works by collecting the small amounts of light that are still available even in the darkest of rooms there is always some kind of light available which night vision equipment takes and enhances giving some more ability to see everything in the room. The scientific wording of night vision is taking light on lowest end of the light spectrum and enhances those light particles to take them into the higher end of the light spectrum making them more visible to the human eye to use them to illuminate the room or surrounding area.
The high end light particles then allow the user to use thermal imaging which uses the heat generated by the body or other things that generate heat. All of the low spectrum light and the light from heat combine to allow the night vision products to work. Night vision has many uses and if you are in the market for night vision goggles, or thermal night vision goggles, there are plenty of options available on www.spyassociates.com to meet your night vision needs or any other surveillance product you may need.
© 2005 Copyright www.spyassociates.com This article is about: Vehicle Tracking
About the author:
To learn more about Spy and Surveillance Products visit http://www.spyassociates.com. Read other related articles at http://spyassociates.blogspot.com/
Label: Business Motivation
20 June 2009
Three Building Blocks of Leadership
By Kenneth Strong
It’s not enough to declare that your selected candidate for promotion to supervisor is now a “leader.” You must provide him or her with three essential building blocks. And by the way, if you are the one being asked to take on the additional responsibility of leadership you should insist on having the same three building blocks:
Authority
After this time I surpassed all others in authority, but I had no more power than the others who were also my colleagues in office.
- Augustus Caesar
Authority includes the personnel, money and materials that go beyond the title supervisor or manager. Your authority includes the sole determination of how the above assets are utilized or expended conducting the business of your department, section, area of responsibility or company. Your staff must be absolutely certain that you are in charge and your decisions won’t be reversed by your supervisor, within reason, baring anything unlawful or immoral.
If you aren’t given the decision making authority, don’t take the job. Having the authority to complete a job is very satisfying. Remember that your authority also means taking responsibility when things go wrong.
You are given the authority to perform your duties and responsibilities because of your supervisor’s confidence and trust in your abilities.
Responsibility
While an open mind is priceless, it is priceless only when its owner has the courage to make a final decision that closes the mind for action after the process of viewing all sides of the question has been completed. Failure to make a decision after due consideration of all the facts will quickly brand a man as unfit for a position of responsibility. Not all of your decisions will be correct. None of us is perfect. But if you get into the habit of making decisions, experience will develop your judgment to a point where more and more of your decisions will be right. After all, it is better to be right 51% of the time and get something done, than it is to get nothing done because you fear to reach a decision.
- H. W. Andrews
This is the lonely part of leadership; every decision you make you make alone. While you want to have input from staff members and others as may be necessary but you will evaluate all the data and advice and ultimately make the decision alone. Leaders are responsible for making the hard decisions no one else wants to make or can make. Once you implement your decision everyone suddenly knows the correct answer. You have now opened yourself to criticism from every possible direction. You may even begin to second guess yourself-don’t. The decision you made was based on available information and in the best interests of the organization.
You always have the option of adjusting the decision as its consequences develop. As a leader you make decisions knowing that they may be wrong but you take that risk where others won’t. You and you alone have the responsibility for making the decision. So make your decision with confidence and above all, trust yourself.
Accountability
The major way of doing anything with one's self is to own one's self. This means to take full responsibility and accountability for whatever I am doing at any moment, with anybody. It means, among other things, that I get rid of all the extra fingers that I point at people and situations to explain my behavior. When a person says "He made me mad" that is not accurate. It is "I made me mad." When I permit myself the luxury of taking that full responsibility, then I'm on first base, at least, because then I can do something about it.
- W. W. Broadbent, MD, PhD
Accountability simply put means you own it. The military teaches this concept better that any organization I know. It works like this. You are assigned a task; there are two possible outcomes, you succeed or fail. If you succeed, congratulations and move on. If you fail there is no excuse for failing, you just didn’t get it done. This short conversation sounds like this; Yes, Sir, No, Sir and No Excuse, Sir. The young leader learns very quickly that he or she is totally accountable for everything his or her unit does or fails to do.
I guarantee you will only make an excuse once.
