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Going For The Goal - settin goals and realizing objectives

Black Enterprise , Jan, 1999 by Robyn D. Clarke

Forget half-hearted resolutions. Here`s a surefire plan to help you meet your objectives this year.

EVERY NEW YEAR`S EVE, THE ritual is the same. Loved ones and strangers come together to usher out the old and ring in the new. Some don their elegant best and step out to partake of lavish buffets and free-flowing champagne in festively decorated surroundings. As the clock chimes midnight and the band strikes up, guests raise their glasses and toast: "This year, I`m really going to !"

OK, those may not be the exact words. But for many of us, that phrase--more than the confetti and familiar strains of "Auld Lang Syne"--is what truly signals the beginning of a new year. With eager hearts full of good intentions, we vow to finally make good on the pledges of years past--and present. But by the time spring rolls around, these promises are all but forgotten.

"Most people don`t realize their objectives because they don`t take planned steps to achieve them," says Hyrum W. Smith, chairman of Salt Lake City-based Franklin Covey Co., a training and consulting firm specializing in life management and personal productivity. "They try to tackle a goal head-on rather than break it down into manageable parts. When it becomes too overwhelming, they get discouraged and abandon ship altogether."

Undoubtedly, setting goals is relatively easy. But if you have trouble getting them to be more than just items on your wish list, don`t despair. There`s practical advice to help you get in gear for the new year--so that you can plan your goals and see them through to the end.

STEP 1

Determine what you want. "It`s pretty difficult to set a goal if you have no idea what you want to accomplish," says Michelle Passoff, a clutter consultant and author of Lighten Up/Free Yourself From Clutter (HarperPerennial, $13). "Take the time to focus on what you want to get done and the steps you`ll need to take in order to get there." She suggests the following visualization exercise:

* Close your eyes and relax. Let go of any tension and forget about the activities of the day.

* Acknowledge and accept how you have lived up to this point in your life. Congratulate yourself on being ready to move forward to pursue your dreams.

* Imagine how you want to live and how your life would change after you make the desired adjustments.

* When you are comfortable with that image, open your eyes.

Samuel Jones, co-founder and managing director of the Mercator Group, a Chicago-based strategic advisory firm, has mastered this mental drill. While working on Wall Street as an investment banker for Donaldson, Lufkin & Jenrette, he began to tire of the New York City rat race. "I gained great resume-building skills, but I knew I`d be happiest working for myself," says Jones, 27. In 1993, he enrolled in Harvard Business School, where he envisioned his ultimate goal: to head his own company.

Of course, what you want will depend on what`s important to you, states Smith. "You can`t set a goal without first acknowledging your governing values," he says. Now that you have a better idea of how you want your future to look, sit down in a quiet place with minimal distractions. Write down the things of professional and personal value that you`ve gathered from the first exercise, and list them in order of importance. You now have the foundation for every goal you`ll ever set.

"It also helps to think of this process in terms of a clock pendulum," says Jones. "To help keep correct time, it must swing to the right before it can swing to the left and vice versa. Likewise, for a goal to become reality, you have to know what you want before you can attempt to act."

STEP 2

Set long-range goals. Myra Panache`s childhood dream was colorful and not much bigger than 1by-17 inches. "I`ve always wanted to have my own magazine," says the 32-year-old founder and editor-in-chief of Pop Life, a San Francisco-based quarterly entertainment publication. "Expression through writing has long been a passion of mine, and I couldn`t think of a better way to get my ideas out to others." But as Panache had no journalism or publishing experience under her belt, her goal was lofty indeed.

In this stage, it`s OK if your objectives are large-scale projects. "However, they should still be `SMART`: specific, measurable, action-oriented, realistic and timely," says Smith, who suggests the following:

* Specific: Make sure you state exactly what will be accomplished. Try, for example, "I will land a promotion to senior sales manager or change careers from public relations to law," instead of "I will have a more fulfilling professional life."

* Measurable: Set a definitive time or date when your goals will be completed. For instance, "I will have completed a course on career management by this spring."

* Action-oriented: Focus on action ("I will not raise my voice in meetings"), rather than qualities ("I will be a kinder team leader").

* Realistic: Allow for personal and professional constraints in accomplishing your goals. For example, "I will make $1 million this year" is less realistic for most of us than "I will learn about mutual funds and invest my first $1,000."

The empire never rests

Sporting News, The , Oct 25, 2004 by Ken Rosenthal

The scene: Malio`s Steak House, George Steinbrenner`s favorite restaurant in Tampa.

