From Volume 14, Issue 9: If you’ve ever been (or still are) a smoker, then you understand how some habits are hard to break. I guess, when you look at it, ALL habits are hard to break, right?
From Volume 14, Issue 8:The sky is probably not falling.
(I’ll probably rock some boats with this month’s missive!) Back in the 1950s, New Jersey school children practiced air-raid drills in case of an atomic attack—Huddle beneath the window on the east side of the building!—because New York City was in that direction and that’s where the bomb would probably be dropped. Today’s media scare tactics have nothing on what boomers went through.
From Volume 14, Issue 6:I can still recall my dad admonishing me that my actions (and, indeed, anyone’s) were always associated with consequences.
I left my bike outside one night and it was missing the next morning. It was recovered by the local police—I still think it was a lesson my Dad arranged—but I did operate differently after that.
From Volume 14, Issue 5: If you’re a baseball fan and watch Major League Baseball games on TV, you’ve seen the overlaid strike-zone box at the plate that indicates to the viewer where the “strike zone” is for that batter. If the ball is within the rectangle, then it’s assumed to be a strike. Outside? It’s a ball. Pretty simple, huh?
From Volume 13, Issue 11:Twenty-five years ago I read Neale Donald Walsch’s Conversations with God, a very interesting series of books written as the author sorted out his life and the lives of those around him through dialogs he had with God.
One specific idea I recall was that “wanting” was to be avoided because all it ever left you with was… well …wanting. He considered it a condition of human suffering, constantly wanting and never being satisfied.
From Volume 14, Issue 1:In my work over the past 20 years or so, I’ve paid a lot of attention to “employee engagement.” Not side-stepping the profession of companies and software tools that quantify that, I’ve looked more at whether or not an employee cares about his environment (the company and its goals, the people around him, those who supervise him, and who he supervises, etc.).