Your reputation as a leader will be determined by how accountable you are in your daily business practices. By holding yourself accountable for all your actions and those of your department you will be way ahead of your contemporaries. It is an easy way to get noticed in a positive way.
Accountability is not just for the big stuff; it also important for the casual daily things. For example: You tell a colleague that you can’t meet with him at the moment but will call him in an hour. Make sure you call him in an hour. Or you are scheduled to attend a meeting at 10:00 AM. Show up at 9:55 AM not 10:05 AM.
Feel free to use this article, in your publications, in its entirety provided you include the following notice:
© Copyright 2004, Lighthouse CCUNIV Publications, Ltd., Lakeville, Massachusetts, USA (except as otherwise indicated). Lighthouse Continuing Care University is a servicemark Lighthouse CCUNIV Publications, Ltd. http://www.ccuniv.org
About the author:
Kenneth E. Strong, Jr., MS, is President and founder of Lighthouse CCUNIV Publication, Ltd., www.ccunivpub.comHe is the founder of Lighthouse Continuing Care University http://www.ccuniv.orga web based community devoted to educating, supporting and developing, supervisors, managers, line staff and trustees of Continuing Care Retirement Communities and Skilled Nursing Facilities and CCUNIV Radio.com’s “You’re Making A Difference Program.” http://www.ccunivradio.comEach week he’ll introduce guests who walk the talk and talk the talk, sharing their experience and insights about how they’re making a positive difference in the lives of people they serve. He publishes a monthly newsletter “How To Find A Great Nursing Home” http://greatnursinghomestrategies.com
Mr. Strong has been a Health Care executive for 30 years. Mr. Strong received a Bachelor of Science in Health Services Administration from Providence College and a Master of Science in Health Care Administration from Salve Regina College He has had articles published by the American Geriatric Society and has spoken on a variety of topics for the American College of Health Care Administrators and the New England Not-for-Profit Providers Conferences. Mr. Strong has also served as Adjunct Professor at Stonehill College. He is also an evaluator for the Continuing Care Accreditation Commission and a certified Retirement Housing Professional. He is certified by Walden University as an online instructor and certified by Langevin Learning Services as an Instructional Designer/Developer and Master trainer.
Read More...
It’s not enough to declare that your selected candidate for promotion to supervisor is now a “leader.” You must provide him or her with three essential building blocks. And by the way, if you are the one being asked to take on the additional responsibility of leadership you should insist on having the same three building blocks:
Authority
After this time I surpassed all others in authority, but I had no more power than the others who were also my colleagues in office.
- Augustus Caesar
Authority includes the personnel, money and materials that go beyond the title supervisor or manager. Your authority includes the sole determination of how the above assets are utilized or expended conducting the business of your department, section, area of responsibility or company. Your staff must be absolutely certain that you are in charge and your decisions won’t be reversed by your supervisor, within reason, baring anything unlawful or immoral.
If you aren’t given the decision making authority, don’t take the job. Having the authority to complete a job is very satisfying. Remember that your authority also means taking responsibility when things go wrong.
You are given the authority to perform your duties and responsibilities because of your supervisor’s confidence and trust in your abilities.
Responsibility
While an open mind is priceless, it is priceless only when its owner has the courage to make a final decision that closes the mind for action after the process of viewing all sides of the question has been completed. Failure to make a decision after due consideration of all the facts will quickly brand a man as unfit for a position of responsibility. Not all of your decisions will be correct. None of us is perfect. But if you get into the habit of making decisions, experience will develop your judgment to a point where more and more of your decisions will be right. After all, it is better to be right 51% of the time and get something done, than it is to get nothing done because you fear to reach a decision.
- H. W. Andrews
This is the lonely part of leadership; every decision you make you make alone. While you want to have input from staff members and others as may be necessary but you will evaluate all the data and advice and ultimately make the decision alone. Leaders are responsible for making the hard decisions no one else wants to make or can make. Once you implement your decision everyone suddenly knows the correct answer. You have now opened yourself to criticism from every possible direction. You may even begin to second guess yourself-don’t. The decision you made was based on available information and in the best interests of the organization.