The time: 6 p.m., the day after the season ends.

The subject: Torturing the Red Sox in 2005.

In attendance: All of Steinbrenner`s "baseball people"--general manager Brian Cashman; numerous other club officials, plus the Boss` latest crack expert--one John Samson, a good friend of Steinbrenner`s limousine driver and the 2004 champion of Vinny`s Fantasy League.

"Let`s start with baseball ops, then we`ll deal with special ops" the Boss spits out, invoking his favored military language. "Cashman, proceed."

"Boss, we plan to bid on the following free agents: Carlos Beltran, Carl Pavano, Pedro Martinez and Jason Varitek," Cashman begins.

"Good! Good!" Steinbrenner replies. "Beltran first!"

"Of course," Cashman replies. "Here`s the problem: Beltran`s agent, Scott Boras, might also want us to sign another of his clients, Derek Lowe. It would be sort of like last year, when we threw Boras a bone by signing Travis Lee after he worked with us on getting two of his other players, Alex Rodriguez and Kevin Brown, to waive no-trade clauses."

"Lowe? The basket case?" Steinbrenner barks. "That`s the one Red Sox player we don`t want! Just tell Boras I`ll go nine years on Beltran, and draw the line there!"

"Understood, Boss."

"Now, what about Pedro?"

"Of course, we don`t really want him," Cashman says. "But we will express serious interest, panicking Red Sox Nation, infuriating Sox president Larry Lucchino and driving up the price."

Steinbrenner momentarily looks saddened.

"What`s wrong, Boss?" club president Randy Levine asks.

"It would make a great Visa commercial. He calls me daddy. I call him son " Steinbrenner says, his voice trailing off.

The baseball people sit in silence, careful not to look at one another, lest anyone be caught rolling their eyes.

Cashman passes a computer printout to Steinbrenner showing Martinez`s 2004 splits:

On four days` rest: 8-5, 4.77.

On more than four days` rest: 8-4, 2.98.

"Let someone else pay $12 million a year for a guy who turns into a No. 4 starter pitching on normal rest," Cashman says. "We`ll just trade for Randy Johnson."

"I like that! Good! Good!" Steinbrenner says. "Now, what about Varitek?"

"Same thing, Boss--we`ll just drive up the price for Boston," Cashman explains. "We`ll have Joe Torre call Jorge Posada and tell him not to worry about the headlines--it will all be for show."

"How do we play it in the press?"

"Oh, that`s easy," Cashman replies. "Jorge is 33. We`ll say we want to use him less behind the plate. He and Varitek could get at-bats at catcher, first base and DH."

"That will show Lucchino!" Steinbrenner roars with glee, and the table buzzes with excitement, imagining the suffering of the Red Sox president.

Suddenly, Steinbrenner turns grim-faced.

"We need more pitching," he says.

"Pavano," Cashman says, shrugging.

"What`s this about him not wanting to come to the Yankees?" Steinbrenner yelps. "He fired Jeter`s agent for some yo-yo attorney in Florida! What does he want--to spend the rest of his life with the Marlins?"

"Evidently, Boss."

"Ridiculous!" Steinbrenner shouts. "Lucchino wants him! I know he wants him! The kid is from Connecticut, for crying out loud!"

Levine rises from his seat, motioning for Steinbrenner to relax.

"Maybe Pavano switched to this guy because the lawyer is charging him less than the standard agent`s commission," he says. "If that`s the case, we`ll eliminate every one of his financial worries. Might take an extra year or two. Might take an extra million or 10. Whatever, we`ll get him."

"Good answer!" Steinbrenner replies. "I won`t fire you today!"

"Now," Steinbrenner asks, back in grim-faced mode, "what about second base?"

"Miguel Cairo is fine, Boss," Cashman says. "His .763 OPS was only 45 points lower than Alfonso Soriano`s, and he actually can play defense."

"Never an All-Star!" Steinbrenner shoots back. "I want All-Stars!"

"Well," Cashman continues. "I know you like Nomar Garciaparra, Boss, but he kills every team he plays for. We could bring back Soriano. We could trade for Ray Durham or Bret Boone. We 3 could try to get Jose Vidro from the Senators, or whoever the heck they are "

"Do it!" Steinbrenner barks.

"Which one?"

"Any of `em!"

Before Cashman can even nod, Steinbrenner is onto his next mission.

"Special ops!" he cries. "Where are my generals? Where are my bankers?"

With that, the baseball people are ushered out of the restaurant, and the next wave of suits files in.

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