You always have the option of adjusting the decision as its consequences develop. As a leader you make decisions knowing that they may be wrong but you take that risk where others won’t. You and you alone have the responsibility for making the decision. So make your decision with confidence and above all, trust yourself.
Accountability
The major way of doing anything with one's self is to own one's self. This means to take full responsibility and accountability for whatever I am doing at any moment, with anybody. It means, among other things, that I get rid of all the extra fingers that I point at people and situations to explain my behavior. When a person says "He made me mad" that is not accurate. It is "I made me mad." When I permit myself the luxury of taking that full responsibility, then I'm on first base, at least, because then I can do something about it.
- W. W. Broadbent, MD, PhD
Accountability simply put means you own it. The military teaches this concept better that any organization I know. It works like this. You are assigned a task; there are two possible outcomes, you succeed or fail. If you succeed, congratulations and move on. If you fail there is no excuse for failing, you just didn’t get it done. This short conversation sounds like this; Yes, Sir, No, Sir and No Excuse, Sir. The young leader learns very quickly that he or she is totally accountable for everything his or her unit does or fails to do.
I guarantee you will only make an excuse once.
Your reputation as a leader will be determined by how accountable you are in your daily business practices. By holding yourself accountable for all your actions and those of your department you will be way ahead of your contemporaries. It is an easy way to get noticed in a positive way.
Accountability is not just for the big stuff; it also important for the casual daily things. For example: You tell a colleague that you can’t meet with him at the moment but will call him in an hour. Make sure you call him in an hour. Or you are scheduled to attend a meeting at 10:00 AM. Show up at 9:55 AM not 10:05 AM.
Feel free to use this article, in your publications, in its entirety provided you include the following notice:
© Copyright 2004, Lighthouse CCUNIV Publications, Ltd., Lakeville, Massachusetts, USA (except as otherwise indicated). Lighthouse Continuing Care University is a servicemark Lighthouse CCUNIV Publications, Ltd. http://www.ccuniv.org
About the author:
Kenneth E. Strong, Jr., MS, is President and founder of Lighthouse CCUNIV Publication, Ltd., www.ccunivpub.comHe is the founder of Lighthouse Continuing Care University http://www.ccuniv.orga web based community devoted to educating, supporting and developing, supervisors, managers, line staff and trustees of Continuing Care Retirement Communities and Skilled Nursing Facilities and CCUNIV Radio.com’s “You’re Making A Difference Program.” http://www.ccunivradio.comEach week he’ll introduce guests who walk the talk and talk the talk, sharing their experience and insights about how they’re making a positive difference in the lives of people they serve. He publishes a monthly newsletter “How To Find A Great Nursing Home” http://greatnursinghomestrategies.com
Mr. Strong has been a Health Care executive for 30 years. Mr. Strong received a Bachelor of Science in Health Services Administration from Providence College and a Master of Science in Health Care Administration from Salve Regina College He has had articles published by the American Geriatric Society and has spoken on a variety of topics for the American College of Health Care Administrators and the New England Not-for-Profit Providers Conferences. Mr. Strong has also served as Adjunct Professor at Stonehill College. He is also an evaluator for the Continuing Care Accreditation Commission and a certified Retirement Housing Professional. He is certified by Walden University as an online instructor and certified by Langevin Learning Services as an Instructional Designer/Developer and Master trainer.
Label: Business Motivation
15 June 2009
Trusting Your Gut: How to Lead Using Your Instincts
By Susan Young
We were all born with natural instinct. We cried when we were hungry - not because we were taught to, but because it was our instinctive response to our physical need. Emotion calls on instinct too. The “flight or fight” response to fear is one most of us have experienced and, with the adrenaline pounding through us, we know the reaction was not the result of a calculated decision-making process.
Our natural instinct is used most in sports, drama, music and other non-academic activities. It tends to be suppressed as we mature. Instinct, or intuition, remains in us as adults, but is usually underdeveloped and under-recognized. You’ve surely had the experience of meeting someone new in both personal and professional situations - and having a “gut feeling” about them. Or of walking into a room and sensing the “vibes” – good or bad. This is your instinct piping up, giving you a chance to “trust your gut” and “listen to the vibes.”
Instinct is insight based not on reason, but on awareness. When we allow it back into our consciousness, we can become more effective in many areas of life, including our role as a leader. Allowing it back calls for a heightened sense of openness to our self and others.
Openness to our self
To draw instinct into play is to increase our self-awareness. Suppression of feelings is an impediment in this quest. Your first step must be to abandon any reluctance in recognizing your feelings. Rather, embrace them, learn about them, and experiment at living with and by them.
This first step can be difficult as many people are unfamiliar with this part of themselves. Acknowledging and identifying your feelings is at least half of this ongoing process.
Check yourself throughout the day, in any and all settings, by asking yourself, “What am I feeling now? How am I reacting to this person? To this situation?” Some answers will be positive: you may feel joyful, generous, or creative. These are usually the easiest ones to admit. Others are not - you may feel angry, worried, or depressed. While these are harder to acknowledge, they are equally valuable in your effort to gain access to your instinctive self.
Openness to others
To effectively apply your instinct in your interactions with others, you should be aware of their feelings, motivations, and sensibilities as well as your own. To do this, you need to be a good listener, an invaluable and underemployed skill fundamental to effective leadership.
Being able to listen well means paying close attention not just to words, but to the nonverbal communication that accompanies them – it often speaks more loudly than the words themselves.
Listening well help you to become more aware of others people’s feelings and how they influence their actions. This is called empathy. In his insightful book, “A Whole New Mind: Moving from the Information Age to the Conceptual Age,” Daniel H. Pink writes, “Empathy is the ability to imagine yourself in someone else’s position and to intuit what that person is feeling. . . . It is something we do pretty much spontaneously, an act of instinct rather than the product of deliberation. . . . It is feeling with someone else, sensing what it would be like to be that person.”
This happens when a parent is engaged with his/her child’s development and growth. Watching your 8-year-old perform a play on the ball field is often an empathetic experience. You “know” the feelings that accompany his earnest reach for the ball as you watch the progress of the play.
Instinct in leadership
Using your instinct in your role as leader means developing a keen awareness of your staff, colleagues, and clients as individuals, and recognizing that not only is each person different, but they are different from you. It means understanding what they go through on a day-to-day basis and yields insight into their strengths and weaknesses. Using your instinct, you are able to walk into a meeting and be aware of how others are feeling and reacting around you.
An effective leader blends strong leadership skills with this empathetic awareness, guiding others to meet challenges and opportunities for their own benefit and the benefit of the organization. When such a leader takes the time and effort to know all employees personally on this level, the results in employee morale, empowerment, performance, and retention are excellent.
Gary Klein, well known for research into decision-making, discusses intuition as a learnable skill. In his book, “The Power of Intuition: How to Use Your Gut Feelings to Make Better Decisions at Work,” he states that “90 percent of critical decisions are based on our intuition.”
Your staff and colleagues define you as a leader by what they see you do. Your actions are based on your decisions and your decisions can be influenced favorably by your instinct. As a good leader, you can use instinct in making decisions that align your personal and organizational values and lead to your desired outcomes.
“He who knows others is wise.
He who knows himself is enlightened.”
-- Tao Te Ching
About the author:
Mark A. Paul is a Regional Director for Paradigm Associates, LLC, an executive leadership development firm. Paradigm Associates, LLC helps organizations improve their business results by providing the processes, information and structure necessary to increase their competitiveness. By combining eastern and western philosophies, Paul helps clients exceed in their professional and personal growth. Clients include small groups focused on skills and attitude development issues. A former founder and CEO of his own MRPII consulting company, Paul offers well-developed team building and training skills to help managers, supervisors, and leaders at all levels move into new roles and processes to achieve desired results. Visit www.ParadigmAssociates.USor call (845) 268-0357.
Read More...
We were all born with natural instinct. We cried when we were hungry - not because we were taught to, but because it was our instinctive response to our physical need. Emotion calls on instinct too. The “flight or fight” response to fear is one most of us have experienced and, with the adrenaline pounding through us, we know the reaction was not the result of a calculated decision-making process.
Our natural instinct is used most in sports, drama, music and other non-academic activities. It tends to be suppressed as we mature. Instinct, or intuition, remains in us as adults, but is usually underdeveloped and under-recognized. You’ve surely had the experience of meeting someone new in both personal and professional situations - and having a “gut feeling” about them. Or of walking into a room and sensing the “vibes” – good or bad. This is your instinct piping up, giving you a chance to “trust your gut” and “listen to the vibes.”
Instinct is insight based not on reason, but on awareness. When we allow it back into our consciousness, we can become more effective in many areas of life, including our role as a leader. Allowing it back calls for a heightened sense of openness to our self and others.
Openness to our self
To draw instinct into play is to increase our self-awareness. Suppression of feelings is an impediment in this quest. Your first step must be to abandon any reluctance in recognizing your feelings. Rather, embrace them, learn about them, and experiment at living with and by them.
This first step can be difficult as many people are unfamiliar with this part of themselves. Acknowledging and identifying your feelings is at least half of this ongoing process.
Check yourself throughout the day, in any and all settings, by asking yourself, “What am I feeling now? How am I reacting to this person? To this situation?” Some answers will be positive: you may feel joyful, generous, or creative. These are usually the easiest ones to admit. Others are not - you may feel angry, worried, or depressed. While these are harder to acknowledge, they are equally valuable in your effort to gain access to your instinctive self.
Openness to others
To effectively apply your instinct in your interactions with others, you should be aware of their feelings, motivations, and sensibilities as well as your own. To do this, you need to be a good listener, an invaluable and underemployed skill fundamental to effective leadership.
Being able to listen well means paying close attention not just to words, but to the nonverbal communication that accompanies them – it often speaks more loudly than the words themselves.
Listening well help you to become more aware of others people’s feelings and how they influence their actions. This is called empathy. In his insightful book, “A Whole New Mind: Moving from the Information Age to the Conceptual Age,” Daniel H. Pink writes, “Empathy is the ability to imagine yourself in someone else’s position and to intuit what that person is feeling. . . . It is something we do pretty much spontaneously, an act of instinct rather than the product of deliberation. . . . It is feeling with someone else, sensing what it would be like to be that person.”
This happens when a parent is engaged with his/her child’s development and growth. Watching your 8-year-old perform a play on the ball field is often an empathetic experience. You “know” the feelings that accompany his earnest reach for the ball as you watch the progress of the play.
Instinct in leadership
Using your instinct in your role as leader means developing a keen awareness of your staff, colleagues, and clients as individuals, and recognizing that not only is each person different, but they are different from you. It means understanding what they go through on a day-to-day basis and yields insight into their strengths and weaknesses. Using your instinct, you are able to walk into a meeting and be aware of how others are feeling and reacting around you.
An effective leader blends strong leadership skills with this empathetic awareness, guiding others to meet challenges and opportunities for their own benefit and the benefit of the organization. When such a leader takes the time and effort to know all employees personally on this level, the results in employee morale, empowerment, performance, and retention are excellent.
Gary Klein, well known for research into decision-making, discusses intuition as a learnable skill. In his book, “The Power of Intuition: How to Use Your Gut Feelings to Make Better Decisions at Work,” he states that “90 percent of critical decisions are based on our intuition.”
Your staff and colleagues define you as a leader by what they see you do. Your actions are based on your decisions and your decisions can be influenced favorably by your instinct. As a good leader, you can use instinct in making decisions that align your personal and organizational values and lead to your desired outcomes.
“He who knows others is wise.
He who knows himself is enlightened.”
-- Tao Te Ching
About the author:
Mark A. Paul is a Regional Director for Paradigm Associates, LLC, an executive leadership development firm. Paradigm Associates, LLC helps organizations improve their business results by providing the processes, information and structure necessary to increase their competitiveness. By combining eastern and western philosophies, Paul helps clients exceed in their professional and personal growth. Clients include small groups focused on skills and attitude development issues. A former founder and CEO of his own MRPII consulting company, Paul offers well-developed team building and training skills to help managers, supervisors, and leaders at all levels move into new roles and processes to achieve desired results. Visit www.ParadigmAssociates.USor call (845) 268-0357.
Label: Business Motivation
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